This book shows the growing phenomenon and the broad impact of socio-environmental conflicts in the grassroots communities—farmers, fishermen and urban poor—in Indonesia, as the effects of government’s development strategies based on neoliberal and New Public Management (NPM) views without a clear accountability system or socio-environmental accountability practices and reports are becoming apparent. Inspired by the emancipatory socio-environmental accounting discourse, which focuses on the socio-local context in developing alternative models of accountability based on local views and people's aspirations, this book uses research methodology based on the principles put forth by Indonesian national hero and critical scholar Tan Malaka to develop a framework of integrated accountability for the local government. This book fills the present gap in English publications that analyse the intents and outcomes of the public management reforms in Indonesia with regard to socio-environmental issues, as a basis for further research at the international level as well as policymaking in Indonesia. As the Indonesian government has recently undertaken key structural and accounting reforms in the public sector, this book is a timely and valuable read for graduate students, researchers,- and policymakers.

This book shows the growing phenomenon and the broad impact of socio-environmental conflicts in the grassroots communities-farmers, fishermen and urban poor-in Indonesia, as the effects of government's development strategies based on neoliberal and New Public Management (NPM) views without a clear accountability system or socio-environmental accountability practices and reports are becoming apparent. Inspired by the emancipatory socio-environmental accounting discourse, which focuses on the socio-local context in developing alternative models of accountability based on local views and people's aspirations, this book uses research methodology based on the principles put forth by Indonesian national hero and critical scholar Tan Malaka to develop a framework of integrated accountability for the local government. This book fills the present gap in English publications that analyse the intents and outcomes of the public management reforms in Indonesia with regard to socio-environmental issues, as a basis for further research at the international level as well as policymaking in Indonesia. As the Indonesian government has recently undertaken key structural and accounting reforms in the public sector, this book is a timely and valuable read for graduate students, researchers,- and policymakers. .

Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.

This book provides a new institutional economics perspective on alternative models of local governance, offering a comprehensive view of local government organization and finance in the developing world. The experiences of ten developing/transition economies are reviewed to draw lessons of general interest in strengthening responsive, responsible, and accountable local governance. The book is written in simple user friendly language to facilitate a wider readership by policy makers and practitioners in addition to students and scholars of public finance, economics and politics.

The accountability framework for any service is the mechanism for determining priorities, allocating resources, monitoring progress, ensuring delivery and learning lessons. The details of reporting mechanisms and governance structures may be dry and dusty, but the implications are not: a poor accountability framework increases the risk of poor quality services for its users, and poor value for money for funders. Getting accountability right is challenging at any time. It involves combining specific processes and structures with the right culture. The current context in England is particularly challenging in a number of ways: approaches to planning and organisation are changing, and new models of care emerging, with a lot of focus on increasingly integrated working. This is happening at a time when both finances and service delivery are under pressure in the NHS and local government alike. In this paper, I identify the principles that should underpin a good accountability framework. ...

What key business process output measure(s) does Governance and Accountability Framework leverage and how? Is there a Governance and Accountability Framework management charter, including business case, problem and goal statements, scope, milestones, roles and responsibilities, communication plan? Do the Governance and Accountability Framework decisions you make today help people and the planet tomorrow? Can you do Governance and Accountability Framework without complex (expensive) analysis? What are the expected benefits of Governance and Accountability Framework to the business? Defining, designing, creating, and implementing a process to solve a challenge or meet an objective is the most valuable role... In EVERY group, company, organization and department. Unless you are talking a one-time, single-use project, there should be a process. Whether that process is managed and implemented by humans, AI, or a combination of the two, it needs to be designed by someone with a complex enough perspective to ask the right questions. Someone capable of asking the right questions and step back and say, 'What are we really trying to accomplish here? And is there a different way to look at it?' This Self-Assessment empowers people to do just that - whether their title is entrepreneur, manager, consultant, (Vice-)President, CxO etc... - they are the people who rule the future. They are the person who asks the right questions to make Governance and Accountability Framework investments work better. This Governance and Accountability Framework All-Inclusive Self-Assessment enables You to be that person. All the tools you need to an in-depth Governance and Accountability Framework Self-Assessment. Featuring 668 new and updated case-based questions, organized into seven core areas of process design, this Self-Assessment will help you identify areas in which Governance and Accountability Framework improvements can be made. In using the questions you will be better able to: - diagnose Governance and Accountability Framework projects, initiatives, organizations, businesses and processes using accepted diagnostic standards and practices - implement evidence-based best practice strategies aligned with overall goals - integrate recent advances in Governance and Accountability Framework and process design strategies into practice according to best practice guidelines Using a Self-Assessment tool known as the Governance and Accountability Framework Scorecard, you will develop a clear picture of which Governance and Accountability Framework areas need attention. Your purchase includes access details to the Governance and Accountability Framework self-assessment dashboard download which gives you your dynamically prioritized projects-ready tool and shows your organization exactly what to do next. You will receive the following contents with New and Updated specific criteria: - The latest quick edition of the book in PDF - The latest complete edition of the book in PDF, which criteria correspond to the criteria in... - The Self-Assessment Excel Dashboard, and... - Example pre-filled Self-Assessment Excel Dashboard to get familiar with results generation ...plus an extra, special, resource that helps you with project managing. INCLUDES LIFETIME SELF ASSESSMENT UPDATES Every self assessment comes with Lifetime Updates and Lifetime Free Updated Books. Lifetime Updates is an industry-first feature which allows you to receive verified self assessment updates, ensuring you always have the most accurate information at your fingertips.

In Leadership Accountability in Government, the author shares how all forms of government must exhibit the highest standards of leadership accountability with the understanding that effective leadership knows that when they put people first, their effectiveness and efficiency improves. Dr. Richard Demeritte provides a comprehensive accountability framework integrated with key elements of leadership and effective performance management to guide all levels of governing.

The Department for Communities and Local Government should work with other government departments to improve the evaluation of the impact of decisions on local authority finances and services. Local authorities have, so far, managed with reduced funding, but more are facing the challenge of avoiding financial difficulties while meeting their obligations. Central government planned at the 2010 spending review to reduce funding of local authorities by £7.6 billion (26 per cent) in real terms between April 2011 and March 2015. The effects on local authorities vary. In 2012-13, the overall reduction in spending power ranges from 1.1 per cent to 8.8 per cent. At the same time, demand for high-cost services, such as adult and children's social care, is increasing. The scope is diminishing for absorbing cost pressures through reducing other, lower cost, services given that spending on these services has already been reduced. Departments have assessed the impact of changes to local authority funding, but their approach needs to be more comprehensive in the future. The accountability framework for addressing widespread financial failure in local government is untested. Where there have been one-off failures requiring central government intervention, the failure regime has managed to resolve them. It is not known how the system would respond in the case of multiple financial failures in more challenging times for local authorities.