Measuring the efficiency of Spanish municipal refuse collection services

The aim of this article is to analyse the technical efficiency of the refuse collection services in 75 municipalities located in Catalonia, Spain. The analysis has been carried out using a great variety of techniques, both parametric and non‐parametric. Although the results naturally differ according to the technique used, they nevertheless are consistent in ranking the units analysed. Finally, we have looked into the relation existing between efficiency and the public or private management of the service. The results seem to support the idea that the framework for competition in which the service is provided could be more relevant than the private‐public management dichotomy.     

PERFORMANCE MEASUREMENT IN SPANISH LOCAL GOVERNMENTS. A CROSS‐CASE COMPARISON STUDY

This paper explores local government in Spain: the nature of and extent to which performance measures are developed and how they are used in some of the biggest Spanish local governments. The features of performance measurement in Spain raise the question of why non‐mandatory performance indicators are introduced and why specific initiatives are undertaken. A cross‐theory strategy allows us to build a wider explanation of the cases studied. This study shows that performance measurement systems are not neutral but conditioned by the environmental context of each local government to fit into its organizational structure. Spanish local governments are experimenting with different approaches – centralized/decentralized, top‐down/bottom‐up, internal/external use – to implement performance measures. A relationship between external use and the top‐down approach, and internal use and the bottom‐up approach can be found. Our results also show that the institutional image value of taking decisions under rational decision‐making models is the primary driver of implementation processes.     

Post-Contractual Lock-in and the UK Private Finance Initiative (PFI): the Cases of National Savings and Investments and the Lord Chancellor's Department

According to the UK government, one of the key features of the Private Finance Initiative (PFI) is the scope it provides to transfer risk to private sector suppliers. Under the PFI, public bodies are expected to develop interdependent relationships with suppliers that allow risk to be transferred. However, it is the argument of the author that it will not always be possible for interdependent relationships to be engineered by public bodies – on many occasions, public bodies will find themselves asymmetrically locked-in to their supplier. This situation leads to private sector suppliers becoming dominant in those relationships which, in turn, will allow them to pass back risk and obtain greater returns. As a result, the author argues that it is not a question of whether risk can be transferred under the PFI, but when. This argument is illustrated by use of the contracts managed by the UK National Savings and Investments and the UK Lord Chancellor's Department.     

Total quality management: panacea or placebo for hospital management?

Total Quality Management (TQM) has gained widespread acceptance and application in both the private and public sector organisations in Australia yet, for a number of complex reasons, the public health sector has not kept pace with these developments. Several attempts have been made recently to introduce TQM into public hospitals although with mixed results. This article examines one of the first of these to draw out the paradoxes and dilemmas confronting those seeking to implement TQM in public hospitals. It is argued that the implementation of TQM or quality programs in health care will require different management and organisational approaches to the ones commonly found in the TQM literature.     

Partnerships and public procurement: building social capital through supply relations

As one means of dealing with an increasingly interdependent or shared power 'noone in charge' world (Bryson and Crosby 1992) and adapting the public sector to the demands of the global economy, successive administrations in the UK have aimed to develop a more strategic approach to public procurement by emphasizing inter–departmental co–ordination and establishing long–term partnership relations with suppliers. This has proved to be a difficult task, however, as the operating framework and culture of the public sector have hindered the development of interorganizational relationships and trust. By focusing on the co–operative processes and interaction within central government departments and between departments and the private sector, this paper aims to analyse and identify the obstacles to, and opportunities for, implementing long–term supply relations and facilitating departmental co–ordination. While the paper argues that partnership relations can build social capital, it also shows that these resources can have both positive and negative effects for public procurement. To conclude, lessons for developing collaborative arrangements in public procurement are identified.     

VALUE FOR MONEY IN PFI PROPOSALS: A COMMENTARY ON THE UK TREASURY GUIDELINES FOR PUBLIC SECTOR COMPARATORS

The Private Finance Initiative (PFI), introduced to Britain in 1992, has become a major means of procuring public sector infrastructure. It involves long‐term contracts whereby private sector suppliers construct and own capital assets and provide services for which they are paid on the basis of availability or use. This paper focuses on the early stages of a PFI procurement, the decision to use the PFI rather than any other form of procurement. In 2004 and 2006, the UK Treasury issued new Guidance as to how this should be done. There are two stages to this Guidance: qualitative and quantitative assessments. This paper comments on some of the key issues in the quantitative assessments: the treatment of risk, of residual and life‐time costs, of tax, of rates of return and of the appropriate use of discounted flow techniques when finance is a constraint for an investing agency.     

PUBLIC SERVICE MOTIVATION,CIVIC ATTITUDES AND ACTIONS OF PUBLIC,NONPROFIT AND PRIVATE SECTOR EMPLOYEES

Using the 2005 Australian Survey of Social Attitudes dataset, this study compares the public service motivation (PSM), and civic attitudes and actions of public, nonprofit and private sector employees in Australia. Sectoral similarities and differences were noted. This research also analyses the relationships between PSM and civic attitudes and behaviours of these groups of employees. High PSM employees were found to have higher confidence in key national public and private institutions, place more importance on citizens' rights, and engage in more non‐electoral political and prosocial acts than low PSM employees.     

Recent reforms in Singapore's administrative elite: Responding to the challenges of a rapidly changing economy and society

The article examines the recent changes made to the elite corps of the Singapore Civil Service, the Administrative Service, in response to the challenges it faces as a result of the rapid economic and social transformation of the country over the last 30 years. One challenge is to overcome the shortfall of personnel in the Administrative Service resulting from the availability of more attractive and lucrative careers in the burgeoning private sector. A second challenge facing the Administrative Service is to remain attuned to the new needs and circumstances of the economy and the society at large. For this reason, Administrative Service officers are required to work in commercial or community‐based organisations for part of their careers.     

The financial management initiative in the u.k. public sector: the symbolic role of performance reporting

The emerging principles of performance reporting are explored in the context of urban policy and inner city regeneration programmes in the UK, upon which a great deal of evaluative research has been carried out in the last decade. The paper questions the extent that performance management principles as embodied by the FMI are necessary for public accountability. It illustrates that implementation of performance reporting in the urban regeneration programme has had a symbolic role in generating myths and images about practice which imply that the “rational model” of decision making is in operation. The imposition of performance reporting cannot per se guarantee improvements, in the sense of learning, in the organising approaches adopted by public sector organisations.     

Going privately: partnership and outsourcing in UK public services

Public private partnerships provide an important illustration of the way the traditional role of government as employer and service provider is being transformed. While policy–makers argue that the growing role of the private sector is not driven by ideological thinking – that, in fact, both public and private sector organizations can benefit from working together in partnership relations – in practice it is the norms and rules of private sector management that underpin reforms. This paper assesses evidence from two detailed case studies of partnerships and demonstrates, first, that there is little evidence of mutual gains from partnership arrangements and, second, that because of an imbalance of power between public and private sector partners, any gains achieved are not distributed equitably. These results suggest that current reforms need to be refocused around building on the distinctive qualities of services provision in the public sector, rather than expanding the private sector world of markets and contracts.     

Strategic management and public organizations: Lessons from the past and prescriptions for the future

The 1990s have become a decade of reflection and rethinking of foundational concepts in the field of public administration. Public adminstrationists are attempting to bring the best of management approaches to bear on the problems facing public organizations. Strategic management has been widely used in the private sector since the 1960s, and has gained increased acceptance in the public sector since the 1980s. It is a management approach that synthesizes much of what management theorists have long recognized as essential to effective management practice. This article traces the development of strategic management and examines what has been learned from the past that will improve future implementation efforts in public organizations.     

COMPETITION OR MONOPOLY? COMPARING PRIVATIZATION OF LOCAL PUBLIC SERVICES IN THE US AND SPAIN

Differences in national traditions of public intervention, institutional arrangements and public service markets make local public services an area of great diversity. In this paper we undertake a comparative study of how local governments arrange for delivery of water and waste services in the US and Spain. We find levels of privatization are higher in Spain than in the US. We review organizational reform in the two contexts and compare service delivery data using national surveys from each country. We find lower and less stable privatization in the US stems in part from adherence to public choice emphasis on the benefits of market competition over public monopoly. By contrast, Spanish municipalities reflect an industrial organization approach, and create hybrid public/private firms which benefit from both market engagement and economies of scale available under monopoly production. We conclude that managing monopoly may be more important than competition in local service delivery.     

Business and the Politics of Urban Violence in Colombia

What explains variation in local government policy responses to urban violence? Existing research on the politics of urban violence overlooks the pivotal role that private sector interests play in shaping the public provision of security in major developing world cities faced with conditions of intense violence. I argue that business is a pivotal political actor that mobilizes through powerful private sector institutions to shape policy responses to urban violence in ways that advance its economic interests and preserve its privileged status in local political arenas. The security policy preferences of business vary across economic sectors due to variation in relations to urban space and violence. This cross-sectoral variation in security policy preferences generates both opportunities and challenges for political and societal actors that seek to stem and prevent urban violence. Analysis of puzzling variation in policy responses across Colombia's three principal cities—Medellin, Cali, and Bogota—and over time within each shows that a focus on business can strengthen our understanding of the politics of urban violence and, more broadly, its implications for development.     

Minority entrepreneurs and firm performance in sub‐Saharan Africa

This study focuses on the role of entrepreneurs in the private sector in sub‐Saharan Africa. Using data from the Regional Program on Enterprise Development (RPED) and controlling for various factors, our analysis compares growth rates of indigenously owned African firms with firms owned by entrepreneurs of Asian or European descent, in Kenya, Zambia, Zimbabwe, and Tanzania. We find that after controlling for firm size and age, various entrepreneurial characteristics, and sector and country differences, minority (or non‐indigenous) entrepreneur firms start out larger and grow significantly faster than indigenously‐owned African firms. Our results are consistent with theories that argue that informational and financial networks created by minority entrepreneurs provide access to credit, information, and technology for members of these networks. We also find that within indigenously‐owned African firms, entrepreneurs with secondary and/or university education realise a higher rate of growth; access to education presumably enables indigenous African entrepreneurs to develop managerial skills that serve as a substitute for the informational and financial networks created by minority entrepreneurs.     

FRAMING AND COUNTER‐FRAMING NEW PUBLIC MANAGEMENT: THE CASE OF GERMANY

In this paper I explore the conflict between managerial and bureaucratic models of public sector management from the discursive perspective in institutional theory. Taking the under‐researched case of Germany, I conduct a textual analysis of seminal publications in the discourse on public sector reform and reveal the subversive framing conflict which accompanies the proliferation of private managerial models in the public sector. As the most general result, a frame which advocates the transfer of business‐like managerial practices clashes with a counter‐frame which opposes this managerialization. I elucidate how these competing frames are composed, which of their components are core and which are peripheral, how the frames relate to each other, and which broader discourses they exploit for legitimization purposes. The results imply that the often assumed superiority of managerial over bureaucratic control is constructed through discourse rather than being a law‐like regularity.     

Regulation in an Episodic Policy-Making Environment: The Water Industry in England and Wales

This article describes and analyses the evolving regulatory game in the post-privatized water industry. It highlights a regulatory environment that is more complex than that which existed under public ownership, and an industry which is subject to heavier regulation in the private sector than it was in the public sector. There has been erosion of the strict public/private divide following privatization. The article highlights an episodic and seemingly incongruous policy-making environment that defies consistent characterization: sometimes private consensus is the main feature and sometimes it is public conflict. It also illustrates that while there are two broad-based constituencies of interest active in the water sector — cost and environmental — the composition of these coalitions mutates depending on the issue being considered. Indeed, there are occasions when core constituency participants 'defect' and join the 'opposing side'.     

THE CONTENT AND CONTEXT OF ORGANIZATIONAL ETHICS

The aim of this paper is to provide an empirical contextual picture of what is truly valued most in different public and private sector organizations. Through a series of qualitative in‐depth interviews (n = 38), that were a follow‐up to an earlier survey study among public and private sector managers (n = 382), a number of crucial organizational values were presented to and discussed with a selection of top managers from a variety of Dutch public and private sector organizations. The decision‐making context from the interviews provides insight into why, when, how and to what extent specific values are important. A number of unexpected differences and similarities between organizations with a different sectoral status emerge from the data, which shed new light on existing predispositions on value preferences in government and business conduct.     

Transnational Private Governance as a Developmental Driver in Southeast Asia: The Case of Sustainable Palm Oil Standards in Indonesia and Malaysia

This paper explores why and how voluntary private sustainability governance initiated by corporations and non-governmental organisations (NGOs) extends its regulatory purview to incorporate developmental strategies aimed at upgrading smallholder practices. Using the case of palm oil in Indonesia and Malaysia and by extending insights from club theory, global production networks, and developmental states, the paper identifies the conditions under which private regulatory standards catalyse private developmental interventions that are nevertheless analogous to the industrial policies, financial incentives, and institutions of the classic developmental states. It was when the credibility of private sustainability standards was challenged by the low-yielding and environmentally-unsustainable cultivation practices of smallholder growers of palm oil that private governors and globally-oriented palm oil corporations who depend on smallholder suppliers worked with NGOs to support smallholder agricultural upgrading, in turn enhancing productivity, sustainable cultivation practices, and livelihoods. Such private developmental interventions involve supply chain mapping, knowledge service partnerships, and brokered overarching meta-partnerships that may be regarded as functional analogues of classic developmental state practices and institutions, namely performance monitoring, technological support, and coordination of multiple actors to form wider innovation networks.     

Reinventing Governance for Performance in South Asia: Impacts on Citizenship Rights

Abstract

In line with the global trend of “reinventing governance” based on market‐driven policies and structures, South Asian countries have adopted some major reforms in governance during the recent two decades. While this market‐led shift in governance is largely intended to enhance its performance in terms of greater efficiency and quality, there is a tendency to overlook its implications for the rights and entitlements of citizens in these countries. The article examines the basic tenets or features of this transition in governance, encompassing the replacement of public sector by private sector and the transformation of public management based on business principles. The main objective, however, is to examine the critical impacts of this new mode of governance on the political and social rights of citizens in South Asia. The article concludes by stressing the need for paying adequate attention to citizenship rights in pursuing such reforms in governance.     

The deep marketisation of development in Bangladesh

This article introduces the concept of ‘deep marketisation’ as a relatively new, contemporary phase of neoliberal development policy in Bangladesh. By looking into the development strategy of the country’s energy sector, the article shows how an emphasis on marketisation through public-private partnerships (PPPs) and other strategies advances a market fundamentalist agenda to strengthen the private sector and establish a world market. By drawing on interviews with development practitioners from various development organisations in Bangladesh, the article further reveals how development conceptualisations are shaped by the strategy of deep marketisation, leading to the impoverishment of development by constraining its field of actions to measures based on the primacy of economic growth and private sector-led economic development, at the same time leading to a re-legitimisation of flawed neoliberal development policies that result in further inequality, poverty and environmental degradation.