By Carsten Greve
Insightful and entire and protecting new matters like globalization and IT, this article, foreign in its approach, presents an intensive creation to the main stages of the contracting strategy and the abilities required via managers in its implementation. those contain: coverage for contracting strategic procuring realizing markets speaking the contracting selection designing and drafting the agreement the function of the patron the legislation of carrier provision Illustrated all through with practitioner case-studies from various OECD nations, this e-book offers an enormous new theoretical ‘contract administration version’ and a ‘mature agreement model', and explores the mechanisms, formal principles and casual norms that impact the best way governments agreement for public companies. This ebook is vital interpreting for all scholars of public administration and all public carrier managers.
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Extra info for CONTRACTING FOR PUBLIC SERVICES (Routledge Masters in Public Management)
Let private providers compete for contracts. Award the contract to the bidder with the best combination of price and quality. The competition prescription has many advocates. Privatization expert and advocate Savas (1987, 2000) sees privatization as ‘the key to better government’. The promise has always been that private providers are able to deliver more efficient services at a lower cost because they are forced to compete in the marketplace. International organizations such as the OECD (1997) advocated the injection of more competition into public services.
Kettl 1993:17; emphasis in original) Contracting for public services 30 Subsequent research has confirmed that Kettl was on the right track. Brown and Potoski (2003) today talk about contract management capacity, and Steven Kelman (2002) wants to see a strengthened strategic contracting management approach where contract capacity is anchored strategically in public organizations. A formal decision has to be taken about wanting to contract out. This is often a political decision that stems from the ruling coalition’s beliefs.
If a contractor is paid a certain amount of money for handling a client who is actively seeking work, and the conditions under which the programme operates changes, and which is not foreseen in the contract, then it is up to the contractor to find new ways of getting the job done, or face a loss in profit. The dominant paradigm in the literature comes from the new institutional economics, and within that framework principal–agent theory and transaction costs theory, but there is also a growing interest in trust in contractual relationships, to which we return in Chapter 7 on public–private partnerships.