Means,Motive, and Opportunity – Local Government Data Distortion in a High‐Stakes Environment

Regulatory authorities are increasingly relying upon performance data for developing public policy. However, this reliance necessarily assumes that the data are free from material distortion. This paper provides a conceptual framework for understanding the ‘means’, ‘motive’, and ‘opportunity’ for distorting data employed in high‐stakes performance‐management programmes. We present empirical evidence which suggests that the use of data drawn entirely from financial statements by no means guarantees a distortion‐free depiction of performance. In addition, we provide econometric evidence of some important determinants of performance data distortion. Taken as a whole, the following analysis provides a comprehensive picture of the salient matters which must be addressed to ensure accurate data for public policy‐making purposes.     

Faith and palliative care: a partnership of care in low- and middle-income countries

ABSTRACT

The provision of holistic palliative care has been identified by WHO as a human right, important for all people, at all ages, with all life-limiting illnesses. When faced with death and dying, issues of meaning and relationships with others, the world, and with the sacred are intensified even more in communities where faith and spiritual beliefs have a significant place. Being able to understand the significance of dying and interpreting the experience and period of living with life-limiting illness, presents an important challenge for palliative care. This article sets out the contribution that faith communities have made in understanding the significance of spiritual issues in health and in delivering palliative care in lower to middle-income contexts where palliative care has been prioritised.     

Recasting Leadership Reform in Australian Local Government: A Typology from Political Theory

Changes to elected leadership in Australian local government have seen greater authority assigned to mayors in several jurisdictions. A Discussion Paper recently released under the auspices of the Australian Centre for Excellence in Local Government (ACELG) has recommended further reforms, arguing inter alia that mayors ought to enjoy a personal mandate and a stronger strategic role. This paper places these suggested reforms into context by developing a typology of local government leadership from political theory. We argue that this quadrilateral typology provides a critical portrait of recommendations for stronger leadership which, in this instance, have been transposed from two unitary systems of government (England and New Zealand) to the Australian federal system, without due consideration of the literature examining stronger mayoral roles. It is argued that caution should be exercised when redrafting legislation governing mayoral authority, a process presently underway in New South Wales (NSW).     

New Millennium,New Public Management and the New Zealand Model

Recently the much‐discussed ‘New Zealand model’ of new public management (NPM) has become significantly revised. It now lacks the theoretical coherence and the market‐led focus that it relied on between 1987 and 1996. Labour‐led governments since 1999 have undertaken gradual and pragmatic – yet significant – changes in public management structures and principles, refining and sometimes reversing the model implemented in the late 1980s and early 1990s. This article does a ‘stock‐take’ of public management developments in New Zealand from 1999 to 2008, and argues that New Zealand can no longer be viewed as a leading exponent of market‐led NPM. Some NPM principles have been refined, but others have been quietly abandoned. The new National‐led government appears unwilling to undertake radical reforms, and, while it may seek a greater role for the private sector, looks set to continue with the ‘gradual and pragmatic’ approach adopted since 1999.     

Large firms as political actors: A comparative analysis of the chemical industry in Britain,Italy and West Germany

Large firms as political actors are compared in the chemical industry in three countries. In West Germany, co‐ordinated action through the industry associations is important, but firms are developing their own political capabilities. In Italy links with political parties are important, but the operating environment of firms has become less politicised. Britain conforms more to a ‘company state’ model, with the government relations divisions of firms playing a key role. The greatest divergence between the three countries is in terms of relationships with political parties. In general, there is a trend towards greater convergence in government‐business relations in the industry in the three countries, internationalisation being a key factor.     

Institutional vehicles for place-shaping in remote Australia

Some communities in remote Australia represent the most impoverished people in the country, with the problem especially acute amongst Aboriginal and Torres Strait Islanders. Effective remedial intervention is often undermined by the absence of democratically elected, local government institutions. Place-shaping as a developmental process enables local people to become agents of change, and thereby self-determine and shape their places for the future. This paper considers the different institutional structures which could underpin place-shaping in remote settlements. Drawing on a range of governance structures, an emphasis on less traditional entities and polity-forming bodies may better serve the interests of remote people.     

Tortoises and Hares: The Race to Shared Services Across Australian State and Territory Jurisdictions

All tiers of government in Australia have recently aimed at enhancing service provision, with shared service platforms a recent innovation. To date there has been no scholarly inquiry into comparative shared service performance at the Australian state level. This article evaluates the experience of different state jurisdictions in adopting shared service platforms within “Whole of Government” approaches to public sector reform. It demonstrates that those jurisdictions most eager to embrace shared services have created organizations susceptible to particular adverse outcomes and that, far from implementing shared services programs, they may have installed monopoly-provider conditions for a range of back-office functions.