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This collection examines how the organisation of public institutions affects their performance and accountability. Contributors compare experience in Australia, mainland China, Taiwan and Hong Kong, considering the relationship between political direction, administrative independence and the purposes that agencies serve.
Case studies address organisational reform, aged care and disability services, integrity agencies, community organisations and environmental administration. Other chapters examine informal accountability in meetings and the development of performance systems. The volume connects institutional design with practical questions about service delivery, coordination and oversight, and includes comparative tables and diagrams.