It also keeps public-sector entities focused on their roles as custodians and regulators of the system, without adding the conflicts and risks associated with being an owner of capital at risk in the system.
1  See, for example, the OECD Guidelines on Corporate Governance of State-Owned Enterprises (2005) (http://www.oecd.org/document/33/0,2340,en_2649_37439_34046561_1_1_1_37439,00.html), or in Australia, Review of (Uhrig Report), (2003) the Corporate Governance of Statutory Authorities and Office Holders (http://www.finance.gov.au/GovernanceStructures/docs/The_Uhrig_Report_July_2003.pdf). 3/4  Conclusion These are just two of many elements in getting the institutional and governance structure right in a national financial system, and no doubt more can be said.