COMPETITIVE MARKETS AND THE PROVISION OF PUBLIC SERVICES

Abstract: There is no universal panacea to improve the efficiency of public enterprises. However there is a worldwide trend at present to place more emphasis on markets than on centrally devised planning. The ownership of public enterprises is examined and it is argued that the performance of public enterprises is related to placing them in a more competitive environment. The importance of industry structure to competition is then discussed. The next sections turn to more practical matters. The first notes the present federal reforms of public enterprises and notes some similarities with the reforms set out in British White Papers in the 1950s and 1960s; and these reforms did not work in the sense of providing greater efficiency. Finally by way of example the deregulation of the NSW egg industry is examined; and the role of the government as a shareholder is discussed in the context of Australian Airlines. The paper concludes with a short summary.     

THE NEW POLICY CHALLENGES OF FINANCIAL SERVICES GLOBALIZATION

Can nation states cope with numerous public policy challenges–ranging from regional financial crises to the failures of large financial services firms–posed by today's globalized financial and monetary landscape? As Benjamin Cohen has argued “governments must consciously adapt to a dramatic transformation of their status, from monopolists to oligopolists, if they are to adequately represent the interests of all their citizens in monetary affairs.” This article briefly examines the nature of the policy challenges facing states and reviews the findings of symposium contributors who explored the national, regional and international responses of states to the fast moving global financial and monetary developments.     

GOING COMMERCIAL IN THE DEPARTMENT OF ADMINISTRATIVE SERVICES*

The Department of Administrative Services of the Commonwealth government (DAS) was created in its present form as part of the July 1987 restructuring of Commonwealth departments. Functions came from nine hitherto separate departments, with the bulk of them transferring from Local Government and Administrative Services, Housing and Construction, and Science. The number of affected staff totalled 18,600: they were previously organised into 19 quite distinct groups with very little in common except that they were providing a service of some kind, predominantly to Commonwealth organisations.     

BUREAUCRATIC DECENTRALIZATION AND THE REDISTRIBUTION OF URBAN SERVICES: THE CASE OF TEAM POLICING1

Two extreme positions dominate the decentralization debate in urban politics: one school consistently opposes decentralization, while the other maintains that only complete radical community control can solve the problems of politics and administration in the city. Positions and policies between these two extremes tend to get lost in rhetoric and argument, or receive only passing recognition. This paper is an attempt to carve out, theoretically and empirically, some space for an intermediate position. Following a brief exploration of the decentralization debate, we discuss and present some analysis from a team policing experiment, a type of ecentralization that falls in between the two extremes. The data suggest that this type of decentralization can be successful if the program is designed as a non-zero-sum game, and the paper concludes that intermediate programs represent attractive third choices to discredited or unworkable alternatives.     

DOWN TO BUSINESS: THE COMMODIFICATION OF NONPROFIT SOCIAL SERVICES

Private nonprofit organizations play a major role in delivering a range of publicly funded social services. Aggregate data from a recent Urban Institute study reveal that recent federal cutbacks have affected the services, programs and clients of NPOs. An examination of specific agencies in Maricopa County (Phoenix) reveals that many service providers have adopted a business approach to their services and clients, treating them as commodities. In general, agencies serving clients with Resource Mobilization Potential-youth and elderly-have fared better than those dealing primarily with poor adults.