SOCIAL ADMINISTRATION IN AUSTRALIA: THE NEED FOR A PROFESSIONAL ASSOCIATION

There appear to be two current, opposing misconceptions concerning the nature of social administration. On the one hand there is the belief that it constitutes "no special or definite study but a part of that general mass of things which every earnest young man or woman should know" and, on the other hand, it is "often assumed without question to be concerned with administrative practice"¹.
The domain of the subject of "social administration" is the social service industry in all its parts, its relationship with the industrial and commercial world, and its relationship with primary groups such as families, friends, and neighbours².
Narrowly defined, social administration is the study of the development structure and practices of the social services. Broadly defined, it is an attempt to apply the social sciences — including philosophy — to the analysis and solution of a changing range of social problems³.     

MARKET IDEOLOGY AND PUBLIC SECTOR EFFICIENCY: INTRODUCTION TO SYMPOSIUM ON THE MARKET AND THE STATE

The four papers of which this symposium consists, together with the papers prepared by discussants, were part of a workshop organised by the Academy of Social Sciences over two days at the end of October 1989. The purpose of the workshop was to stimulate debate on this important public policy issue and to generate findings as well as point to material for further research. This introduction highlights the objectives of the workshop, its program, logistics and findings. It is regretted that one commentator was not able to present a contribution in time for inclusion in the journal. I take the opportunity in this introduction to thank the Academy of Social Sciences for sponsoring this workshop, three of its senior officers for their active participation (President, Peter Karmel; Director, Bruce Miller; and Treasurer, Stuart Harris) and the editors of the Australian Journal of Public Administration for providing this forum for the wider dissemination of the discussion it generated.     

THE FINANCIAL MANAGEMENT STRATEGY OF THE VICTORIAN COALITION GOVERNMENT

Abstract: This article reviews the budget sector financial management strategy of the Victorian Coalition government in the crucial period from its election in October 1992 up to the 1993–94 budget. The twin goals set by the Coalition were the elimination of the current account deficit, and the reduction of debt levels. Given infrastructure pressures, the debt reduction goal will be a difficult one to achieve. More precisely, it will be a difficult one to achieve without relying upon instruments such as assets sales, which the Coalition has viewed as artificial debt reduction techniques. The capital expenditure plans embodied in the 1993–94 state budget were not consistent with the debt reduction plans specified only months earlier by the Coalition. Victoria's debt levels are quite moderate even by OECD standards. What makes debt levels a real issue for the state is the narrowness of the tax bases of the Australian states, and the fact that Victoria is taxing at something like its maximum levels (at least, without coordinated multi-state tax increases). It is argued that, if the states could be confident that their revenue positions would hold firm (concretely, that revenue and grants as a proportion of GSP would remain constant), the appropriate debt policy goal for Victoria would be stabilisation — rather than reduction — of its debt/GSP ratio. However, the foreshadowed trend reduction of real commonwealth grants, as part of the so-called national savings campaign, makes it appropriate for Victoria — given the circumstances in which it finds itself — to target the reduction of debt/GSP levels.     

THE DISCIPLINE OF PUBLIC ADMINISTRATION AND THE STUDY OF LOCAL GOVERNMENT

No doubt my colleagues in this venture will attest to the wide range of contributions which Robert Parker and Dick Spann have made to the field of public administration. I have benefited greatly from these contributions, as well as from discussions with both, in particular from those with Dick Spann during my period in the Department of Government and Public Administration at the University of Sydney. However, the breadth of their coverage has not been without some cost to the field, and in this paper I want to examine their influence on the area which I know best, that of local government.     

THE DEPARTMENT OF THE PRIME MINISTER AND CABINET IN PERSPECTIVE

As much as any department, the Department of the Prime Minister and Cabinet comes in for its share of public comment, both as to functions and purpose, on its alleged struggle for supremacy in the economic or welfare or foreign policy field or somewhere else. Inside the Department we tend to give this sort of allegation a tired smile; and because it is wide of the mark, a first reaction is to be critical of the commentators. The second reaction, probably the proper one, is realization that there needs to be greater understanding of the role of the Department and its objectives, which can only be achieved by wider discussion and public debate. The proper reticence of senior officers about entering public debate on policy issues tends sometimes to flow over to a reticence on questions of public service administration. That is a pity, because public administration is our business: better administration is our objective. It is not something to be achieved within the confines of the public service; or more precisely it is to be achieved in fuller measure by debate and analysis inside and outside the Service.     

Ten commandments for policy economists

The incorporation of economic approaches into policymaking requires special skills on the part of the economist. This article examines the use of economics in government as illustrated by the experience of the natural resources agencies. It presents ten guiding rules for the practicing policy economist: (1) be economical about the use of economics; (2) discount for political demand; (3) dare to be “quick-and-dirty”; (4) think like a manager; (5) analyze equity as well as efficiency; (6) know your market; (7) pay your organizational dues; (8) profit from action-forcing events; (9) do not oversell economic analysis; and (10) learn policy economics by doing it.     

HOBBES AND THE RIGHT OF SELF-DEFENCE

Abstract. The weakness of the Hobbesian sovereign which arises out of what the individual can do in his own defence is well established. What has not been examined is the attempts Hobbes makes to counter this and that is the concern of this article. He appeals to the individual to exercise caution on three distinct grounds: on grounds of gallantry, on grounds of'reasonability'and finally by reference to theology. Each appeal is examined and each is seen to fail. Such is Hobbes's insistence on Passion and Will as the basis of society that he finds it impossible to appeal to Reason and Nature to temper its exercise.     

Congressional committees as users of analysis

Structural arrangements in the Congress work against the use of analysis, but newer developments, such as growth in staff professionalism and activity of the congressional support agencies, tend to promote it. Interviews with committee staff show that they are aware of much analysis, use it primarily for political advantage, but that they also take it seriously as warning of problems and as guidance on particular issues. Staff value information more when they know and trust its source and understand its political motivations. The use of analysis to reconceptualize problems is not much in evidence, perhaps because such “enlightenment” takes place elsewhere and filters into the Congress through informal channels.     

直觉主义伦理中的显见义务论

直觉主义伦理学家罗斯试图通过提出显见义务论来解决道德冲突问题。显见义务就是正确的、有约束力的、应该被履行的、没有与之竞争的义务。在遇有道德冲突时,由于显见义务不证自明的特性,人们凭直觉就可以直接知道应该履行哪一种义务。然而,由于作为显见义务及其基础——直觉本身的缺陷,显见义务论并没有达到它解决道德冲突的目的。     

THE OBSERVER

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1 Thanks to myriad colleagues (especially) John Boehrer, J. Mark Schuster, Eugene Bardach, and David Kirp, plus my cohort of 2005–06 Presidential Chair Fellows and that program's very committed leader, Steve Tollefson, for discussions of pedagogy that have reminded me over the years that teaching could be an intellectually demanding, rigorous, and collaborative enterprise, and to Robert MacCoun for comments on drafts of this paper.