New South Wales is following Canberra’s lead in adopting what the Abbott government is referring to as “asset recycling”, which in practice translates to privatisation, securing 2 billion dollars under the deal.
Abbott’s five billion dollar scheme encourages states and territories to sell assets to fund infrastructure development.
The Baird leadership intends to funnel the money garnered from leasing 49% of the state’s electricity network into road and rail projects, though it is unclear as to whether this will actually take place and if it does, whether the decision is in the public interest.
Proponents of privatisation describe it as conferring a multiplicity of benefits to the public by boosting the efficiency and quality of remaining government activities, reducing taxes and shrinking government. The argument rests on the presumption that the profit seeking behaviour of private sector managers and owners will produce ever more efficient, cheap and customer focused services.
We mustn’t forget that the raison d’être of a business is to provide profit. People do not start up or buy a business for the sole purpose of serving the public, that sort of behaviour is more likely to be found in a monastery than in McDonalds. This basic profiteering function of business is primary in capitalist society, and we often see that rather than being customer or human centric, the businesses that make it to the big time cut corners when it comes to ethics and the treatment of their employees and customers.
It is not unreasonable to assume that the same profit hungry managers and owners the evangelists of privatisation refer to may have no second thoughts about implementing practices that make service unaffordable to large segments of the citizenry. Profit seeking organisations may decide that spending on the disabled or the poor is money wasted, and those affected may find it far more difficult to seek accountability than they would were the services government owned.
It is worth noting that efficiency is not the only goal of services like electricity, healthcare and water. One must also take into account quality, ease of access and sustainability when building a picture of what a successful service should look like.
Privatization was billed under Jeff Kennett’s Victorian government as leading to a more efficient and productive industry, passing on the savings to consumers. Despite Kennett’s comments to the contrary, electricity prices in the state have remained consistent with non-privatised states, only falling below the mean between 2004 and 2008.
There is evidence that companies running Victoria’s electricity services increased prices by up to 175% for “off-peak” periods, a decision which affects a sizeable portion of the populace who conduct their business during those times, perhaps the most notable example being agriculturists and farmers.
The notion that productivity would increase under privatisation has fallen apart, with the industry becoming an anchor on national productivity since the turn of the century. The private sector’s tactic of employing a higher percentage of managers and salespeople has contributed to further bureaucracy rather than having the intended effect of streamlining the industry.
Selling off government assets is typically coupled with the promise of the revenue being funnelled into new and needed infrastructure such as roads and rail networks, however the promise does not always carry through to reality. Economist John Quiggin noted that investment in infrastructure did not occur in Queensland under Bligh’s leadership despite almost ten billion dollars being made from the sale of government assets.
A 1991 report from the Harvard Business Review raised three key conclusions on the issue of privatisation that may help us frame the issue a little better:
1. Neither public nor private managers will always act in the best interests of their shareholders. Privatisation will be effective only if private managers have incentives to act in the public interest, which includes, but is not limited to, efficiency.
2. Profits and the public interest overlap best when the privatized service or asset is in a competitive market. It takes competition from other companies to discipline managerial behavior.
3. When these conditions are not met, continued governmental involvement will likely be necessary. The simple transfer of ownership from public to private hands will not necessarily reduce the cost or enhance the quality of services.
There are hidden costs of privatisation rarely spoken of by the politicians and their friendly counterparts in business. When a public service is privatised, much of the time employees are paid less on average and lose their existing benefits. On the surface this seems like a saving, but the costs of poverty and ill health must fall somewhere, and it seems it’s generally into the waiting arms of another state agency. The profits increase for those at the top of the pyramid, and those underneath carry an ever-increasing burden to support them.
It is also unclear as to whether privatisation actually does save governments money, with a study by the Project on Government Oversight finding that in 33 of 35 occupations, using contractors cost the United States Federal Government billions of dollars more than using government employees.
This seems yet another example of cosy relationships between politicians and businessmen taking priority over the wellbeing of the public. A more thorough, nonpartisan investigation into the history of privatisation in Australia, a cost benefit analysis and a public debate over the issue would go some ways to clarifying the relationship of privatisation to the people it affects.