1994
DOI: 10.1111/j.1468-0491.1994.tb00167.x
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Purchasing Policy Advice: The Limits to Contracting Out

Abstract: Throughout the OECD, governments have been contracting out an increasing range of goods and services. Against this background, this article outlines the case for, and assesses the merits of, placing the purchase of governmental policy advice on a more competitive basis. Two options are given particular attention: first, the creation of an internal market for policy advice within the public sector under which departments and other government agencies would tender to supply specific policy outputs; and second, a… Show more

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Cited by 109 publications
(92 citation statements)
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“…This is typically gathered by analysts who must have the capability or capacity to collect appropriate data and ideas and make them useable in the course of policy-making activities. These policy functions require either a highly trained, and hence expensive, workforce that has far-seeing and future-oriented management and excellent information collection and data processing capacities, as well as the opportunity for employees to strengthen their skills and expertise (O'Connor et al, 2007) or the ability to outsource policy research to similarly qualified personnel in private or semi-public organizations such as universities, think tanks, research institutes and consultancies (Boston, 1994;Anderson, 1996). It also requires sufficient vertical and horizontal coordination between participating organizations to ensure that the research being undertaken is relevant and timely.…”
Section: Policy Analytical Capacity and Policy Learningmentioning
confidence: 99%
“…This is typically gathered by analysts who must have the capability or capacity to collect appropriate data and ideas and make them useable in the course of policy-making activities. These policy functions require either a highly trained, and hence expensive, workforce that has far-seeing and future-oriented management and excellent information collection and data processing capacities, as well as the opportunity for employees to strengthen their skills and expertise (O'Connor et al, 2007) or the ability to outsource policy research to similarly qualified personnel in private or semi-public organizations such as universities, think tanks, research institutes and consultancies (Boston, 1994;Anderson, 1996). It also requires sufficient vertical and horizontal coordination between participating organizations to ensure that the research being undertaken is relevant and timely.…”
Section: Policy Analytical Capacity and Policy Learningmentioning
confidence: 99%
“…"Ideal" and regulatory services are even more problematic -taking policy advice as an example, while it is perfectly possible to establish performance targets in terms of timeliness and comprehensibility, that is not at all the same thing as the underlying quality of the advice. Attempts have been made -notably in New Zealand -but, however one judges their success, it remains the case that price/quality trades-off are easier to measure and to comprehend with tangible, standardised products (Boston, 1994;Pollitt and Bouckaert).…”
Section: Types Of Programmementioning
confidence: 99%
“…Boston (1994) uses the term "policy advice" to encompass various analytical mechanisms, from far-reaching commissions of inquiry about the state's role in society to more modest statistical reports about individual policy programmes. Since New Zealand's passage of the State Sector Act in 1988, and consistent with the rise of New Public Management principles (Hood, 1991), national level departments have made frequent use of private consultants to secure policy advice on a broad range of matters including those related to organisational re-structuring, economic forecasting and leadership training.…”
Section: Public Participation and "Consultocracy" In New Zealandmentioning
confidence: 99%