Public accountability of executive agencies: the case of the Australian 'Centrelink'

Abstract

Separating providers from purchasers through executive agencies is intended to increase not only efficiency and effectiveness but also accountability. However, in Westminster-style jurisdictions controversy has surrounded the political accountability of executive agencies, particularly the effect of the new structure on political accountability via ministerial responsibility. The new Australian service delivery agency, Centrelink is examined to see how, if at all, accountability relationships have changed under the new structure. Centrelink has generally followed a 'no-change' model, as demanded by public expectations, rather than the 'clear-break' model suggested by the logic of purchaser/provider separation. Improved accountability under the purchaser/provider split remains contested.