The accountability arrangements in Tonga's Public Service Commission

Abstract

The role of the Public Service Commission of Tonga and their decision-making powers requires the basic elements of good governance which include accountability, transparency and efficiency. This paper will be closely examining the accountability element and how it applies to the Public Service Commission of Tonga. The paper will focus on the legal framework of the Commission and its accountability arrangements. This paper will take an analytical and descriptive approach in examining the legal framework of the Commission. The aim is to see how and what types of accountability arrangements are involved. Further, whether those arrangements satisfy Bovens narrow definition of accountability that will be relied upon. It will also determine whether accountability effectively applies within the Commission. The paper does not intend to provide solutions for the shortfalls under the legal framework of the Commission but will in one or two instances indicate obvious solutions. This paper argues that accountability is indeed an important element in the proper functioning of the Public Service Commission as a central and independent body charged with the function of managing human resources directly for twenty government ministries and agencies. The paper further argues that such an important element must have a clear and robust framework within its legal framework to enable the Commission to effectively be held accountable. The paper does however acknowledge that accountability is not as straightforward. A very helpful lens used to carry out the analysis will be the conceptual framework of accountability as set out by Mark Bovens.