Toward a New Understanding of Alternative Service Delivery: Why Do Local Governments Decide to Contract Out?

Korosec, Ronnie LaCourse

doi:10.1111/j.1747-1346.1997.tb00842.x

Cited by 2 publications

(7 citation statements)

References 4 publications

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“…Stone (1989) concludes that municipal officials collaborate with those who can provide them with resources that they can utilize to achieve results congruent with the municipal policy they seek to promote. Additional studies view competition for capital as a factor that influences local government policy (Korosec, 1997;Boyne, 1998;Bel & Fageda, 2007) and Bel & Fageda (2009) add ideology as E. SARIG playing a major role for large cities. The above overview demonstrates that limitations on local government public policy can be political, economic, administrative, ideological, legal, statutory, or may derive from status gained through the control of resources (Torgovnik, 1994).…”

Section: Models Explaining the Adoption Of Asdasmentioning

confidence: 99%

“…The foundations of the EC model can be found in Tiebout's (1956) "ideal world of fiscal equilibrium", as well as in Bish (1971), Wong (1988) and at length in Peterson's (1981) "City Limits". Fiscal stress of local municipalities and the desire to cut costs are the primary motivators behind the adoption of ASDAs (Wong, 1988;Korosec, 1997;Bel & Fageda, 2007, 2009. The most important economic constraints shaping local government policy are competition from other local municipalities in the production and distribution of municipal services, and the competition between cities for residents and for companies in a market of public goods (Wong, 1988).…”

Section: The "Economic Constraint" (Ec) Model and Hypothesesmentioning

confidence: 99%

“…Municipalities are more likely to adopt ASDAs when they face severe fiscal distress, increased demand for services and heightened taxpayer opposition to tax increases. Melcher, 1994;Miranda (1994), Miller, 1987Morgan et al, 1981;Poole, 1987;Korosec, 1997;Knox, 1988;Feiock, 2001;Fageda, 2007, 2009 andothers).…”

Section: The "Economic Constraint" (Ec) Model and Hypothesesmentioning

confidence: 99%

“…A community's historical characteristics may also prevent it from transferring functional responsibility areas to other entities for fear that such action might harm the municipality. To sum up, previous delivery mode is a strong predictor of the current service delivery arrangement (Korosec, 1997;Osborn & Gaebler, 1992;Ferris & Graddy, 1986;Stein, 1990;Lamothe et al, 2008).…”

Section: The "Economic Constraint" (Ec) Model and Hypothesesmentioning

confidence: 99%

“…A larger percentage of organized employees in a municipality breeds strong pressure on the municipality to provide municipal services on its own. Service provision through an external contractor is negatively related to the power of public service employee unions and to the size of the public service workforce (Coyle, 1994;Miranda, 1994;Pouder, 1996;Morgan et al, 1988;McIntosh & Broderick, 1996;Stein, 1990;Korosec, 1997;Banfield, 1980;Bel & Fageda, 2007;Foster, 1990;Reca & Zieg, 1995;Femandez, Ryu, & Brudney, 2008;Kelleher & Yackee, 2009;Warner & Hebdon, 2001;Soleil et al, 2007;Bel & Fageda, 2007, 2009.…”

Section: The "Political Choice" (Pc) Model and Hypothesesmentioning

confidence: 99%

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Alternative Service Delivery Arrangements in Local Municipalities in Israel: A Case Study

Sarig¹

2013

CUS

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The adoption of alternative service delivery arrangements (ASDAs) is not a new phenomenon in Israeli local government. The current study is based on empirical quantitative research which examined the effect of economic and political factors on the scope of privatization and alternative service delivery arrangements (ASDAs) in local municipalities in Israel. The "economic constraint" model and the "political choice" model served as the theoretical framework for examining considerations underlying service privatization. The contribution of the current study to previous literature on ASDAs is in examining the effect of moderator variables on the scope of privatization (SOP). A study of 29 services in 106 local municipalities in Israel indicated that political factors have a dominant effect on the scope of privatization in local municipalities while the effect of economic factors is small and statistically insignificant. The following variables were found to have a statistically significant effect on the scope of privatization: number of employees, age of local municipality, employee costs and characteristics of the head of the local municipality.

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Section: Models Explaining the Adoption Of Asdasmentioning

confidence: 99%

Section: The "Economic Constraint" (Ec) Model and Hypothesesmentioning

confidence: 99%

Section: The "Economic Constraint" (Ec) Model and Hypothesesmentioning

confidence: 99%

Section: The "Economic Constraint" (Ec) Model and Hypothesesmentioning

confidence: 99%

Section: The "Political Choice" (Pc) Model and Hypothesesmentioning

confidence: 99%

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Alternative Service Delivery Arrangements in Local Municipalities in Israel: A Case Study

Sarig¹

2013

CUS

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Neither public nor private: The efficacy of mixed model public service delivery in two Canadian municipalities

Ohemeng

Grant

2014

Can Public Adm

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The New Public Management emerged in the 1980s, and with it, alternative service delivery (ASD) mechanisms, which removed service delivery from the public bureaucracy and separated policy making from policy implementation. Most western governments implemented measures including privatization or contracting out of service delivery to the private sector. By the mid-1990s, many governments started reversing ASD policies and sought new ways to deliver services, leading to a mixed model approach to service delivery, which combines the benefits of the public and private sectors. We examine the adoption of the model in the Canadian municipalities of Hamilton and Ottawa to determine if and how it enhances competition, cost-savings, efficiency, effectiveness, and good governance in the delivery of public services, during an era of fiscal constraint. Our findings indicate the model is better in enhancing the five variables when compared to solely public or private services delivery.Sommaire : La Nouvelle gestion publique a vu le jour dans les années 1980 et avec elle, les mécanismes de la diversification des modes de prestation des services (DMPS), qui ont retiré la prestation de services de la bureaucratie publique et ont séparé l'élaboration des politiques de la mise en oeuvre des politiques. La plupart des gouvernements occidentaux ont mis en oeuvre des mesures, entre autres la privatisation ou la sous-traitance de la prestation de services au secteur privé. Vers le milieu des années 1990, de nombreux gouvernements ont commencé à annuler les politiques de la DMPS et à chercher de nouvelles méthodes de prestation de services, ce qui a donné lieu à une approche de modèle mixte pour la prestation de services, laquelle combine les avantages des secteurs public et privé. Nous examinons l'adoption du modèle dans les municipalités canadiennes d'Hamilton et Ottawa afin de déterminer si et comment ce dernier améliore la concurrence, les économies de coûts, l'efficience, l'efficacité et la bonne gouvernance dans la prestation des services publics, en période de compression budgétaire. Nos conclusions indiquent que ce modèle parvient le mieux à rehausser les cinq variables lorsqu'on le compare à la prestation des services uniquement publique ou privée.

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Toward a New Understanding of Alternative Service Delivery: Why Do Local Governments Decide to Contract Out?

Cited by 2 publications

References 4 publications

Alternative Service Delivery Arrangements in Local Municipalities in Israel: A Case Study

Alternative Service Delivery Arrangements in Local Municipalities in Israel: A Case Study

Neither public nor private: The efficacy of mixed model public service delivery in two Canadian municipalities

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