De-privatisation and remunicipalisation of urban services through the pendulum swing: Evidence from Germany

Abstract

This paper explores and examines the distribution of environmental conflicts in Germany between 1985 and 2015, analysing the main causes for environmental conflicts related to privatisation and de-privatisation processes of urban services in 80 German cities. Using information collected via means of a Delphi Method based on focus groups with experts, we identify 90 cases of large-scale privatisation initiatives involving urban services occurred in different fields within the period considered. In 38 cases, privatisation was reversed due to initiatives undertaken by environmental justice organisations and other local grassroots groups promoting de-privatisation and remunicipalisation. In another 30 cases, privatisation was prevented as a result of these initiatives. Findings from our analysis indicate that de-privatisation initiatives and potential conflicts related to them are frequently driven by grassroots organisations promoting the provision of commons-based urban services. Our findings also suggest that privatising services in the energy, water supply and waste management sectors is likely to negatively affect the quality of service supply and increasing prices for urban residents.

Drivers of outsourcing and backsourcing in the public sector—From idealism to pragmatism

“…This is not a sign of a reversal due to a new understanding of sourcing, rather outsourcing and backsourcing should be perceived as two interdependent phenomena in a pragmatic and dynamic sourcing strategy which might itself be regarded as the outcome of a development from politically driven idealism to managerially driven pragmatism. This development is the result of a revised and critical view of NPM and neo‐liberal marketization discourses from the new left focusing on green political ideas (Cumbers, 2019; Hall et al., 2013; Hanna, 2018; Weber et al., 2019), but it is also a pragmatically driven change towards new managerial ideals (Petalidis, 2018; Shakirova, 2019; Young & Macinati, 2012).…”

“…In accordance with the managerial ideals of New Public Management (NPM), political ideas favoring competition, freedom of choice, and management control have replaced earlier support for traditional bureaucratic, in‐house production (Hood, 1995; Lapsley, 2009; Pollitt & Bouckhaert, 2011). However, with the political pendulum once again turning, in recent years neo‐liberal marketization discourses have been challenged by the new left's green political ideas (Cumbers, 2019; Hall, Lobina, & Terhorst, 2013; Hanna, 2018; Weber, Cabras, & Frahm, 2019). An international trend towards backsourcing has been observed; organizations are terminating contracts with external, primarily private, service providers and bringing production back in‐house (Bönker, Libbe, & Wollmann, 2016; Hall, Lobina, & Terhorst, 2012; Wang, Mu, & Liu, 2018).…”

“…Overall, the predominant view in the public debate seems to be that backsourcing and re‐municipalization is reversed outsourcing, a backlash stemming from a critical view of earlier privatizations (Cumbers, 2019; Ekebom, 2018; Hall et al., 2013; Hanna, 2018; Weber et al., 2019). Such a view means that the two phenomena of outsourcing and backsourcing might be described as two sides of the same coin (Ejodame & Oshri, 2018).…”

Accelerating the transition to equitable, sustainable, and livable cities: Toward post-fossil carbon societies

“…The fourth paper in the policy focused articles is by Weber et al (2019), who examine the main courses for environmental conflicts related to privatization and deprivatization processes of urban services in 80 German cities. This study used an approach comprising comparative analysis, statistics and political ecology for the period of 1985-2015.…”

Success Factors for the Foundation of Municipal Utilities in Germany

“…Questions in relation to the actions required to ensure success in the founding of a new business have already been discussed extensively and in detail in other studies over an extended period. However, the examination of the founding of a new Stadtwerke, in particular, has become an increased area of focus in recent years [23,[29][30][31]. The typical characteristics of Stadtwerke, defined, in particular, through their economic and societal responsibilities, result in a different set of success factors than a "standard" new business.…”