Strategy Two

In order to make its policies effective the government has attempted to control the money supply and impose cash limits on the public sector. It has not succeeded to the extent it wished because [pressures upon those limits are still in operation. The government should consider supplementing its policy with measures designed to relieve those pressures.

Strategy Two proposals are designed to take demand away from the public sector and divert it to the private market over a range of public sector goods and services. In the first instance they will relieve the claims made on the public sector and undercut its natural propensity for growth. They will also enable real savings to be achieved as less is required of the public sector.

These proposals also generate all kinds of opportunities for private business to develop in transport, health, education, cleaning, catering and many varieties of activity presently dominated by public industries and services. They will thus accelerate the creation of jobs and online growth in the private sector.

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Health and the Public Sector

The problems of the National Health Service are not those brought about by unique circumstances and particular economic conditions, but are those which arise from placing the supply and finance of health in the public sector. With the provision of services perceived as "free", and the requirement to finance via taxation, a situation has been created in which demand is maximised, while the ability to satisfy that demand has been severely limited. The result has been services inadequate in both quantity and in the quality of health care. British health, once at the forefront, has fallen behind the standards of the advanced countries. Our queues are longer, and the supply of modern services and equipment is smaller.

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The Governance of Quangos

With this work, Philip Holland brings a definitive account to the phenomenon of the Quasi-autonomous national governmental organisation, otherwise known as the QUANGO. Tracing their early development from government by crown-appointed boards, Philip Holland documents their gradual rise towards the uncontrollable and unanswerable bureaucracy which they had become by the second half of the twentieth century. 

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Reservicing Britain

Michael Forsyth provides the solutions for the abject failure of public services in the late 1970s and early 1980s:

"Local authorities seeking to make cuts in expenditure and increase benefits to ratepayers must now undertake extensive privatization of their services. The best method is just to do it, to put out services for private contract. The arguments of theory against the success of such action melt away in the practical results gained wherever it is done. The British people have come to expect that public services will become lower in quality and' more expensive to provide. This need not be so. Privatization has its part to play, therefore, not only in re–servicing Britain, but in helping to restore the country's faith in itself."


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The German Social Market Economy

In tracing the history of the leading ideas of the Social Market Economy in Germany to their various intellectual roots, Konrad Zweig offers some pertinent insights into the fundamentals of German economic thinking and policies, little known in the English–speaking world. In his foreword to this work, Professor Christian Watrin of the University of Cologne comments: "I see great merit in Dr. Konrad Zweig's essay in clarifying and describing the leading ideas of the German position to an English–speaking public. His paper shows a profound knowledge of the historical roots, but at the same time, his aim is to show the compatibility of a competitive market and social protection.

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An Inspector at the Door

This report discusses the powers that some inspectors and other officials have to enter, search and seize private property. It suggests a number of proposals to lower the amount of entries by inspectors, and provides an in depth guide as to which officials have which powers in a number of different industries and areas. 

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