Rethinking Public Service Delivery: Managing with External Providers (The Public Management and Leadership Series) Hardcover – 25 Jun 2012
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'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
'An admirable book on the contemporary reality of public service delivery [which is ] destined to become a standard text in public management.' - Neil Edwards, Public Administration Today
'[I]n many ways a milestone work, both in its mapping of the complex 21st Century landscape of public service delivery, but also in offering a clear framework for practitioners.' - Alastair Hill, LSE Review of Books
'[W]ell written and cogently argued. It is an excellent introduction for students and practitioners… contain[ing] practical and realisable solutions supported by academic research and theory'. - Michael Hughes, Local Government Studies
This text systematically assesses when and how public sector organizations might better draw on the work of external parties and examines the implications for public leadership and management
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Top Customer Reviews
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.Read more ›