Organizational Failure and Turnaround: Lessons for Public Services from the For-Profit Sector

As the performance of public services is increasingly scrutinized, it is now commonplace for some schools, hospitals, local authorities and other public organizations to be deemed ‘failing’ and for attempts to be made at creating a turnaround in their performance. This article explores the literature on failure and turnaround in for-profit organizations, presents a number of models or frameworks for describing and categorizing failure and turnaround, and examines the relevance and transferability of theoretical and empirical studies in the for-profit sector to the emerging field of failure and turnaround in public services.     

Use of CCA in the Public Sector: Lessons From Australia's Experience With Public Utilities

The background to the widespread adoption by Australian public trading enterprises of a deprival value variant of current cost accounting reflects successive efforts to establish demanding rate of return targets, or to legitimise price increases, or to monitor the financial performance of PTEs on a national basis. The experience of three public utilities in implementing CCA is reviewed. This experience suggests that CCA valuation of infrastructure (using deprival or optimized deprival values) is unable to deliver financial data to permit valid cross-sectional and longitudinal comparisons of performance. Issues raised during the 1970s and 1980s debates about CCA were either ignored or overlooked.     

The Market for External Audit Services in the Public Sector: An Empirical Analysis of NHS Trusts

This study investigates the market for audit services in the UK National Health Service (NHS). The market has a number of interesting features, including the presence of the Audit Commission as a regulator, appointer and provider of audit services. Following a theoretical overview of audit pricing in the NHS, evidence is provided on the behaviour of private sector auditors in an environment where audit risk characteristics differ from the private sector. The research also investigates, for the first time in the public sector, the relationship between audit fees and non–audit (consultancy) fees. Comparisons are also drawn between audit fees in the public and private sectors in an analysis of audit fees by industry. Despite some key similarities, the study shows that a number of differences exist between private and public sector audit fee models. In particular, we find no evidence of Big 6 (or mid–tier) auditor premiums, but we do find a significant negative relationship between audit and consultancy fees providing support for the 'knowledge spill–over' hypothesis. In addition, the fees charged to trusts appear significantly lower than their private sector counterparts, despite trust auditors having additional duties to perform. Possible explanations for this finding are offered in the paper.     

Modernisation or Failure? IT Development Projects in the UK Public Sector

The notable lack of success in UK public sector IT development projects has been recently recognised in policy making circles and considerable efforts are now being made to improve the situation. However, the lessons officially being drawn from the UK public sector's IT development failures, while eminently sensible, do appear simplistic and even superficial. This paper applies permanent failure theory to the stream of IT development failures in an attempt to offer some alternatives to the official lessons.     

Strong Fundamentals for the Real Estate Services Sector

In recent years, the real estate industry in China has grown rapidly both in size and complexity, spurring .the emergence and growthof real estate services companies. We believe the growth in the real estate industry is driven by secular trends such as economic growth and urbanization, as well as by government reforms in recent years.[第一段]     

Performance Audit of the Operational Stage of Long-Term Partnerships for the Private Sector Provision of Public Services

This study investigates the challenges associated with designing a system to evaluate the mature operating phase of long-term partnerships with the private sector for the provision of public services (PPPS), an area largely neglected by a performance audit (PA) focus. It argues that assessing economy, efficiency and effectiveness (the three Es) are key to any PA, but that their nature is contextually defined; that auditing for effectiveness involves going beyond a 'watchdog' to a 'sheepdog' role; and that internal evaluation procedures provide insights that are necessary, but not necessary and sufficient to evaluating the achievement of the three Es in the PPPS mature operating stage. Findings are based on an analysis of the literature and an engagement with an audit office. The paper elucidates the meaning of each of the three Es in the context of PA of the PPPS mature operating stage.     

Public Sector Transformation and Ethics: A View from South Africa

This article describes the change processes the Government of National Unity adopted after the 1994 elections in order to transform the South African public service. It shows that the Government is faced with a number of problems (reasons for change) some of which emanate from the legacy of the apartheid past and others from the current situation. Further, the article looks at the vision, mission and objectives set by the Government for the transformation process, while the current change policies and programmes are also highlighted. Finally, the article explores how the Government is dealing with the ethical issues arising from the transformation.     

Setting Public Service Outcome Targets: Lessons from Local Public Service Agreements

Public agencies in the UK and elsewhere are increasingly required to set outcome targets as a strategy for improving their services. A crucial element of this ‘results orientation’ is a clear definition of the desired outcomes and a specification of appropriate performance indicators. A recent example of this policy in the UK—Local Public Service Agreements (LPSAs)—is examined in this article. The authors’ analysis of the first generation of LPSAs shows that just under half of the indicators used were measures of outcome. The authors explain the ‘wicked’ issues in outcome measurement that emerged from the research.     

Setting Public Service Outcome Targets: Lessons from Local Public Service Agreements

Public agencies in the UK and elsewhere are increasingly required to set outcome targets as a strategy for improving their services. A crucial element of this 'results orientation' is a clear definition of the desired outcomes and a specification of appropriate performance indicators. A recent example of this policy in the UK—Local Public Service Agreements (LPSAs)—is examined in this article. The authors' analysis of the first generation of LPSAs shows that just under half of the indicators used were measures of outcome. The authors explain the 'wicked' issues in outcome measurement that emerged from the research.     

Public economics gone wild: Lessons from venture capital

A recent article in the Journal of Public Economics has asserted, among other things, that government venture capital funds in Europe have crowded out private venture capital. I explain that the findings in that paper are based on empirical measures that are completely flawed. Moreover, I show with data spanning 13 countries and the years 1989–2011 that government venture capital funds in Europe have not crowded out private venture capital investment. Finally, I draw implications for studying venture capital and public policy for other countries such as India and China.