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Book Details
Abstract
Examining the role of the modern nation state, Dexter Whitfield assesses the achievements, failures, costs and benefits of the neoliberal and ‘third way’ transformation of the state.
He demonstrates that private finance of infrastructure, marketisation of government and privatisation of the welfare state are accelerating the globalisation process and generating ever larger financial, social and environmental crises. Whitfield analyses current trends which are exacerbated by the marketisation and partnership agenda advocated by global bodies such as the World Bank, IMF and WTO.
He reveals how these policies further reduce the capacity of the state in the global economy, its ability to provide good quality public services and inevitably create a corporate welfare complex. Within a framework for understanding the extent, scale and impact of the transformation of the state, the author forecasts the implications of the continuation of current policies.
'The first account of what Thatcher, Major and Blair have done to the British state in the name of global free trade'
Red Pepper
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Contents | vii | ||
| List of Tables and Figures | x | ||
| Abbreviations | xii | ||
| Acknowledgements | xiv | ||
| Preface | xv | ||
| Introduction: The Global Corporate Agenda | 1 | ||
| The seven- issue corporate agenda | 3 | ||
| The nation state | 15 | ||
| 1 Public Goods, Public Risk and Power Struggles | 19 | ||
| Global and national public goods | 19 | ||
| Global risk or risky business | 22 | ||
| Competition, power struggles and alliances | 26 | ||
| Reconfiguring the state market civil society paradigm | 33 | ||
| 2 Nation States: Facilitating and Accommodating Globalisation | 37 | ||
| Globalisation, regionalisation and the nation state | 37 | ||
| How the state facilitates globalisation | 46 | ||
| Privately financed infrastructure and sustainable development: mortgaging the future | 53 | ||
| States make markets | 60 | ||
| Globalisation of Public Management | 62 | ||
| 3 Modernising the State: A Third Way for Competition | 63 | ||
| The roots of transformation and modernisation | 63 | ||
| The objectives of transformation and modernisation | 66 | ||
| Role of the state | 71 | ||
| Financing the state | 85 | ||
| 4 Modernising the State: New Organisation and New Management? | 101 | ||
| Organisational structure of the state | 101 | ||
| Managing the state | 114 | ||
| 5 The Emerging Corporate-Welfare Complex | 130 | ||
| Resilience to change | 130 | ||
| New challenges for the welfare state | 133 | ||
| The Third Way welfare state | 141 | ||
| Pensions and social security the global market | 147 | ||
| The new corporate- welfare complex | 155 | ||
| 6 The Price of Neo-Liberal Modernisation | 165 | ||
| Macroeconomic impact | 165 | ||
| Asset stripping and high transaction costs | 167 | ||
| Employment impact | 174 | ||
| Democratic accountability and user/ employee involvement | 178 | ||
| Fragmenting the state | 180 | ||
| Equality and social justice | 182 | ||
| 7 The Nation State in 2020 | 204 | ||
| New world ( dis) order | 205 | ||
| The corporate or minimalist state | 210 | ||
| The enabling or partnership state | 212 | ||
| The third sector or social economy state | 215 | ||
| Other models | 219 | ||
| 8 Redesigning the State A New Public Order | 221 | ||
| The state in capitalist society | 221 | ||
| The core functions of the state | 224 | ||
| Extending democratic accountability and new models of governance | 229 | ||
| Taxation of income, consumption and corporate profits | 231 | ||
| Reversing marketisation and privatisation | 233 | ||
| New financial and regulatory architecture to control capital | 240 | ||
| Promoting civil society, citizenship and the social economy | 247 | ||
| Maintaining universal welfare systems | 248 | ||
| Reducing poverty through empowerment, redistribution, equalities, regeneration and control of development | 249 | ||
| Creating jobs and quality employment | 250 | ||
| Imposing corporate governance and social accountability | 250 | ||
| Maintaining macroeconomic stability and investment | 252 | ||
| 9 A New Public Service Management | 253 | ||
| Principles of public service | 253 | ||
| A blueprint for a new Public Service Management | 258 | ||
| Corporate policies, values and public service ethos | 259 | ||
| Democratic accountability and communications | 261 | ||
| Social Justice Planning and Auditing | 262 | ||
| Innovation, redesign and capacity building | 269 | ||
| User and employee/ trade union involvement | 270 | ||
| Strategic researching and planning social and economic needs | 275 | ||
| Quality systems and performance review | 277 | ||
| Monitoring, evaluation and learning environment | 278 | ||
| Public sector networks, partnerships and strategic sourcing | 279 | ||
| Quality employment & training | 282 | ||
| 10 New Strategies and Alliances | 284 | ||
| Bibliography | 287 | ||
| Index | 306 | ||
| accountability | 238 |