Can accountability to external bodies induce performance turnarounds in struggling public services? And if so, must account-holders use incentives and sanctions to change organizations that have yet to self-correct, or can a gentler, more informational regime suffice? 

Decentralised administration of social assistance programs requires significant organisational capacity. In some circumstances, inter-municipal cooperation can enhance local policy implementation but impact evaluations have focused on public services that are capital-intensive, and on the effect of cooperation on service costs rather than quality.