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Neither public nor private: The efficacy of mixed model public service delivery in two C anadian municipalities
Author(s) -
Ohemeng Frank L. K.,
Grant John K.
Publication year - 2014
Publication title -
canadian public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.361
H-Index - 26
eISSN - 1754-7121
pISSN - 0008-4840
DOI - 10.1111/capa.12090
Subject(s) - service delivery framework , bureaucracy , business , public sector , constraint (computer aided design) , competition (biology) , corporate governance , private sector , service (business) , public administration , public economics , economics , marketing , finance , economic growth , political science , engineering , politics , mechanical engineering , ecology , economy , law , biology
The New Public Management emerged in the 1980s, and with it, alternative service delivery ( ASD ) mechanisms, which removed service delivery from the public bureaucracy and separated policy making from policy implementation. Most western governments implemented measures including privatization or contracting out of service delivery to the private sector. By the mid‐1990s, many governments started reversing ASD policies and sought new ways to deliver services, leading to a mixed model approach to service delivery, which combines the benefits of the public and private sectors. We examine the adoption of the model in the C anadian municipalities of Hamilton and Ottawa to determine if and how it enhances competition, cost‐savings, efficiency, effectiveness, and good governance in the delivery of public services, during an era of fiscal constraint. Our findings indicate the model is better in enhancing the five variables when compared to solely public or private services delivery.