Capacity,sustainability, and the community benefits of municipal utility ownership in the United States

ABSTRACT

Most literature on utility sustainability focuses on internal operations; this misses the role that utilities could play within a community. This study measures the impact of municipal ownership of water and electric utilities on the sustainability policymaking of local governments. I find that municipalities with government-owned water utilities adopt more sustainability measures than those with investor-owned service. Similarly, municipally-owned electric utilities have higher levels of energy sustainability in the community, but not in government operations. The utilities provide fiscal and technical capacity to municipalities. Interdepartmental coordination also strongly predicts sustainability policymaking. This study brings potential community benefits to the discussion of private investment in public service delivery.     

On the human aspects in structural modeling

This article deals with two facets of structural modeling often ignored: a) the several human roles that effective participative modeling must encompass, and b) the group procedures developed to assist modelers in defining the elements of the system to be modeled. The roles are 1) the method technician, 2) the facilitator, and 3) the participant. Their recognition on the part of the technology assessment leader is vital to the successful conduct of participative modeling. The element-generating group procedures surveyed here are organized into two categories: those which emphasize an atmosphere for free-wheeling thinking, and those which emphasize structured guidance (either through use of words or geometric and analytic techniques).     

Friedman's Money Supply Rule vs. Optimal Interest Rate Policy

Using New Keynesian models, we compare Friedman's k‐percent money supply rule to optimal interest rate setting, with respect to determinacy, stability under learning and optimality. First we review the recent literature: open‐loop interest rate rules are subject to indeterminacy and instability problems, but a properly chosen expectations‐based rule yields determinacy and stability under learning, and implements optimal policy. We show that Friedman's rule also can generate equilibria that are determinate and stable under learning. However, computing the mean quadratic welfare loss, we find for calibrated models that Friedman's rule performs poorly when compared to the optimal interest rate rule.     

Recovering Hicksian Consumer Surplus within a Collective Model: Hausman's Method for the Household

The purpose of this paper is to describe the implications of the collective model of household behavior for the methods used to estimate the economic value of non-marketed environmental resources. After demonstrating how the separability restrictions inherent in the collective model allow individual preference and household income allocation choices to be distinguished, the paper demonstrates how the framework can be used to recover Hicksian consumer surplus. An algebraic example is used to illustrate how the framework can be used in valuing environmental resources.     

Nineteenth Century Urban Market Failure?: Chadwick on Funeral Industry Regulation

This essay analyzes the regulatory theory and policy preceptions of Edwin Chadwick (1800-1890), the premier Benthamite utilitarian reformer. We focus on and analyze Chadwicks economic diagnosis of the London funeral market in the first half of the nineteenth century. In his view, externalities and market failure in both the burial and funeral service markets demanded socialization of property rights and implementation of a franchise bidding scheme. Chadwicks rationales for government intervention, including high taxes and information costs—unique, we believe, for his time—provide the basis for numerous forms of contemporary regulations at all levels in the United States today.     

Banking lessons from the past: The 1938 regulatory Agreement interpreted

We show that the interagency 1938 Uniform Agreement on Bank Supervisory Procedures set the precedent for dynamically varying supervisory standards to conform to national macroeconomic policies and political agendas. Our evidence indicates that the conferences leading to the Agreement were motivated and dominated by the Federal Reserve. Contrary to the goals of the other banking agencies, the Fed sought greater leniency in bank examination in order to stimulate bank credit creation. This precedent for softening examination standards was paralleled in 1991–1992 when the administration and regulatory agencies attempted to offset a proclaimed credit crunch by subordinating bank examinations to the perceived need for more bank credit. The implied risk of trading off bank safety for short-lived economic policies merits more open national debate.Our earlier work on this topic was partially supported by the National Center on Financial Studies, University of California, Berkeley.     

Limited paternalism and the salesperson: A reconsideration

Any paternalistic obligation a salesperson might have toward a client isnot, as was previously argued, determined or grounded in his/her being in a position of superior knowledge. Rather, the obligation stems first and most basically from the principle of non-maleficence. Beyond that, however, the particulars of any such obligation: who is vulnerable to being harmed, the harm(s) that might occur and even the kinds of actions that can reasonably be taken to protect a client from such harm, all flow from the fact that the salesperson-client relationship is fundamentally one of dependency and trust.Various reasons are given to support this view and to indicate both the comprehensiveness and the fruitfulness of this way of perceiving the sales situation. In particular, the argument rules out of consideration what would, on analysis, be self-defeating or contradictory behavior on the part of the client and it helps explain why a salesperson is not obligated to certain behaviors.George Brockway combines two quite distinct tracks in his background: the academic and business. On the academic side, he has a Ph.D. in Philosophy as well as two masters degrees. His emphasis within Philosophy was in applied ethics. Subsequent to earning his degree, Dr. Brockway held teaching positions at both the University of Richmond and the University of Wisconsin. More recently, Dr. Brockway was the co-owner and operating manager of a medium sized financial consulting firm in the U.S., where the emphasis was on planning for individual client goals, investment analysis and implementation. Currently, Dr. Brockway is on sabbatical in Europe, taking the time to reflect back on and combine these two tracks by teaching and writing in the area of business ethics. Prior publications include articles inThe Hastings Center Report and theFinancial Planning Magazine. Dr. Brockway was recently quoted inNewsweek Magazine on an area of investment analysis.     

Determining the scope and impact of market orientation profiles on strategy implementation and performance

Strategy implementation and performance in organizations are influenced by its market orientation. Market orientation is the collective of employee behaviors that affects strategy implementation, how an organization interacts with its environment and adjusts to changes within that context. The relationship between market orientation, strategy implementation, and performance is robust across environmental contexts. This study identifies ideal behavioral profiles for organizations seeking to maximize performance by considering the scope and impact of market orientation on strategy implementation. This is accomplished by considering market orientation and strategy profiles in relation to performance in a holistic coalignment perspective, corresponding to competitive contexts characterized by varying degrees of market turbulence and competitive intensity. Important strategic and performance implications of this dynamic are revealed that should be considered by academics and practitioners alike. Copyright © 2003 John Wiley & Sons, Ltd.