PUBLIC AFFAIRS AND POLICY ADMINISTRATION SERIES Edited by Donald Kettl
How should a manager handle different accountability expectations? While a commonplace term in government lexicon, accountability has escaped precise definition, leaving managers at a disadvantage when trying to monitor the performance of their programs.
Including more than 300 programs, over 60,000 employees, and a budget of over $400 billion, the U.S. Department of Health and Human Services is an ideal canvas for starkly illustrating competing accountability demands. With a bird's-eye view of the agency's inner workings, Radin tackles big issues such as strategies of centralization and decentralization, coordination with states and localities, leadership, and program design, while using the apt analogy of a juggler to show how managers must keep in the air disparate demands and developments.
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Table of Contents
Foreword by Donna E. Shalala
Preface
Annotated List of Abbreviations and Terms
- Introduction
An HHS Primer
This Book
Notes
- Thinking About Accountability
Accountability in the U.S. Context
Traditional Approaches to Accountability
Reaching for a Broader Definition of Accountability
Contemporary Demands on Accountability
Thinking About Accountability as a Juggling Process
Notes
- Can Anybody Manage This Organization? The HHS Case
HHS/HEW History: Strategic Choices
An Internal Centralization Strategy
The HHS Portfolio Circa 2001: The Pieces in the Portfolio
Conclusion
Notes
- Accountability and the Policy Lens
Types of Federal Aid
Issues of Policy Design
Multiple Strategies
The Extent of the Federal Role
A Collection of Separate Cultures
Conclusion
Notes
- Accountability and the Politics Lens
Dealing with Interest Groups and Constituencies
Congressional Expectations and Roles
Politics and the White House
Conclusion
Notes
- Accountability and Management Processes
Public/Private Differences
The Context of the Management Responsibilities
Managing HHS
The Office of the Secretary
Sources of Oversight
Conclusion
Notes
- Dealing with the Public
HHS Staff Offices
Advisory Committees
The Department Tells Its Story
Conclusion
Notes
- Advice to a New HHS Secretary
A Matter of Life and Death
Controversy and Conflicting Values
The Federal Government as Partner
A Range of Well-Honed Professional Identities
Fragmentation of Approaches
Living in a Web of Accountability Expectations
Notes
Appendix 1. HHS Historical Highlights
Appendix 2. Secretaries of HEW and HHS
Appendix 3. HHS Regional Offices
Appendix 4. The HHS Portfolio
Suggestions for Further Reading
Index
Bio(s)
Beryl Radin, University of Baltimore
Beryl A. Radin is a professor of government and public administration at the
University of Baltimore. An elected member of the National Academy of Public
Administration, she is also the Managing Editor of the Journal of Public
Administration Research and Theory. She served as a special adviser and consultant
to the assistant secretary for management and budget at HHS. She has written a
number of books and articles on public policy and public management issues and
is the recipient of the 2002 Donald Stone Award, given by the American Society
for Public Administration's Section on Intergovernmental Relations and Management
to recognize a scholar's distinguished record.
