Preliminary Submission to the House of Representatives Economic, Finance and Public Administration Committee Inquiry into Cost Shifting by State Governments to Local Governments

The Australian Local Government Association (ALGA) is the peak body for local authorities across Australia. Representing 698 councils, shires and other local governing bodies, ALGA advocates on behalf of local institutions, the local communities they represent and the process through which they interact. Founded in 1947 by the six states, ALGA now represents all states and territories and is a full member of the Council of Australian Governments (COAG). This article is an edited version of the ALGA's preliminary submission to the House of Representatives Standing Committee inquiry into the Financial Position of, and Cost Shifting onto, Local Government.     

Tax Expenditure Budgets, Budget Policy, and Tax Policy: Confusion in the States

A tax expenditure budget should contribute to efficient and effective public decisions by quantifying the division in the tax structure between provisions that represent revenue policy (distribute the cost of government according to the legislated tax base) and parts that represent budget policy (substitute for direct spending). For this transparency to have the desired impact, however, the tax expenditure budget process and the direct expenditure process must be properly integrated and the tax expenditure budget must make an accurate division between the parts of the tax structure. A review of the 33 states with tax expenditure systems shows many weaknesses in application of the concept and poor linkage to the direct spending budget system. Their most significant flaw is in dividing the tax structure into normal and preference elements; states need greater attention to defining their basic tax structure if they are to have a meaningful tax expenditure budget.     

Equivalence of Objectives in Two Candidate Elections

This paper examines the incentives facing candidates in twocandidate elections. In particular, we provide a set ofsufficient conditions for the optimal strategies of votemaximizing, plurality maximizing, and probability of victorymaximizing candidates to be identical. In addition, we examineand provide counterexamples to two oft-cited results due toHinich (1977) and Ledyard (1984) regarding the equivalence ofthese objectives in large two candidate elections.     

Return of the Governors: Citizenship and the New Governance of Neighbourhood Disorder in the UK

Liberal processes of urban governance are based around a concept of the citizen as both governor and governed. This duality suggests a dynamic relationship between the individual citizen, fellow citizens and the state in which responsibility for the governance of public life will oscillate between actors. This paper argues that increasingly the rhetoric and policy of neighbourhood governance in the UK represents a return of the direct role of the state as an 'official' presence in the governance of neighbourhood disorder. Such a return is a consequence of the failure of previous appeals to both 'active citizens' and 'communities' to exert informal social control over their local public spheres. This paper provides a critique of such appeals as a response to the continuing crisis of urban citizenship and 'community' in liberal democracies. The paper analyses the implications for urban citizenship theory of two recent UK policy developments, child safety initiatives (commonly referred to as curfews) and neighbourhood warden schemes and places these initiatives in the context of an increasing role for official housing agencies and private interests in neighbourhood governance. The paper suggests a need for urban policy to reflect the diversity of urban identities and to re-establish the links between civil, political and social rights of citizenship.     

The evolving profile,qualifications and roles of the senior public affairs officer

Leading a public affairs department or function in North America has become increasingly complex, difficult, and valued in the last decade. The knowledge, skills and abilities (KSAs) to perform this role effectively have undergone a transformation and become reflective of the socio‐political challenges entailed in the fast‐moving, global, information‐intensive economy. The top public affairs officer (PAO) will need to be a strategic thinker who can communicate effectively, have unquestioned integrity, maintain an international perspective, be an effective manager, and have the experience and savvy to navigate the trickiest of public policy processes and structures. These positions can be greatly rewarding for those individuals who are up to the task. Copyright © 2002 Henry Stewart Publications.