The Impact of Different Public Contracting Management Models on the Inputs and Outcomes of Local Public Services

Abstract

Many empirical studies have found that local public contracting reduces the inputs and outcomes of public services. However, few studies have examined what factors are associated with such inputs and outcomes. To address the limitation, this study conceptualizes two competing contracting management models (competitive and cooperative) and empirically tests the associations between these contracting approaches and service inputs and outcomes. The findings report that while local governments using competitive contracting elements have lower service inputs through reduced local operating expenditures and part-time employment; cooperative contracting elements do not necessarily produce enhanced service outcomes.