Basic Report

This study investigates accountability challenges within the domain of organizational management for local governments. The discourse surrounding the decentralization of authority from central to local governments has not only persisted but also gained momentum in recent times, significantly impacting the management structures of local municipalities. Consequently, it becomes imperative to critically assess the effectiveness of existing accountability frameworks and contemplate their redesign to address any identified shortcomings.
   The central argument of this study calls for a broader understanding of accountability within local government organizational management. It asserts that beyond the traditional hierarchical and legal governance structures, which are predominantly centered on the relationship between central and local governments, the implementation of self-governance or network governance is crucial. Such an approach ought to extend beyond local councils to effectively include citizens.
   To this end, this study firs explores theories related to organizational management, accountability, and instrument design within local government entities (Chapter 2). Drawing upon analyses of domestic and international case studies and perceptions of accountability the research proposes viable accountability mechanisms for each type of governance (Chapter 3, 4). Finally, it reviews the conditions (context) influencing effectiveness to ensure the proposed mechanisms can achieve desired outcomes, thereby outlining instrument design methods and strategic plans for both short- and long-term implementation (Chapter 5).
   Given the necessity for diverse mechanisms to safeguard accountability across distinct governance frameworks, it is essential to systematically organize each mechanism. Consequently, the study systematically categorizes these mechanisms according to governance models and policy processes.
   In the context of hierarchical (legal) governance,,the design aims to foster the overall rationality (instrumental rationality) at the national level. This is accomplished by elucidating that the costs of organizational management are distributed across the nation.
   For each stage of the policy process, the study suggests improvements or introduces new measures to secure accountability.
   During the policy planning phase, recommendations include applying multiple criteria when imposing penalties under the standard labor cost system, introducing obligations to adhere to the mid-term basic manpower management plan, mandating the inclusion of labor cost estimates in personnel augmentation proposals, and initiating regular administrative reevaluation projects. The policy execution phase emphasizes the importance of monitoring the implementation of the mid-term basic manpower management plan, administrative reevaluation, constant resident complaint monitoring, and administrative reevaluation monitoring. For the policy evaluation feedback stage, improving the local government organizational management disclosure index and establishing a local government organizational management information sharing system are proposed.
   For network governance the objective is to ensure that the benefits of organizational management are equitably distributed among local residents. This involves enhancing local-level rationality (consensual rationality) through the inclusion of local residents in the organizational management committee, joint public-private organizational diagnosis teams, and by soliciting citizen feedback on the mid-term basic manpower management plan in the policy planning stage. In the policy execution stage, proposals include regular monitoring of resident complaints and developing organizational design techniques based on big data analysis of such complaints. In the policy evaluation feedback stage, involving citizen monitoring groups in the local council's administrative audits, establishing independent audit mechanisms for organizational management control, and encouraging citizen juror participation in evaluations are suggested.
   Given the diverse contexts of local governments, the effectiveness of these proposed mechanisms will vary, influenced by the interaction dynamics among organizational management governance participants. Therefore, this study analyses the motivation and strategy spectrum of local government organizational management governance participants. They confirmed that their involvement can have both positive and negative impacts on securing organizational management accountability or organizational health. The approach to combining these means should adhere to the principle of checks and balances, ensuring that accountability is neither lacking nor excessive for any entity involved. Given the varying circumstances of each local government, the combination of different means will naturally differ and evolve through a progressive process, ensuring alignment.
   Finally, the study presents a short- and long-term implementation strategies including system design and management plans for enhancing accountability. This encompasses drafting standard ordinance proposals, improving regulations on organizational quotas, revising other legal measures, and facilitating information sharing and citizen participation via digital platforms..To foster long-term social awareness, it is imperative for each local government to engage in organizational learning regarding organizational health. This should be facilitated through educational initiatives targeting public officials, citizens, and youth, thereby promoting awareness and understanding.
   Such efforts to supplement institutional frameworks ultimately act as safeguards for the expansion of local authority, contributing to a decentralized governance model that minimizes adverse effects, thereby enhancing accountability and organizational integrity within local governments.