Managing Public Service Contracts: Aligning Values, Institutions, and Markets

The contracting of public services has been an integral part of public managers’ work for a long time, and it is here to stay. This essay sums up current research on the topic for busy practitioners and scholars. Where are we today with respect to the problems and pitfalls of contracting out, from balancing equity with efficiency to confronting the frequent problem of imperfect markets?     

Managed Liberalization of the Dutch Welfare State: A Review and Analysis of the Reform of the Dutch Social Security System, 1985–1998

In this article the changes that have been implemented in the Dutch social security system are analyzed. The extensive changes are characterized as a form of "managed liberalization." This characterization points to the paradoxical nature of these changes. On the one hand a certain liberalization can be observed (an increase of social insurance and the administration of social security via the market) while on the other hand the control of the system by the state is also increasing. This process of managed liberalization, however, takes place under an umbrella of lasting universal social protection: entitlements are still determined by law and remain collective. In this article the changes in the Dutch social security are described extensively, interpreted theoretically and analyzed in their consequences for the level of social protection. By following the process of institutional change the system of social security has undergone, the authors also try to find out what the causes of the changes are and what determines the direction the process has taken.     

Empirical evidence of paradoxes of voting in Dutch elections

In this paper we analyze four national elections held in 1982, 1986, 1989 and 1994 in the Netherlands on the occurrence of the Condorcet paradox. In addition, we investigate these elections on the occurrence of three so-called majority-plurality paradoxes. The first paradox states that a party having a majority over another party may receive less seats. The second states that a Condorcet winner may not receive the largest number of seats and even may not receive a seat at all. The third says that the majority relation may be the reverse of the ranking of parties in terms of numbers of seats.     

AIR TRANSPORTATION POLICY AND ADMINISTRATION AT THE MILLENNIUM

This article examines air transportation policy and administration at the millennium. It reviews and analyzes major problem areas and focuses on issues that have to be dealt with to streamline the policy and administration in the field as it becomes more integrated in our increasingly intermodal transportation system. The first part of the article sets the stage for the changes experienced after deregulation: It utilizes an analytical model to examine: airports; airline industry management; terrorism and security; and safety, equipment and human resources. The second part of the article focuses more specifically on a policy and administration analysis itself. It demonstrates how we have evolved into a customer model more aligned with the market place, efficiency, and risk taking; while moving away from a safer and less entrepreneurial period identified as the citizen model period. With the canage of models, we find trust diminished. Passengers, customers and citizens, become more disenchanted and cynical, to the point of organizing through elected officials to promote an airline passenger bill of rights and reform the system.     

Cost-utility assessment: Planning with local decisionmakers in developing countries

In the past decade countries and donor agencies have endorsed health policies which (1) give a very broad definition of health, (2) see the pursuit of health as part of the development process, and (3) emphasize the local community's and local decision-maker's participation in the planning of health projects. Despite these broad principles, health delivery systems in developing countries have access to a very limited set of resources. Health planners are faced with the dilemma of creating cost-effective programmes while recognizing the need to take into account the broad definition of health and the importance of local participation in planning. This dilemma has led to a division between those planners who put greater emphasis on the use of cost analysis techniques in which the decision-making process rests more with professional planners (often outside consultants) vs those who emphasize greater local control of the decision-making process. The purpose of this paper is to present a study in which two alternative approaches to cost utility analysis were used. Consideration was given both to the actual cost analysis strategy and to the integration of the cost variable into the total decision-making process. Finally, major emphasis was placed on including local decision-makers in the planning process and providing them with feasible and understandable decision-making tools.     

From Machiavelli to Ms: differences in male-female power styles

While the concept of power has always been a concern to students of political science and public administration, it has been examined only peripherally in the last few years. Recent work by McClelland has indicated that power may be a very important variable in explaining managerial behavior and organizational effectiveness. Starting with a definition of power provided by McClelland, this paper develops a conceptual framework for analyzing power-related behavior in an organizational setting. The framework is then applied to a problem area of particular interest to the authors--the question of whether or not women managers can be expected to behave differently than their male counterparts because of possible differences in their orientations toward power. We conclude that differences in power needs will not impede the effectiveness of female managers, but women may be at a disadvantage in the work environment due to possible differences in the way they express these needs.     

The Mythology of Privatization in Contracting for Social Services

States and municipalities have privatized services in an effort to improve their cost‐effectiveness and quality. Competition provides the logical foundation for an expectation of cost savings and quality improvements, but competition does not exist in many local marketplaces—especially in the social services, where governments contract primarily with nonprofit organizations. As government increases its use of contracting, it simultaneously reduces its own public‐management capacity, imperiling its ability to be a smart buyer of contracted goods and services. This article examines two questions about the privatization of social services based on interviews conducted with public and nonprofit managers in New York state: Does social services contracting exist in a competitive environment? And do county governments have enough public‐management capacity to contract effectively for social services? The findings suggest an absence of competition and public‐management capacity, raising the question of why governments contract when these conditions are not met.