Rethinking Public Service Delivery: Managing with External Providers

Overview

Public services are increasingly delivered through a range of forms of 'external' service-provision such as contracting, partnering and regulation. This new text assesses when and how public sector organizations might better draw on the work of these external parties and examines the wider implications for public leadership and management.

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Overview

Public services are increasingly delivered through a range of forms of 'external' service-provision such as contracting, partnering and regulation. This new text assesses when and how public sector organizations might better draw on the work of these external parties and examines the wider implications for public leadership and management.

Read More Show Less

Editorial Reviews

From the Publisher

'There is no other work that I am aware of which brings together so effectively the wide range of lessons we have learned about the consideration, initiation and management of the many new (and not so new) forms of alternative service delivery.' - John Langford, Canadian Public Administration

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Product Details

Table of Contents

List of Figures and Tables xi

Acknowledgements xiii

Introduction 1

1 Mapping the Changing Landscape of Public Service Delivery 5

The evolution of non-governmental service provision 6

Service delivery, implementation and achieving outcomes 8

Terminological confusion 8

Types of external providers 10

Distribution of roles 15

Modes of coordination 17

A qualifying factor: the duration of the relationship 19

Defining terms 20

Taxonomy 22

Conclusion 25

2 Benefits and Costs: What Government Organizations Seek from External Providers 27

Benefits and costs to whom? 30

Different types of benefits and costs 30

Service benefits and costs from externalization 31

Relationship costs and benefits 40

Strategic benefits and costs of externalization 44

Military contracting revisited 49

Conclusion 52

3 Motivations and Mechanisms: What External Providers Seek from Government Organizations 56

Why consider motivation? 58

Homo economicus, self-interest and extrinsic motivation 59

Three critiques 60

A schema of motivation 64

Motivators: transforming motivations into effort and action 65

Matching motivators with motivations 68

Effects on other motivations 74

Framing 77

Motivation at the organizational level 79

Ability 80

Conclusion 81

4 Outsourcing and Contracting to Other Organizations 83

The meanings of outsourcing and contracting 84

Contracting forms 85

Understanding contracting parties 92

When to contract out 94

Eliciting provider effort: structuring incentives 107

Conclusion 109

5 Partnering and Collaboration with Other Organizations 111

The meaning of partnering and collaboration 113

Key types of partnership 116

Partnering as an alternative to outsourcing 122

Collaboration as an alternative to contracting 123

The meaning of trust 124

Trust and relationship costs 126

Developing trust 128

The delegate's dilemma 132

Conclusion 134

6 Calling on Volunteers 137

The nature and scope of public sector volunteering 138

Benefits and costs of using volunteers in government work 140

Attracting and retaining volunteers 145

Staff resistance 152

Conclusion 154

7 Regulatees as Contributors to Social Outcomes 155

The meaning of regulation 157

How voluntary compliance contributes to social outcomes 159

Eliciting regulatees' contributions 161

Alternative perspectives 169

When regulatees' contributions are useful 171

Conclusion 173

8 Clients as Co-producers 174

Defining public sector clients 176

The necessity of client co-production 178

What induces clients to co-produce? 182

Conclusion 191

9 Managing in Multiparty Networks of Providers 193

How networks differ from one-to-one relationships 195

When networks are useful for service delivery 198

Managing in networks 202

10 A Contingency Framework for Decisions about Externalization 206

Understanding purposes 206

Who should be involved? 210

Weighing up costs and benefits 216

A contingency framework 223

11 Organizational Capabilities for Managing External Provision 227

The tasks in managing externalization 227

Governmental obstacles to managing externalization 230

A capabilities framework for managing externalization 238

Individual competencies 239

Organizational capabilities 244

Enabling environment 251

Conclusion 252

Conclusion: The New World of Public Service Delivery 254

Notes and References 257

Bibliography 271

Index of Names 304

Index of Subjects 306

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