Smart Contracting For Local Government Services

Privatization of local government is making headlines throughout the world. Scottsdale, Arizona, contracts for fire protection; Baltimore, to run nine city schools; and Chicago and Philadelphia for a range of services from janitors to recreational facilities. The United Kingdom, New Zealand, and Australia have arguably gone further than the United States. But much of the debate on contracting has been high on politics, philosophy, and emotion with little attention to practical issues of how to do contracting well. The book shifts the debate away from the politics and rhetoric to the practicalities and realities of contracting.

The book is concerned with four issues—the role of contracting in government, the appropriateness of different contracting strategies, the process of contracting, and who does the contracting. Drawing on examples in the United States and the United Kingdom, the author considers the historical and cultural context of contracting, where contracting works and where it doesn't, the features of smart contracting, and the conditions that are conducive to smart contracting. The book provides an invaluable guide to those concerned with the practicalities of contracting.

Shifts the debate on contracting away from politics and rhetoric to the practicalities and realities of contracting.

Booknews

Identifies four features of successfully privatizing local public services as a strategic approach, technical competence, information, and independence; and four factors that can either promote or constrain success as politicization, devolution, organizational culture, and the influence of the media. Compares the US and British experiences and provides case studies of Los Angeles, Indianapolis, New York, and Milwaukee. Lavery is chief executive officer of Newcastle-Upon-Tyne, England. Annotation c. Book News, Inc., Portland, OR (booknew.com)

KEVIN LAVERY is currently the chief executive of the City of Newcastle-upon-Tyne in Great Britain.