Civic government or market-based governance? The limits of privatization for rural local governments

Warner, Mildred E.

doi:10.1007/s10460-008-9181-6

Cited by 20 publications

(30 citation statements)

References 35 publications

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“…Alternatively, policymakers in rural communities may be more aggressively pursuing partners because of disparate access and take a more participatory role in the partnership. This comports with empirical findings that rural communities are more likely to pay increased attention to civic concerns and participate in the service delivery process (Warner 2009). As population is also a significant driver of the partnership decision, the results are likely less relevant for the remotest rural areas.…”

supporting

confidence: 54%

What Drives the Partnership Decision? Examining Structural Factors Influencing Public-Private Partnerships for Municipal Wireless Broadband

Girth

2014

International Public Management Journal

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Municipalities across the United States are in various stages of wireless broadband implementation. Policymakers establish wireless broadband networks for a number of reasons, including promoting economic development, supporting internal operations, and providing affordable access to citizens. While some governments provide wireless broadband access as a public service, others partner with private firms. This article exploits the variation in approaches and examines the structural factors that give rise to public-private partnerships. The results show that partnerships for wireless broadband are more likely among municipalities with political-administrative autonomy and greater economic viability. For municipalities seeking to address inequities in broadband access, these results can have profound implications, as partnerships are often the most viable deployment option. In addition to examining determinants of wireless broadband partnerships, this study aids in understanding which municipalities are more likely to benefit from partnership approaches as this form of alternative service delivery increases.

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supporting

confidence: 54%

What Drives the Partnership Decision? Examining Structural Factors Influencing Public-Private Partnerships for Municipal Wireless Broadband

Girth

2014

International Public Management Journal

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“…Creating markets for these services can require considerable administrative resources and may not succeed (Lowery ) . According to surveys conducted by the International City/County Management Association (ICMA), the percentage of municipalities experiencing inadequate vendor supply grew from 25 percent in 1992 to 31 percent in 2007 (Warner ). Even when competitive public service markets exist, they may erode over time (Moore ; Sclar ).…”

Section: Theoretical Reviewmentioning

confidence: 99%

“…In local governments, which are the focus of this research, the competitiveness of public service markets is likely to vary by location—that is, by rural, suburban, and urban characteristics—and by the type of service contracted out. Rural markets are most widely affected by low levels of competition (Kodrzycki ; Mohr and Deller ; Warner ). However, our research also finds that thin markets exist across a number of service delivery areas.…”

mentioning

confidence: 99%

Outsourcing Public Service Delivery: Management Responses in Noncompetitive Markets

Girth

Hefetz

Johnston

et al. 2012

Public Administration Review

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171

153

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Capturing the benefits of competition is a key argument for outsourcing public services, yet public service markets often lack sufficient competition. The authors use survey and interview data from U.S. local governments to explore the responses of public managers to noncompetitive markets. This research indicates that competition is weak in most local government markets (fewer than two alternative providers on average across 67 services measured), and that the relationship between competition and contracting choice varies by service type. Public managers respond to suboptimal market competition by intervening with strategies designed to create, sustain, and enhance provider markets. In monopoly service markets, managers are more likely to use intergovernmental contracting, while for‐profit contracting is more common in more competitive service markets. The strategies that public managers employ to build and sustain competition for contracts often require tangible investments of administrative resources that add to the transaction costs of contracting in noncompetitive markets.

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“…Implementation of regional autonomy can be achieved if local financial resources can finance local activities derived from PAD (Warner, 2009). …”

Section: Revealing Regional Autonomymentioning

confidence: 99%

Flypaper Effect of Regional Expenditures in Yogyakarta

Rudi

2018

Shirkah

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One of the consequences as a result of the implementation of regional autonomy is that local governments must have sufficient financial resources to pay their autonomy government. The financial capacity of local governments would determine the ability of local governments to perform the functions of government. Considering Article 5 of Law No. 33, 2004, sources of regional revenue are regional revenues, balance funds/ transfers and financing. When local revenue comes from the transfers, the stimulation of expenditure is different from the stimulation that arises from local revenue (especially local taxes). This study focuses on identifying the flypaper effect on expenditure areas and its classification with samples of five districts and cities in Yogyakarta during 2006-2015. This paper argued that during the period among flypaper did not occur in the expenditure area and sub expenditure areas. In addition, flypaper found only in capital expenditure, while expenditure is not a suspect. Keywords: flypaper, autonomy and fiscal needs, local autonomy, Yogyakarta

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Civic government or market-based governance? The limits of privatization for rural local governments

Cited by 20 publications

References 35 publications

What Drives the Partnership Decision? Examining Structural Factors Influencing Public-Private Partnerships for Municipal Wireless Broadband

What Drives the Partnership Decision? Examining Structural Factors Influencing Public-Private Partnerships for Municipal Wireless Broadband

Outsourcing Public Service Delivery: Management Responses in Noncompetitive Markets

Flypaper Effect of Regional Expenditures in Yogyakarta

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