HR Green ASD for Local Governments Handbook - Executive Summary User Manual
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Table of contents
Document Outline
- CHAPTER 1. INTRODUCTION
- Kurt Thurmaier
- Purpose
- Definitions of terms
- Outsourcing-Contracting Out (Chapter 2: Alicia Schatteman)
- Managed Competition (Chapter 3: Kimberly Nelson)
- Interlocal Agreements (Chapter 4: Heidi Koenig)
- Service Consolidation (Chapter 5: Katherine Piker and Craig Maher)
- Public-Private Partnerships (Chapter 5: Gerald Gabris)
- Methodology
- Layout of book
- CHAPTER 2: OUTSOURCING-CONTRACTING OUT Alicia Schatteman
- Why consider Contracting or Outsourcing?
- Figure 1:
- What we learned from a survey of recent research:
- What we learned from the focus group discussions:
- o Even consideration of outsourcing may bring up fear and resistance from employees.
- o The skills and capacity must exist to manage the contracts and the necessary investment to deliver public goods and services by contract with an outside vendor.
- o Outsourcing must be married with the capacity of the organization to ensure success. In particular, staff needs to be well skilled in managing the performance of contracts.
- o Contracting in and of itself should have a financial benefit, but this may not be the primary benefit. There could also be political reasons to consider alternative service delivery as the public pressures elected officials and managers to control c...
- o Outsourcing also has the potential to expand or improve existing services that just would not be possible to replicate in-house at the same or lower price. This is particularly true for outsourcing of legal and technology services.
- o Many municipalities spoke about either seizing a window of opportunity with strong political will and public support combined with management’s interest and abilities.
- o Other municipalities didn’t wait for a window of opportunity but rather deliberately sought out supporters for the idea and expanded support over time through influential leaders internally and externally. Managers would be hired with this goal in m...
- o Just like with any innovation, there are early adopters as well as more latent adopters who may pursue reform more slowly.xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
- Readiness checklist for contracting out:
- Is there a window of opportunity to explore alternative service delivery reforms?
- Does your organization have the necessary contracting capacity: the number and skill level of staff to administer and monitor contracts with private and nonprofit firms?
- Do elected officials have the necessary political will to increase service quality by investigating alternative service delivery option?
- Can managers and staff effectively communicate with the various stakeholders throughout the outsourcing process?
- Has the municipality done a complete risk assessment of outsourcing; both in terms of time and cost of managing the contract as well as the risk of bringing that service back in-house if necessary?
- CHAPTER 3: MANAGED COMPETITION Kimberly Nelson
- CHAPTER 4: INTERLOCAL AGREEMENTS Heidi Koenig
- CHAPTER 5: SERVICE CONSOLIDATION Katherine Piker and Craig Maher
- Why consider service consolidation?
- What we learned from a survey of recent research:
- What we learned from the focus group discussions:
- Readiness checklist for service consolidation:
- CHAPTER 6: PUBLIC-PRIVATE PARTNERSHIPS Gerald Gabris
- Why consider Public-Private Partnerships?
- What we learned from a survey of recent research:
- What we learned from the focus group discussions:
- Readiness checklist for P3:
- CHAPTER 7. ORGANIZATIONAL READINESS FOR ALTERNATIVE SERVICE DELIVERY Kurt Thurmaier
- Organizational Culture Matters
- Strategic Decisions for Community Services