Enduring Tensions in the 2000 Defence White Paper

In 2000 the Howard government formed a consultative committee to review defence policy and gauge public opinion on defence issues. It concentrated on the impact of budgetary stringency and dramatic strategic change and supported increased defence spending on equipment to cater for high‐level threats. Was there a thorough review? Inconsistencies occurred in the reports developed from the review and statements made by senior policy‐makers while it was being conducted. The way the review was undertaken points to conceptual tensions in Australia's strategic culture and serious problems with entrenched interests in the services. Unless these challenges are addressed, a thorough review of defence policy cannot be undertaken. The review process itself needs to be reviewed.     

Institutional Change and Ethnic Parties in South America

The central question of this article is why indigenous social movements formed electorally viable political parties in Latin America in the 1990s. This development represents a new phenomenon in Latin America, where ethnic parties have been both rare and unpopular among voters. Institutional reforms in six South American countries are examined to see if the creation and success of these parties can be correlated with changes in electoral systems, political party registration requirements, or the administrative structure of the state. The study concludes that institutional change is likely to be a necessary but not sufficient condition for the emergence and electoral viability of ethnic parties.     

Mandates, Powers, and Policies

Elections provide a mandate to pursue a set of policies. Party label provides a concise ideological cue for voters to choose among candidates, and research on industrial democracies verifies a link between the parties voters elect and subsequent policy outcomes. The combination of inchoate party systems and economic vulnerability elsewhere may weaken the link between voter choice and policy. When examining economic policies in Latin America, there is some controversy as to whether governments carried out "reform by surprise"—promising one thing during a campaign while implementing another in office. We test whether the ideological reputations of executives' and legislators' parties explain whether they adopt market-oriented policies. We find that the future behavior of presidential candidates is difficult for voters to predict. However, the ideological reputation of legislators is a reliable predictor of policy outcomes, and the relationship is clarified by the prospects of collective action by legislative delegations.     

A Strategic Theory of Bureaucratic Redundancy

Do redundant bureaucratic arrangements represent wasteful duplication or a hedge against political uncertainty? Previous attempts at addressing this question have treated agency actions as exogenous, thus avoiding strategic issues such as collective action problems or competition. I develop a game‐theoretic model of bureaucratic policy making in which a political principal chooses the number of agents to handle a given task. Importantly, agents have policy preferences that may be opposed to the principal's, and furthermore may choose their policy or effort levels. Among the results are that redundancy can help a principal achieve her policy goals when her preferences are not aligned with the agents'. But redundancy is less helpful if even a single agent has preferences relatively close to the principal's. In this environment collective action problems may cause multiple agents to be less effective than a single agent. Redundancy can also be unnecessary to the principal if the agent's jurisdiction can be terminated.     

In the Wake of 'A Certain Maritime Incident': Ministerial Advisers, Departments and Accountability

This article considers the accountability of ministerial advisers and their relationship with departments in the light of 'the children overboard' incident. It argues that if ministers are not going to accept responsibility for the actions of their advisers then on those occasions the advisers should be separately accountable to the parliament. The article further suggests that the department heads have a particular responsibility for ensuring the integrity of ministerial advice, and proposes steps to reinforce their capacity to fulfil that responsibility.