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Failure to monitor and regulate effectively is only one of the undesired outcomes of the new governance regimes. There is also concern for failed accountability. Political accountability is indeed viewed as the highest value in any democratic system, and this is enshrined in traditional public administration and public law. However, the encouragement of entrepreneurial management, which favours end results rather than due process, has rendered accountability more diffuse. This goes against Westminster traditions of governance which still hold ministers accountable for all policy failures, even though they may not have been responsible for policy initiation or implementation. Distributed governance has thus become a key challenge to the organisation and functioning of government. According to OECD, part of this challenge is to increase transparency and accountability in autonomous public sector entities without compromising management flexibilities, which means improving the trust of citizens as well as managerial efficiency. Governments will also need to improve institutional clarity by clearly defining the objectives of agencies and establishing accountability mechanisms that are grounded on sound governance principles. How, for instance, can agencies or state owned enterprises be held accountable for poor performance when they are called upon to deliver politically motivated social programmes, or have a recruitment policy that are not in keeping with their objectives. Finally, what is also needed is the capacity by central government to steer and monitor performance of agencies in a transparent way, through well designed performance management systems. Experience elsewhere has shown that this has not always been the case, in spite of the deployment of sophisticated technology backed by an armada of experts. Public sector values as well as inhibiting work practices are deeply rooted in culture and traditions. They are so enduring as to outlive all sporadic attempts to infuse new management methods. These are precious lessons from abroad which can help Mauritius steer its way in the public sector reform under way. The challenge of governments today is to integrate the best practices of private sector management without damaging the public sector ethos, which dwells essentially on values of equality, fairness and social justice. Equally important, public servants need to re-discover a profession that once owned impressive insight into public administration in a democracy. And they need to put this at the service of their political masters if we are to avert the kind of disasters that now befall countries like US, where the word government seems to have lost all its meaning. Public sector reform goes well beyond performance based pay for civil servants. It entails a redefinition of public sector governance, to deal with the dichotomies of private sector methods of management and the accountability that democracy demands. As regards this famous sens de ltat, this rather nebulous concept seems to have been lost somewhere in the many alleys that led to the New Public Management and with the coming on stage of political managers. To get it back, we may have to wait for some time, until we reach a consensus on how to improve on our system of government. There has to be a greater degree in the permanence of government action without compromising the democratic principles that have served us rather well up to now. We need a system which allows elected representatives and administrators to work together to shape public policies that achieve politically negotiated outcomes and to effectively control and account for their implementation. The solution to public sector reform is essentially a political one. Deva Armoogum 8 August 2011