THE PUBLIC SERVICES AND CO-OPERATTVE FEDERALISM

A paper of this type clearly calls for some definition of terms. Although "The Public Services" are usually seen to comprise the State Public Services and the Australian Public Service, in reality of course, government institutionalized services to the public go beyond these seven agencies. All the statutory authorities—Commissions, Corporations, Boards and Trusts—are part of public administration; so also are local government bodies. There are in the various public services some agencies which form part of the public service proper (i.e. a Department defined as such under one or other of the Public Service Acts) whereas in others they have the independence of a corporate entity. In South Australia for instance the whole state water supply and sewerage services are provided by one public service department, the Engineering and Water Supply Department. In the other states those services are provided by more than one agency and these range from government departments and local governing bodies to statutory authorities. A similar division of responsibility exists in the road construction area where some states perform their highway undertakings through the agency of a statutory authority, while others prefer the tighter Ministerial control of a government department.     

The influence of management on the cost of fire protection

An important and unresolved issue central to the study of government performance is how the actions of managers and the nature of organizations affect the cost of public services. This paper presents an empirical analysis of fire departments that estimates the influence of managerial choices on per capita spending within a simultaneous public production system. It does so by refining a theoretical cost model from the field of public management to include fundamental dimensions of government organizations and administration. Two‐stage least squares regression analysis is then employed to examine the fire protection case. The results of the analysis substantiate the intuition that managerial practices and decisions influence the cost of a public service. They show that the cost of fire protection depends significantly on the outcomes of a department's fire prevention and suppression activities, some key aspects of a department's management practices, the configuration of its workforce and equipment, its legal structure, and factors in its external environment. © 2004 by the Association for Public Policy Analysis and Management.     

NEW DIRECTIONS IN AUSTRALIAN ENVIRONMENTAL PLANNING: SOME POINTERS FROM THE UK STRUCTURE PLANNING EXPERIENCE

Abstract: Environmental planning legislation in Australia has been primarily concerned with the formulation of detailed land-use allocation plans. Changing circumstances are leading to a more broadly-based view of the planning process centred around the delineation of development principles and the broad structure of land uses. The United Kingdom's experience with structure plans during the past decade is of value in reshaping environmental planning in Australia. Within the United Kingdom both the slow speed of structure plan preparation and its very broad scope have posed problems. By merging land-use issues with the development plans of other government instrumentalities structure plans have exceeded the responsibility of the central planning agency. Simultaneously they have been seized upon by the public as the only formal means of dissent against governmental decisions in such areas as social service and housing. Reactions have been twofold. In Scotland regional reports have imposed an additional corporate plan which provides guidelines for subsequent control of land use. In England and Wales structure plans have become increasingly general, long-term and land-use orientated, thereby side-stepping the problems their introduction created. To be effective in Australia, structure plans must achieve corporate liaison with other government departments and statutory undertakings. This will be achieved not by copying the English structure planning model, but by working towards regional reports prepared by a combination of State government agencies and reconciled through decisions at parliamentary level. Local, detailed land-use plans, based upon written reports as in the United Kingdom, can fit readily into such a framework, supplemented where necessary by State-wide guidelines pertaining to critical land-use considerations. The coordination of development will be facilitated by the liberalization and increased availability of professionally recognized qualifications.     

THE SOUTH AUSTRALIAN GOVERNMENT AND THE INDUSTRIES ASSISTANCE COMMISSION

Abstract: One frequent source of inter-governmental conflict within a federation is the different economies of the constituent units, and State governments in Australia have increasingly become aware of the regional consequences of Federal policies in areas such as tariffs. This is of particular concern to South Australia which, compared to other States, has a greater than average reliance on manufacturing industry, especially those industries which depend on a relatively high level of tariff protection. The industrialization of South Australia from the 1930s onward was based on a complex interaction between government and business, and thus in the 1960s when the revitalized Tariff Board and later the Industries Assistance Commission showed that they were committed to lowering the level of tariff protection, the new Premier's Department became the focus of the government's interest in tariff matters. From January 1974, following the creation of the IAC, to 1976 was the high point in the State's involvement in the making of Australian tariff policy, both in terms of the number of inquiries calling for submissions and in the capacity of the government to participate. The staffing and organization of individual departments concerned with tariffs were strengthened, and an interdepartmental Industry Inquiries Screening Committee was established to coordinate government submissions. Since the 1976 Inquiry into Shipbuilding, the government's involvement with the IAC has tapered off, partly as a result of the feeling that the greatest gains are won at the “political” rather than at the “administrative” level Although it is difficult to assess the success or otherwise of the South Australian government's venture into the making of tariff policy, a number of consequences for the State may be identified. The regional point of view was at least placed before the IAC; the State public service was strengthened; the already close relationship between business and government became even more intimate (despite differences in ideology); and some of the crude protectionist views held in the early 1970s have been replaced by a commitment to a long-term reconstruction of industry.     

CASH TRANSFERS BY THE QUEENSLAND STATE GOVERNMENT TO NON-GOVERNMENT ORGANIZATIONS

Abstract: This is the first in a series of studies into cash transfers from the State government to non-government organizations in Queensland. It focuses particularly on transfers from the Departments of Welfare Services and Children's Services. Information has been obtained from public government documents, departmental files and records, and from interviews with representatives of eight non-government organizations in receipt of cash transfers. The study documents the pattern and process of transfers and explores existing means of achieving accountability, accessibility, effectiveness, efficiency and equity. While transfers to the non-government sector in Queensland are a well established practice, the proportion of government funds going to the non-government sector is small. The larger, well-established organizations receive the most and are best satisfied with their relationship to government. It would appear that much could be done to improve accessibility to government transfers in Queensland, where program accountability has not been emphasized. The final section of the paper questions the advisability of jumping on the program evaluation bandwagon. The need for more research into the impact of government funding on program development, efficient use of resources, social cohesion, political position and meeting the most pressing needs in the community is emphasized. Glennerster's "pluralist planning model" is suggested as a possible guide for improving the process of allocation of transfers in Queensland.     

THE NORTHERN TERRITORY GOVERNMENTS CANBERRA REPRESENTATIVE

On 14 July 1980 an experiment began in Australian Federal-State relations which has been accorded little recognition. On that day the Northern Territory government opened an office in Canberra for its new "Canberra Representative". It was a step no State government had ever taken, although several had discussed such a move over the previous decade during general reconsiderations of the machinery of Federal-State relations. In particular, Sir Henry Bland's Board of Inquiry into the Victorian Public Service saw some benefits in the location in Canberra of one or more members of a proposed Commonwealth/State Relations Unit (now the Federal Affairs Division of the Premier's Department) in the State public service, although it chose finally not to recommend it     

LET THE MANAGERS GOVERN: MINISTER-BUREAUCRAT RELATIONSHIPS IN NEW SOUTH WALES

Abstract: This article considers the relationships between ministers and chief executives in the New South Wales Liberal-National government. It looks at how ministers have set about taking charge of the public service against the background of the new political and economic realities confronting the state government. Senior ministers have consciously sought to limit their dependence on public servants and they have used a range of strategies to do so. They have remoulded the public service in a new "managerialised" form. Policy-making has been further internalised into ministerial offices and party circles and away from departments. The role of cabinet has been strengthened to impose a new corporate purpose as a counterbalance to traditional departmental interests. New incentive systems, based on contract employment and performance agreements, have been introduced to focus public service loyalties on the goals of the government. Advocates of managerialism, usually career public servants, have been appointed to key positions. Ministerial advisers have been used as countervailing sources of advice and as extensions of ministerial authority. Many ministers themselves have assumed an involved style of ministerial management of departments.     

THE MANAGEMENT AND ADMINISTRATION OF GOVERNMENT RESEARCH AND DEVELOPMENT

One of the minor curiosities of public sector analysis in Australia is that rather little attention has been paid to the tools and instruments that could provide a more effective management of government research and development. Once government R & D is mentioned, we immediately think of the large statutory bodies such as CSIRO or the Atomic Energy Commission, but the subject extends widely beyond these two bodies. The Australian Government, federal and states, provides 70% of all the funds for Australian R & D, and the government itself performs, in its own laboratories and statutory authorities, 54% of the total R & D carried out in Australia Of OECD countries, these percentages of government activity are exceeded only by Iceland, New Zealand, Portugal and Turkey. Virtually every federal department and every department of each state government performs R&D. Apart from the "big two" of CSIRO and Atomic Energy, the Post Office, Defence, Health, Housing, and Minerals and Energy all have research laboratories, and the last major survey of Australian R & D in 1973 listed 22 federal departments and 130 organizations in the State Governments performing R & D. A recent article in this journal correctly noted a shift from "ends to means" in Australian science policy. The present article proposes a specific means of managing this almost unique public involvement in R & D in Australia.     

论社会中介组织对中国社会发展的影响

经过了20多年改革，中国社会的组织结构发生了深刻的变化，各类社会中介组织以前所未有的速度和规模发展起来，在数量和种类大大发展的同时，其组织独立性明显增强而合法性也日益得到确认，在中国社会中承担着越来越多的功能和职责，也成为人们在日常生活中越来越直接和频繁地与之接触或交往的对象。中国的社会中介组织将同政府部门和市场部门一起，直接决定着整个中国社会在新世纪里的发展。     

Looking for Friends,Fans, and Followers? Social Media Use in Public and Nonprofit Human Services

This article uses interviews and Internet data to examine social media use among nonprofit organizations and county departments involved in the delivery of human services in a six‐county area in south‐central New York State. Social media use was modest, with nonprofit organizations much more likely to use it than county departments. Organizations used social media primarily to market organizational activities, remain relevant to key constituencies, and raise community awareness. Most organizations either had a narrow view of social media's potential value or lacked a long‐term vision. Barriers to use included institutional policies, concerns about the inappropriateness of social media for target audiences, and client confidentiality. Findings build on recent research regarding the extent to which nonprofit organizations and local governments use social media to engage stakeholders. Future research should investigate not only the different ways organizations use social media but also whether organizations use it strategically to advance organizational goals.     

THE ROLES OF GOVERNMENT A PARTICIPANT'S PERSECTIVE*

Hasluck is unusual in the lengths he went to the define the responsibilities of the various offices in which he was involved. Many of the functions and processes of government have changed since Hasluck was an active participant in the political process. Interest groups have increasingly influenced political decision-making, organisations external to the public service now play a greater role in influencing the development of public policy, the operation of a number of areas of the public service has become more visible and open to external scrutiny, there has been a constant trend towards political appointments within the public service, and it appears unlikely that the emphasis on public relations and marketing techniques as an integral feature of government communication will diminish. Likewise, the demands on ministers' time have increased and, while it is questionable whether ministers now handle a larger ministerial workload than Hasluck did, it is doubtful whether very many then or since have had his capacity for hard work or for handing the matters which cross their desk without the support of a professional advisory staff. The functions and operations of government evolve and the adaptation of roles and functions may not necessarily weaken the effectiveness of government administration. However, the fundamental tenet of Hasluck's writings on the roles of government remains compelling: the participants in the various areas of government should have an appreciation of the constitutional responsibilities of their position, its relationship to other areas of government and the fundamental principles which are required to maintain the credentials of the office into the future.     

The impossibility of a desirable minimal state

The amount of control the general public exerts over government depends on accepted government procedures as determined by the political constitution and prevailing public opinion. It has not been the purpose of this paper to suggest ways of providing the public more control over government but to consider some implications of changes in that control. It is obvious that it would be desirable for the general public to have more control over political decisions; i.e., for the political process to be more responsive to the broad based benefits and costs that result from government action. The question is; what does more public control over government imply about the desirable size of government? For the natural rights advocate the answer is nothing. Government should be only large enough to protect citizens against force and fraud. The purpose of the present paper, however, has been to argue that the desirable size of government can be either positively or negatively related to the control exerted over it by the public. If this argument is accepted, it casts doubt on the possibility of a desirable minimum state.When there is little public control over government, organized special interest will have disproportionate political influence and will use this influence to expand government into activities that are detrimental to the public interest. Obviously, given this situation, it will be desirable to use additional public control over government to reduce the size of government by restricting its activities. But just as obvious is that this situation is one in which control over government is inadequate to the task of achieving a minimal state.     

Reforming Service Delivery in China: The Emergence of a Social Innovation Model

In this paper, I find that the political economy of public goods provision by the local government in Shanghai influenced the decision to transition from the existing public service delivery model based on residency, to a social innovation model where the government contracts with non-profits and private firms to provide services at lower costs and experiment with different levels of provision (购买服务). Contracting also forms a bridge between old governance models and new ones, which potentially allow for a process of administrative modernization without social instability. Contracting for public-goods provision is increasing in prevalence not only in Shanghai but also in many other provinces, and is professionalizing participating organizations and providing public goods to vulnerable populations. While this practice is not yet increasing non-profit participation in the policy process, the creation of access channels that are currently operating solely in one direction may at some future date allow groups to participate in relevant policy areas. Contracting public goods might have the potential of significant effects beyond the term of the contract by increasing pluralism in local public policy and generating more demand for transparency and accountability of government services. As such, this is an interesting bellwether for future political change in China.     

Banishing Bureaucracy or Hatching a Hybrid? The CanadianFood Inspection Agency and the Politics of Reinventing Government

The Canadian Food Inspection Agency (CFIA) is a means to overcoming long-standing bureaucratic politics while attaining some major policy ends.Contrary to some of the new public management bravado of transforming the public sector, the CFIA is not a bureaucratic revolution in reshaping the Canadian State. Changes in scientific staffing, funding, and inspection have been more incremental than fundamental. Moreover, the CFIA is something less than the special and separate operating agency models discussed in the alternative service delivery literature in terms of autonomy and market orientation, but something more autonomous and entrepreneurial than traditional government departments. These organizational and managerial reforms are modest extensions providing a means for achieving economies and enhanced effectiveness in carrying out the mandate of safety, consumer protection, and market access for Canadian food, animal, plant, and forestry products.     

The Public Service: Independence, Responsibility and Responsiveness

In recent years there has been controversy surrounding the issues of the independence, responsibility and responsiveness of our public services. Critics come from two opposing directions: (i) there have been charges of politicisation of the public service, with the implication that it has lost its independence and become dominated by the government; (ii) Pusey (1991) has accused 'economic rationalists' in the public service of pursuing their own neo-classical agenda and dominating government policy. Both criticisms reveal a misunderstanding of the respective roles and responsibilities of ministers and public servants and the proper relations between them. In our system of democratic government, it is the prerogative of ministers to decide and the role of departments to propose and advise and then implement the decisions of ministers. This contribution begins by considering the respective responsibilities of ministers and officials, before canvassing the charges of politicisation and what should be expected from public servants in contributing to policy development. Finally there is consideration of the ethical values of public servants and what responsibility they might have for the 'public interest'.     

The Impact of Customer Orientation on Government Employee Performance

ABSTRACT

This article explores the impact of “customer service” orientation on government employee performance. Although public organizations have been encouraged to become customer-centered organizations, concerns exist about the application of such market orientations to the management of government organizations. This article joins in the customer orientation debate by exploring the impact of customer orientation on employee motivation and performance. Using quantitative and qualitative analysis of data from civilian employees at a Department of Defense installation, this study explores the impact of customer orientation on employee performance and motivation, across time and work roles.

Consistent with previous research that suggests that customer orientation is positively associated with public and private employee performance and work attitudes, the results of this study suggest that customer service orientation has a strong positive impact on employee performance and motivation. Employee customer orientation provides a connection to the organization's goals consistent with employees' affective and normative values of public service, and feedback necessarily to improve service delivery. The impact of formal management systems may be enhanced by their ability to strengthen an employee's customer orientation. Ultimately, however, efforts to create a more “market”-based orientation focused on institutional customers who purchase services may have limited impact, or even a deleterious effect on, employee performance and motivation, unless also accompanied by formal linkages to service beneficiaries.     

Mixing God's Work and the Public Business: A Framework for the Analysis of Faith‐Based Service Delivery

Over the past thirty years, there has been a dramatic transformation in the way the American political process operates. There has been a growing public perception that traditional political institutions lack the capacity to meet existing challenges. This has led many observers to call for a rethinking of how government does its work. Numerous alternatives, including the use of faith‐based organizations, have been suggested. The current popular debate on the appropriate role of faith‐based organizations in public service delivery has shed little light on a number of important issues raised by engaging such actors in governance issues. The impact of using faith‐based institutions to design and implement public policy must be considered not only in terms of traditional evaluation standards, but also regarding potential long‐term impacts on the political process itself. This article outlines a theoretical framework for the evaluation of faith‐based organizations as “alternatives” to conventional governance structures. It identifies key practical and theoretical issues raised by such substitution, in both short and long range systemic terms.     

Moving Toward Mixed Service Delivery: The Growth in Schools Run by Non-Governmental Providers in Ten Cities

ABSTRACT

The delivery of public services by a mix of government and non-governmental organizations can offer many public policy benefits. When direct governmental provision has predominated, however, achieving these benefits requires building the supply of non-governmental service providers, which requires understanding how to improve their availability and quality. Integrating the literature on contracting and mixed delivery, this article specifies three categories of supply-building tactics: creating markets, buying smart, and managing markets. We then report on 10 cities that have nurtured the supply of schools run by non-governmental organizations. We find that cities’ supply-building efforts fall along a continuum from passive to active, and they employ some types of tactics (creating markets, buying smart) more than others (managing markets). Differential changes in market share across the cities we studied suggest a relationship between supply-building activities and movement from exclusive governmental provision toward the mixed delivery of schools. These findings suggest hypotheses for future research on governmental efforts to build the supply and capabilities of non-governmental service providers in order to pursue mixed service delivery.     

PERFORMANCE PAY AS A COORDINATING MECHANISM IN THE AUSTRALIAN PUBLIC SERVICE

Abstract: Public sector management is in a state of flux. Pressures for greater efficiency and a stronger customer service orientation have led to changes to the structures and planning and reward systems of public sector organisations. In the milieu of reform, performance pay for managers has been given prominence in a recent critical report by the Senate Standing Committee on Finance and Public Administration which recommends a return to a more standardised approach to management salaries in the APS. I argue instead that performance pay should be considered as a third-or fourth-order coordinating mechanism and linked to the strategies of individual departments in the APS. A policy for greater decentralisation of the design, implementation and management of performance pay schemes in APS organisations is presented.     

The Quango Conundrum Revisited—Why the Government Still Needs a More Coherent Approach to Arm's‐Length Bodies

There has been substantial reform of public bodies since the Coalition government was formed in 2010. But although numbers have been reduced, there has been no attempt to address the confused landscape—indeed, departments have interpreted criteria for what should be put at arm's length in different ways, introducing further complexity. A clearer link between function and form is needed. This would help address some of the blurred lines over accountability that we have seen in the recent rows over Ofsted and the Environment Agency.