Competitive Tendering In Local Government: A Review Of Theory And Evidence

Boyne, George Alexander

doi:10.1111/1467-9299.00132

Cited by 132 publications

(98 citation statements)

References 40 publications

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“…Opening up the market meant that private, public and/or third sector could deliver the service as long as the procurement process was competitive (Boyne 1998 CCT had significant and long-lasting effects, both positive in terms of costsavings and negative in relation to quality (Barber, 2005). Even if a local authority could demonstrate that delivering a service in-house was more costeffective than contracting-out to private organisations, CCT regulations barred this from happening (Frederick, 1994).…”

Section: Compulsory Competitive Tenderingmentioning

confidence: 99%

Contracting out parks and roads maintenance in England

Dempsey

Burton

Selin

2016

International Journal of Public Sector Management

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Purpose Different models have been adopted in England over time to organize public service delivery. This paper explores contracting-out, a prevalent model of public service delivery in England, in relation to parks and roads maintenance delivery by examining private contractors' performance according to local authority stakeholders. Design/methodology/approach Since the Conservative government was in power during the 1980s, local authorities have been an arena for experimentation of contracting-out to private and other sectors. This paper provides a review of the academic and grey literature, and findings are presented from a large-scale online questionnaire survey (N=103) which was distributed to the relevant public realm managers in English local authorities. Findings The paper shows that contracting-out of parks and roads maintenance happens across the country in different ways. By and large, local authorities are satisfied with the performance of contractors, particularly as a response to economic constraints. Responsibilities, particularly for parks, are increasingly shared with non-governmental organisations, including community groups, although this is not reflected in budget distribution. Research limitations Despite our efforts, the response rate was relatively low (32%), potentially due to the email communication and online nature of the questionnaire. Originality/value The research provides empirical evidence about how contracting-out is currently delivering public services and how it has changed in recent years. The findings suggest that responsibilities (and to a lesser extent, budgets) are increasingly shared in England between different combinations of public, private, third and community sector stakeholders. This marks a shift away from in-house public sector delivery of parks and roads services.

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Section: Compulsory Competitive Tenderingmentioning

confidence: 99%

Contracting out parks and roads maintenance in England

Dempsey

Burton

Selin

2016

International Journal of Public Sector Management

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“…Resource Orchestration as Source of Competitive Advantage of Cities 42 the assumption that competitive relationships between independent departments within a public policy domain lead to better organizational performance, many articles have aimed to render the public sector more efficient, cost-effective and competitive (e.g., Agranoff & McGuire, 2004;Boyne, 1998). Though efficient local administrations can be considered one factor in a city's competitive advantage, however, this administrative focus is too narrow.…”

Section: Trans-local Levelmentioning

confidence: 99%

Resource Orchestration as a Source of a Competitive Advantage for Cities

Berseck

2015

AMPROC

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-DeutschInmitten des aktuellen Urbanisierungstrends bietet diese Dissertation eine Antwort auf den Mere resources are frequently insufficient to generate competitiveness in our increasingly demanding world; urban administrators, policymakers and other practitioners concerned with the management of their place need capabilities to use resources efficiently while adapting to their changing environments. Therefore, I argue for the value of extending the resource-based theory -especially, its dynamic refinement, the theory of resource orchestration -to answer the question how places can achieve a sustainable competitive advantage. I develop a fourstep process framework of strategically managing resources and developing capabilities that includes (a) structuring their resource portfolio, (b) bundling resources to capabilities, (c) leveraging capability configurations and (d) continuously synchronizing each activity.I try to give this model its specific urban shape by zooming into the city and empirically applying it to the internationally growing urban governance tool of Business Improvement Districts (BIDs). The first empirical study emphasizes one particularly important, placespecific resource, namely social capital, and examines the unique relationships between social capital and resource bundling based on archival, interview and direct observation data of 12BIDs in New York City. The findings suggest that each component of the resource bundling process mediates between social capital and the BID's capability to function as community development entity. Contents IVThe second empirical study focusses on capability leveraging and elaborates this resource orchestration step in the context of 15 BID-government relationships in the City of Hamburg.This chapter advances qualitative research to disentangle the actual processes of strategy development, coordination and implementation between public and private actors. It identifies different leveraging approaches and collaborative outcomes depending on the social capital configurations of the BID-government relationships. By focusing on the partnerships' networks of relationships, inherent interests and capabilities that enable (or inhibit) public and private actors to work together, the study makes an important contribution to the literature, theorizing the entire process of how public-private collaborations are strategically managed.Combined, this dissertation informs theory and practice on the strategic management of cities and BIDs. The focus shifts from viewing them as black box, through which certain inputs flow to become outputs, towards the development of capabilities for policymakers, administrators and practitioners that allow them to utilize resources efficiently and establish structures to work collaboratively. Hereby, I show and explain how places can affect their development trajectories through conscious managerial actions taken to increase their performance.

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“…As a rule, costs savings have been found and their magnitude is important (see the reviews by Domberger and Rimmer 1994, Boyne 1998, and Andrews 2011.…”

Section: Introductionmentioning

confidence: 99%

Competitive provision of public services: cost savings over successive rounds of tendering

Angeles

Milne

2015

Applied Economics Letters

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We study the evolution of the cost of public service provision when subjected to a competitive tendering process. We add to the existing literature by analyzing cost savings over successive rounds of tendering. Previous results in the literature show that initial cost savings tend to disappear over time with the age of the contract. Our findings suggest that each additional round of tendering will be followed by a renewal of cost savings. Thus, keeping competitive pressure via periodic tendering appears to address the problem.

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Competitive Tendering In Local Government: A Review Of Theory And Evidence

Cited by 132 publications

References 40 publications

Contracting out parks and roads maintenance in England

Contracting out parks and roads maintenance in England

Resource Orchestration as a Source of a Competitive Advantage for Cities

Competitive provision of public services: cost savings over successive rounds of tendering

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