Squaring Circles? Funding the Provision of Public Services

Reports reviewed in this article:
Institute for Public Policy Research, Building Better Partnerships: Final Report of the Commission on Public—Private Partnerships
Fabian Society, Paying for Progress: A New Politic of Tax for Public Spending     

MI5 and the Cold War in South-East Asia: examining the performance of Security Intelligence Far East (SIFE), 1946–1963

From 1946–1963, MI5 operated a South-East Asian regional headquarters in Singapore: Security Intelligence Far East (SIFE). This article responds to growing interest in theatre-level intelligence organisation and the importance of intelligence to Britain’s Cold War and decolonisation by examining the performance of SIFE. On the organisational level, SIFE was strongest when it remained wedded to its charter functions and closely adhered to the priorities of its principal consumer: the Commissioner-General for South-East Asia. Its assessments were influential in shaping decision-makers’ understandings of key regional developments, although this did not always translate into public policy. Lastly, SIFE enjoyed success in developing lasting liaison relationships to cement British influence, but failed to utilise these to improve its intake of raw intelligence.     

Between Europe and unity: The case of the Swedish social democrats

Sweden voted in November 1994 to approve EU membership. Although the Social Democratic Party's leadership advocated approval, the membership was badly divided. Against the backdrop of two Nordic sister parties’ similar difficulties, this article examines the leadership's management of the internal conflict. It analyses the evolution and main elements of its management strategy, the most important being an attempt to accommodate rather than confront the party's Eurosceptics. As the leadership's two goals for 1994, an election victory and a ‘Yes’ in the referendum, were both achieved, the strategy must be considered a qualified, short‐term success.