Treasury and Economic Policy – Beyond the Dismal Science

‘Treasury advises and assists the Treasurer, and through him the Government, in the discharge of his and its responsibilities in relation to economic, fiscal and monetary matters. The Department's main responsibilities lie in the field of general economic management’, Treasury, Annual Report 1983. ‘The Treasury's mission is to improve the wellbeing of the Australian people by providing sound and timely advice to the Government, based on objective and thorough analysis of options, and by assisting Treasury ministers in the administration of their responsibilities and the implementation of government decisions’, Treasury, Annual Report 2010a . ‘You can't really evaluate the performance of Treasury in terms of “outputs and outcomes” in any formal or public way because most of the time we are dissuading Treasurers and governments from doing stupid things’, Senior Treasury Official 2000. ‘We once had a “Treasury line”, but now we are more pluralistic’, Senior Treasury Official 2010. ‘Treasury's executive board hunts as a pack, they trust each other and they’ve known each other for long times’, Senior Treasury Official 2010.     

Blowing Hot and Cold – Intergovernmental Relations Capacity in the Commonwealth Government

The role of the intergovernmental affairs specialist is to protect and extend the powers of the jurisdiction for which he works (Donald Smiley quoted in Warhurst 1987 ).     

Advising Ministers – The Special Problem of Defence

Successive Australian Defence Ministers have been frustrated and occasionally embarrassed by the quality of advice and information provided to them by the Defence organisation. Decades of reviews and reorganisations have failed to find solutions to the special difficulties that Defence faces in providing accurate, timely information and advice to ministers across the broad spectrum of their responsibilities. This article argues that there are multiple explanations for the concerns that are frequently expressed about its policy advisory capacity – most of which are inherent to Defence organisations around the world. While the Defence culture of secrecy is partly responsible, other factors such as the scale of Defence's operations, the multiple cultures that exist within it (military, civilian, and intelligence) that make coherence harder than in more homogenous departments, the long‐time horizons of defence planning as well as the high costs of procurement, must also be considered. The erosion of trust between the organisation and minister has been exacerbated by the intense scrutiny of the media that overburdens ministers and adds another layer of complexity to their role. As history shows, there are push and pull factors that continue to embroil ministers in the minutiae of defence difficulties, while the complexity and scale of operations will undoubtedly continue to impact on the timeliness of advice.     

Advising Australian Federal Governments: Assessing the Evolving Capacity and Role of the Australian Public Service

Internationally, there have been persistent complaints that the policy capacity of governments has declined. This critique is widely accepted, including in Australia, but for the most part, such claims are assertions, made without reference to empirical evidence and data. This introduction to the Special Issue examining the Policy Advisory Capacity of the Australian Public Service considers these assertions and proposes an approach and methodology to test the discourse of declining policy capacity in Australian federal government. It introduces six case studies from across the spectrum of the Commonwealth government's responsibilities. The Special Issue concludes with an article by Evert Lindquist and Anne Tiernan assessing the ability of the APS to support decision‐making through its policy advising functions and its preparedness to meet the challenges of 21st century governance.     

Critiquing Food Security Inter‐governmental Partnership Approaches in Victoria,Australia

Food security is an issue, not only in developing countries but also in developed economies such as Australia where people from vulnerable groups cannot access affordable and appropriate food on a daily basis. Agencies emphasise the need for collaborative approaches to such complex, multi‐sectoral challenges. This article analyses two inter‐governmental partnership approaches facilitating local government's response to food insecurity in 12 municipalities within the state of Victoria. We focus on the partnership approaches to collaboration, processes and structures, and collective outcomes. The comparative data analysis from in‐depth interviews and document analysis of project‐associated materials and municipal policies provides insight into the different partnership approaches. Results suggest that while strategically designed and focused inter‐governmental partnerships can build local government capacity to respond to food security, there are systemic, regulatory, and resource barriers in play. In conclusion, the implications of these findings for future inter‐governmental approaches to address complex challenges are considered.     

Explaining Levels of Local Government Involvement in Service Delivery: The Dynamics of Cross‐Sector Partnerships in Malawi

This study explores how local governments and their development partners—that is, donors, non‐governmental organisations and private companies—structure their partnerships as they work together to provide services to communities. Cases of collaboration between four organisations working in the rural water supply sector and six local governments in Malawi are studied. Using a cross‐case qualitative methodology, we illustrate how power and control translate into practices, leading to different levels of local government involvement in service delivery. This study contributes to the literature on cross‐sector partnerships in particular by developing empirically‐based propositions that help explain the dynamic trajectories that partnerships between local governments and their development partners can take. Copyright © 2015 John Wiley & Sons, Ltd.     

Ordering Disorder – On the Perplexities of the Partnership Literature

The literature on public‐private partnerships (PPP) has proliferated in recent years. However, confusion about the actual meaning of PPP still abounds. As a consequence, contradicting findings and statements about PPP flourish in the literature. This article reviews the literature, and argues that there are different streams of PPP research which operate with qualitatively different notions of the PPP concept. Accordingly the literature is divided into four different PPP ‘approaches’. By doing so the article offers some clarification concerning an increasingly complex concept. The article concludes that an authoritative definition of PPP – one that can encompass all the different variations of the concept currently in use – is not logically possible.     

Sources of local government extractive capacity: The role of trust and pre‐colonial legacy in the case of Uganda

Local government extractive capacity, as measured by the amount of graduated personal tax (GPT) collected relative to district wealth and population and, more qualitatively, as reflected in the nature of enforcement, varies considerably in Uganda. This article explores the reasons for this variation, first by investigating aggregate data at the cross‐district level, using data on taxation as well as survey data from the Afrobarometer, second, by a focussed comparison of two districts, one with high‐ and one with low‐extractive capacity. I find that generalised trust can explains some of the variation in extractive capacity across districts. The case studies trace the differences in trust and extractive capacity back to pre‐colonial rule; the better performing district having had centralised rule, a tradition of tax‐payment and a higher degree of social cohesion, while the poorer performing district had a more fragmented and less cohesive history of governance. The article thus points to the importance of understanding institutional path dependencies when assessing the feasibility of reform. Copyright © 2009 John Wiley & Sons, Ltd.     

The Politics of Fiscal Responses to the Crisis of 2008–2009

The national fiscal responses to the economic crisis of 2008/2009 varied considerably. Some countries reacted with a strong demand stimulus, others intended to slash public expenditures, while a third group pursued mildly expansionary policies. There are strong reasons for governments to pursue a mildly expansionary policy. If governments depart from this default strategy in favor of a significant counter‐cyclical policy, they must be able to swiftly make decisions. Therefore, effective use of counter‐cyclical policy will be unlikely in cases where lengthy negotiations or significant compromises between governing parties with different views on economic and fiscal policy are likely. Therefore, a major determinant of the expansionary strategy is a unified government, usually in form of a one‐party government. If governments opt for pro‐cyclical policy in a major economic crisis, they do so because they have few other viable options. In this situation they tend to shift blame to international organizations.     

The Road Not Taken and the ‘Bad Faith’ Thesis: Why a Liberal Democrat–Labour Coalition Never Happened in May 2010

This article examines why a Liberal Democrat‐Labour Coalition did not result from inter‐party negotiations after the General Election in May 2010 and whether the coalition which did emerge was based on a marriage of ‘neo‐liberal minds’, as claimed by Andrew Adonis in his <i>5 Days in May</i> (Biteback, 2013). Consideration of the available evidence, however, suggests a more nuanced conclusion. It is expected that the 2010 agreement will be revisited in preparation for a possible hung parliament in 2015.     

‘Meeting the Challenge’? The Liberal Democrats' Policy Review of 2005–2006

Even before the 2005 election, the Liberal Democrats' Federal Policy Committee had agreed on the need for a review of party policy, in response both to domestic and international political developments since 2001. Intended to build upon the 2002 policy document 'It's About Freedom', 2005 heralded the launch of a Meeting the Challenge policy review, which provided an unprecedented opportunity for party members at all levels to contribute towards the refinement of Liberal Democrat policies and develop a clearer political narrative. This would enable the party to articulate its principles and goals more effectively in the run-up to the next general election. Through a variety of intra-party channels, conduits and forums, hundreds of responses from party members, and local and regional Liberal Democrat parties, offered analyses and policy suggestions. On various issues, these revealed ongoing debates between the party's ( Orange Book ) 'liberals' and 'social democrats'. The outcome of this intra-party consultation exercise was the 2006 policy document 'Trust in People', which was emphatically endorsed at the party's annual conference. This will now provide the framework for further policy development and clarification during the next two years.     

The long and the short of it: Electoral institutions and the dynamics of party system size, 1950–2005

While institutional theories of party system size are usually examined cross‐nationally, there is ample reason to expect that changes in electoral institutions will affect party system size within countries as well. Although some of this effect may occur immediately, most of the effects are likely to be realised over time and across subsequent elections. A series of error‐correction models examine the short‐ and long‐term effects of changes in electoral institutions on party system size. The results indicate that changes in electoral institutions do produce the expected effects on party system size, and that these effects occur mostly over the long term.     

Elements of Successful Change: The Service Tasmania Experience to Public Sector Reform

For Tasmanians accessing Government services has traditionally required visits to various Lead Agency locations, as service delivery was fragmented and bureaucratic. The Tasmanian Government adopted a customer‐focused approach implementing ‘Service Tasmania’ a One‐Stop‐Shop service delivery concept. This paper investigates what led to the success of this public service reform and in particular what change management practices were applied during the change effort. Ten common factors of successful change have been identified in the literature; these are explored determining their relevance throughout this initiative. Data were collected with semi‐structured interviews conducted with 63 staff plus senior management. Data were analysed using a grounded theory approach and open coding was applied during the first pass through the data to reach the initial codes identifying critical terms and generic key issues. Findings confirm that several management interventions were necessary to address resistance and conflict issues and keep the government reform project on track.     

The Commons Select Committee System in the 2015–20 Parliament

The House of Commons select committees witnessed some of the most constructive political theatre of the 2010‐2015 Parliament. Recall Rupert Murdoch's public contrition, Margaret Hodge's assault on MNC tax evasion and Keith Vaz's timely interrogations of G4S, etc. The committees also embraced social media and adopted public engagement as a key task. These developments all reflect a newly emboldened system. In recent months, four reports have been published which reflect on these developments. They also look forward to the further substantial development of committee activity. The system thus sets sail with an abundance of specific suggestions, including ideas that could have far wider and more far‐reaching democratic implications.     

Collaborative Approaches to Regional Governance – Lessons from Victoria

Victoria's Regional Management Forums were established in 2005 to facilitate collaboration between Victorian Government departments and local government in each of Victoria's eight administrative regions. At the time they were established, Regional Management Forums were a pioneering experiment in collaborative governance. Seven years after their establishment, this paper examines the Regional Management Forums to consider how they have evolved, what role they now serve, and what lessons can be learned. This paper finds that Victoria's Regional Management Forums have been able to adapt to an evolving policy and governance context. While not without their challenges, Regional Management Forums have given rise to regional‐scale thinking and collaborative relationships.     

The Australian Experience of Municipal Amalgamation: Asking the Citizenry and Exploring the Implications

Debate over municipal amalgamations in Australian continues to dominate local government reform agendas, with the putative need to achieve economies of scale and scope consistently set against anti‐amalgamation arguments designed to preserve extant communities. Following from an examination of recent episodes of consolidation in Australia, this paper reports on citizens' attitudes to amalgamation garnered from a national survey of 2,006 individuals. We found that generally, citizens are ambivalent toward amalgamation, although attitudes were influenced by particular demographic characteristics and attitudes to representation, belonging, service delivery requirements and the costs thereof. The results suggest that, away from the local government sector itself, structural reform may not be the vexatious issue it is often portrayed as. The implications of this are explored here.