- Buy this item and get 90 days Free Amazon Music Unlimited. After purchase you will receive an email with further information. Offer valid for a limited time only. Terms and Conditions apply.” Learn more here.
Rethinking Public Service Delivery: Managing with External Providers Paperback – 25 June 2012
Enhance your purchase
Special offers and product promotions
- Publisher : Palgrave; 2012th edition (25 June 2012)
- Language : English
- Paperback : 332 pages
- ISBN-10 : 0230237959
- ISBN-13 : 978-0230237957
- Dimensions : 15.49 x 1.91 x 23.5 cm
- Best Sellers Rank: 85,948 in Books (See Top 100 in Books)
- Customer Reviews:
'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
'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"
'This excellent book provides a useful and innovative framework for understanding effective delivery of public services.' - Steven Rathgeb Smith, University of Washington, Seattle. 'A brilliant introduction to new ideas and techniques for delivering public services, backed by convincing examples and analyses.' - Knut Eggum Johansen, Special Adviser, Government Reform, Norway 'Should be required reading for all who want to understand the costs and benefits of different forms of public service provision, and the circumstances that influence their relative effectiveness.' - George Boyne, Cardiff Business School 'A landmark survey. The framework can be used by both scholars and practitioners and will significantly advance the cause of creating public value.' - G. Edward DeSeve, former Senior Advisor to President Obama'Drawing on lively case examples, this compelling book introduces differing types of engagement, concepts for choosing them, and techniques for managing them.' - Terry Moran, former head, Prime Minister's Department, Australia
From the Back Cover
Many public services today are delivered by external service providers such as private firms and voluntary organizations. These new ways of working – including contracting, partnering, client co-production, inter-governmental collaboration and volunteering – pose challenges for public management. This major new text assesses the ways in which public sector organizations can improve their services and outcomes by making full use of the alternative ways of getting things done.
Review this product
Top reviews from other countries
Alford and O'Flynn argue against the "one size fits all" approach to externalisation, pointing to the shortcomings of the 1950s focus on internal delivery; the 1980s focus on privatisation; and the 2000s approach of partnership. They offer a model that will help to assess which model of delivery is appropriate to which circumstances, and offer theoretical arguments that could be used to defend such recommendations. The text is lively and engaging, with plenty of real world examples and illustrations - drawn from multiple countries - to ensure that the concepts are meaningful.
Unusually, this text gives full consideration to issues of relationship management; this is an aspect of contracting and partnership that is often overlooked within the public service - it is seldom budgeted, where it is explicitly factored in it tends to be conflated with performance management and undertaken by people who don't have the right skill set. Again, this text will lend weight to consideration of relationship issues within the initial cost benefot analysis and business case for externalising services. The text also gives a very good consideration of the strategic issues (usually cost) of externalising, including the loss of a capacity to revert to internal delivery; a loss of capability to manage the contract once knowledge of the service is lost; and the loss of implied cooperation between different services once they are separately externalised.
The text does not seem to be ideologically driven - and indeed counsels against taking decisions on service delivery along idealogical grounds - but it is endearing to see that John Alford bestows his dedication on the railway workers of Victoria (who got him started on all this).
This is very much a primer text (there are extensive references for enthusiastic students to follow) but it still offers enough food for thought to make it a worthwhile read in its own right, not simply as an overview text.