Performance, Accountability, and Purchase of Service Contracting

Kettner, Peter M.; Martin, Lawrence L.

doi:10.1300/j147v17n01_05

Cited by 25 publications

(15 citation statements)

References 11 publications

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“…For example, for some contracts, the outcomes or impacts are not easily identified. A longer period of time is needed to measure the impacts of the contract (Claassen et al, 2008;Greiling, 2006;Kettner & Martin, 1993). This longer contract duration influences the behaviors of the contracting parties in their relationship.…”

Section: Literature Reviewmentioning

confidence: 99%

The practice of performance-based contracting in developing countries' public procurement: the case of ethiopia

Ambaw

Telgen

2017

Journal of Public Procurement

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ABSTRACT. Performance-Based Contracting (PBC) is widely accepted as a useful tool. It is believed that the use of PBC can assist the efficient utilization of the public resources. The objective of this research is to assess the extent of PBC application and the obstacles to applying it in the public procurement systems of developing countries. Interviews and factual analysis of procurement guidelines and contracts are used to collect data for this research. The analysis results indicate that the majority of public organizations have not yet used PBC even though it is allowed by the law. This is due partly to lack of clarity in the procurement laws and lack of capacity to use PBC.

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Section: Literature Reviewmentioning

confidence: 99%

The practice of performance-based contracting in developing countries' public procurement: the case of ethiopia

Ambaw

Telgen

2017

Journal of Public Procurement

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“…Generally discussed under the heading "privatization," some research has examined the performance of private companies in providing services such as fire protection, solid waste disposal, operation of transit systems, and the like (see Savas 1987). Other research has described efforts on the part of state and local governments to employ private or nonprofit organizations to provide social services such as corrections, mental health, and education (Council of State Governments 1993; Kettner and Martin 1993;U.S. General Accounting Office 1996).…”

Section: The Efficiency Of Organizational Types In Providing Governmementioning

confidence: 99%

Evaluating The Efficiency Of Private Sector Organizations In Helping Welfare Beneficiaries Find Employment

Crew¹,

Lamothe

2003

Eval Rev

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This research examines the relative success of private, public, and nonprofit organizations in finding employment for Temporary Assistance for Needy Families beneficiaries in Florida. A variety of data are used to measure success in this endeavor. Type of organization used to assist in finding employment was entered into a regression model that controlled for demographic characteristics of the welfare population. Ordinary least squares regression, analysis of variance, difference of means, and descriptive statistics were employed to test the hypothesis that private service providers were more efficient and effective than were public or nonprofit organizations in finding employment for welfare beneficiaries. The analysis did not support the hypothesis.

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“…In these two fields, more than 80% of the growth in the number of facilities was in the for-profit sector (Kettner & Martin, 1993;Ryan, 1997;U.S. Between 1973 and 1984, for-profit firms' share of all government social service contracts grew from less than 1% to 23%.…”

Section: Battling the Corporate Social Workermentioning

confidence: 99%

When Missions, Markets, and Politics Collide: Values and Strategy in the Nonprofit Human Services

Frumkin¹,

Andre-Clark²

2000

nonprof volunt sec q

205

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This article explores the meaning of nonprofit strategy in the human services through an examination of the challenges facing nonprofit organizations working in the field of welfare-to-work transitions. After considering how the growing competition from large business firms in this field poses a major challenge to nonprofit organizations, the article suggests that many nonprofits are not well equipped to engage in a narrow efficiency competition with large corporations. Instead, nonprofit human service organizations need to develop a strategy that emphasizes the unique value-driven dimension of their programs. Welfare reform legislation can serve as an opening for both faith-based and secular nonprofits to differentiate themselves and to develop a distinctive position within the government-contracting market. From this analysis, the article draws some broader conclusions about the future of strategy in the nonprofit human services in an increasingly competitive environment.Over the past decade, a growing number of books have been written with the goal of helping nonprofit practitioners to manage their organizations more efficiently (). Many of these titles attempt to bring business concepts, such as reengineering, quality management, and benchmarking, to bear on the nonprofit sector. A common theme that emerges from these texts is that the absence of a traditional bottom line-far from freeing nonprofits to pursue their missions-means that these organizations must develop a special kind of operational discipline. More or less explicitly, these books suggest that a lag between sectors can be closed with a direct transfer of managerial technology.In the midst of this outpouring of advice and encouragement, there is reason to suspect that nonprofit organizations might not be well served by a push for increasingly greater operational efficiency. Although increasing efficiency may be one component of nonprofit success, we believe that it is unlikely to be a formula for sustained success. The most critical work for nonprofits is to

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Performance, Accountability, and Purchase of Service Contracting

Cited by 25 publications

References 11 publications

The practice of performance-based contracting in developing countries' public procurement: the case of ethiopia

The practice of performance-based contracting in developing countries' public procurement: the case of ethiopia

Evaluating The Efficiency Of Private Sector Organizations In Helping Welfare Beneficiaries Find Employment

When Missions, Markets, and Politics Collide: Values and Strategy in the Nonprofit Human Services

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