Work on progress

Defining Collaborative Working accountability in

Disaster Responses
Case study of Repeated Flood at Garut, West Java, Indonesia

Management Yaman Suryaman

School 201132524
The presentation outlines
Research backgrounds

Theoretical Backgrounds

Riggs’ Theory of Public Administration

Research framework

The case

Current works
Research backgrounds
• Accountability is a cool theory which becomes hot rhetoric but
somehow it is uneven practice (Romzek, 2015)
• Collaboration does not always create better performances since the
each collaborator has its missions to accomplish
• If a good governance as the main goals and objectives of public
administration, why does accountability seem not working
particularly in collaborative working of natural disaster responses?
Research backgrounds
Public administration theories in “the first world” countries moving forward and
“the third world” countries try to adopt these theories and concepts to be
implemented in their countries including accountability concept
Theoretical backgrounds
General concept of accountability
• Who does see accountability?
• What is accountability for?
• Why do actors need accountability?
• Does accountability have any effect on good governance?
Debates
Traditional accountability (Friedrich vs Finer in 1940s)
• Weberian concept of bureaucracy vs federal model of the bureaucracy
• Finer-Friedrich debates come from different political perspective
New Public Management Vs Traditional (Day and Klein, 1987 Vs Ranson and
Stewart, 1994)
• Market Vs Democracy
New Public Service (Denhardt & Denhardt, 2000; Rowe, 1999)
• Public administrators’ role is “serving” to society not “rowing” such a
traditional public administration or “steering” like the new public
management.
 Willingness to act in
transparent, fair and In democratic
equity governance

Responsiveness and
To For sense of responsibility Social mechanism
Who? How?
Whom? what?

(mulgan, 2003, Romzek, 2014, Bovens, 2007,)

Evaluative descriptive Upward-downward

Horizontal-horizontal
Rationality Formal-informal
vs
rationalisation
-Responsibility
-Democratic control
Rhetoric concept -Performance and quality
-Transparency
information
forum Arrangement -Responsiveness
actor -Control
-Liability
(
formal judging definition Accountability -Empowerment

Goals/typology
consequences
informal

tools result overloads

failures
Nature
Democracy
Constitutional
Learning
deficit

No existence of accountability
Good (Axworthy, 2004)

loci governance
actors Obligations conduct

Political accountability
Legal accountability
Administrative accountability
Professional accountability
Social accountability
Moral Accountability
Holistic Accountability
Corporate accountability
Hierarchical accountability
Collective accountability
Individual accountability
Vertical accountability Financial accountability
Horizontal accountability Procedural accountability
Diagonal accountability Product accountability
Riggs’ Theory of Public Administration
Comparative Public Administration Theory was developed by Fred W Riggs.
The most popular model of his theory is the “Fused-Prismatic-Diffracted”.
This classification of the society might be understood as different phases of societies ‘traditional-transition-
modern’ societies.

fused Diffractedd
prismatic

Figure: Riggs’ Fused-prismatic-diffracted model

 Structural-functional approach

political

social economic
Society

communication
Symbolic

Figure: adopted from Riggs five functional requisites of society

 A FRAMEWORK OF ACCOUNTABILITY IN COLLABORATION

INITIAL CONDITIONS
(Why to collaborate?) Direct Antecedents
Environment - Conveners
- Turbulence Sector Failure - General agreement on the problem
- Competitive and institutional elements - Existing relationship or networks
Ecological Factors

economic
PROCESS
(Formal and Informal) STRUCTURE AND
communication -forging agreement GOVERNANCE
-building leadership ACCOUNTABILITY
- Building legitimacy - Good governance (Formal and Informal)
political - Building trust -Membership
- Managing conflict - Structural configuration
- Planning - Governance Structure
social - Reciprocity

Assessment
Symbolic
-Democratic Perspective
Constitutional Perspective
- Learning Perspective
 The Case
Public education Emergency response plans
Hazard assessments Training and exercises
Infrastructure improvements Community outreach

Economic recovery Life saving

Debris management Incident stabilization
Housing Property preservation
Health/social services Evacuation and mass care
Research Questions
Accountability mechanisms
Stakeholders

Corporation/ Donors

Downward accountability
Vertical accountability

Central Government

Head of Local
Government

Natural Resources NGOs,

Local Government
Horizontal Accountability Military Forestry Company Conservation Communities, Politicians
Agencies
Centre Volunteers

Citizen
 ACCOUNTABILITY RELATIONSHIP IN COLLABORATIVE AMONG ACTORS
Local Govt Central Govt Community Voluntee Companies/Don
Actors Agencies Agencies NGOs Military MEDIA Politicians Leaders rs ors
peers/princip Principal-
Local Govt Agencies peers Agent - Principal al peers peers peers Agent peers Principal-Agent
Central Govt Principal- peers/princip Principal-
Agencies Agent peers al peers peers peers Agent peers Principal-Agent

NGOs peers peers/principal peers peets peers peers forum peers Principal-Agent
principal-
Military peers peers peers agent peers peers forum peers Principal-Agent

MEDIA peers peers peers peers peers peers forum peers peers

Politicians peers peers peers peers peers peers forum peers Principal-Agent
Principal-
Community Leaders Agent Principal-Agent forum forum forum forum peers peers Principal-Agent

Volunteers peers peers peers peers peers peers peers peers Principal-Agent
Principal- Principal- Principal- Principal- Principal- Principal-
Companies/Donors Agent Principal-Agent Agent Agent peers Agent Agent Agent peers
 ACTORS’ CONTRIBUTIONS TO DISASTER MANAGEMENT

Disaster Management Cycles

Actors
Mitigation Preparedness Responses Rehabilitation
Local Govt Agencies Low Low High Low to medium
Central Govt Low Low High Low to medium
Agencies
NGOs Low Low to medium High Low
Military Low Low High Low to Medium
MEDIA Low Low High Low
Politicians Low Low High Low
Community Leaders Low to medium Low High Medium to high
Volunteers Low Low High Low
Companies/Donors Low Low High Medium to high
 Accountability disruption

Moran, 2006

people nature

collaboration
Scott, 1998

state
Source from youtube
https://www.youtube.com/watch?v=RSIryj6z70A
Thank you

Sefton park 11th November 2017