Human Services Contracting: Environmental, Behavioral, and Organizational Conditions

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Ruth H. DeHoog, Professor and Director of the MPA Program (Creator)
The University of North Carolina at Greensboro (UNCG )
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Abstract: Government's practice of contracting out with outside organizations for public services has become a major recommendation for cutting costs and improving service delivery. However, few scholars have examined this alternative in terms of the requisite procedures and conditions that lead to the expected benefits. This article focuses on three conditions—competition, rational decision-making, and government oversight—that appear to be critical to the contracting process. To evaluate these conditions and their presence in human service contracting, research in two policy areas is presented—social services (Title XX) and employment and training services (Comprehensive Employment and Training Act, or CETA), as implemented in Michigan state and local government. The conclusion suggests key organizational, behavioral, and environmental factors that the pro-contracting argument overlooks.

Additional Information

Administration and Society 16 (Feb. 1985): 427-454
Language: English
Date: 1985
Public services, Contracting out,

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