Extreme Outsourcing in Local Government: At the Top and All but the Top
- ASU Author/Contributor (non-ASU co-authors, if there are any, appear on document)
- Mark Bradbury Ph.D., Associate Professor, Director of MPA Program (Creator)
- Institution
- Appalachian State University (ASU )
- Web Site: https://library.appstate.edu/
Abstract: The prevailing paradigm of outsourcing in local government assumes high-level professional
administrators make systematic assessments of program areas to determine
whether a selected number could be delivered for a reduced cost and at a higher quality
by an external provider. This article examines two fundamental deviations from this
model occurring in local governments. First, a handful of newly incorporated cities
have adopted a wholesale approach to contracting out, relying almost exclusively on
private firms and other governmental jurisdictions for the production of core programs
while employing only a handful of in-house staff. Conversely, several small towns and
cities across North Carolina deliver most services and programs in house by permanent
staff but contract out the highest-level administrative position, that of town or city
manager. These strategies represent outsourcing at its most extreme and present important
practical and paradigmatic challenges to public human resource management in
contemporary subnational governance.
Extreme Outsourcing in Local Government: At the Top and All but the Top
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Created on 7/26/2011
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Additional Information
- Publication
- Bradbury, Mark. D. and Waechter, G. D. (2009) Extreme Outsourcing in Local Government: At the Top and All but the Top. Review of Public Personnel Administration, 29(3): 230-248. (Sep 2009) Published by Sage (ISSN: 0734-371X). DOI:10.1177/0734371X09332572
- Language: English
- Date: 2009