Government oversight: A study of the development of the offices of inspectors general for the state of New York.
Item
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Title
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Government oversight: A study of the development of the offices of inspectors general for the state of New York.
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Identifier
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AAI3103140
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identifier
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3103140
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Creator
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Markert, Anthony Gerard.
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Contributor
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Adviser: Warren Benton
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Date
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2003
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Language
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English
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Publisher
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City University of New York.
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Subject
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Sociology, Criminology and Penology | Political Science, Public Administration
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Abstract
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An office of inspector general (OIG) is a branch of government with the responsibility to foster and improve government accountability. Their mission usually involves efforts to control or eliminate corruption, fraud, waste and abuse in government. The purpose of this dissertation was to study the development of OIGs in New York State. Included in this study were the Office of State Inspector General, the Metropolitan Transportation Authority Office of Inspector General, the Jacob Javits Convention Center Office of Inspector General, the Port Authority of New York and New Jersey Office of Inspector General, the Office of Welfare Inspector General, The Department of Labor Office of Inspector General and the Dormitory Authority Office of Internal Affairs.;In addition to describing the history of these offices, their missions, structure and major cases investigated, this research answered six research questions based on the literature on government bureaucracy and oversight. The findings related to these six questions were that: (1) these offices have increased New York State's capacity to reduce fraud, waste in abuse in state government; (2) most of these oversight offices practice what McCubbins and Schwartz (1984) characterized as routine "police patrol" oversight as opposed to "fire-alarm" oversight; (3) most of the OIGs studied have adopted what Anechiarico and Jacobs (1994) called the "panoptic vision" of oversight; (4) most of the work of these OIGs falls under what Light (1993) defined as compliance accountability activities with only a few efforts found that incorporated performance and capacity building accountability activities; (5) the statutorily established OIGs had a higher level of independence than those that were not, but several of those that did not have statutory protection were able to exercise independence based on other structural or personal factors, and (6) New York State inspectors general were able to avoid contributing to government bureaupathologies and instead worked to improve government bureaucratic efficiency.;It is hoped that this research will encourage further improvements in the OIG model and serve as a basis for additional research that may develop a new model for government oversight.
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Type
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dissertation
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Source
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PQT Legacy CUNY.xlsx
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degree
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Ph.D.
