000			01898naa a2200193uu 4500
001			7221
003			OSt
005			20190211154228.0
008			020924s2005 xx ||||gr |0|| 0 eng d
100	1		_aROMZEK, Barbara S _99156
245	1	0	_aEffective contract implementation and management : _ba preliminary model
260			_c2002
520	3		_aUsing data derived from an initial case of state contracting for social services for the elderly, this article builds a theoretical model to explain variations in the effectiveness of the implementation and management of state contracts. Contracts for complex social services often present unforeseen challenges and administrative consequences that make for difficult transitions for both the state agencies and their nongovernmental contractors. We expect that these challenges can compromise the effectiveness of contract implementation and management. A preliminary test, based on the original case plus four additional cases of contracting requires an extraordinary amount of advance planning, negotiation, and on-going collaboration among contracting partners. Our results indicate that contract implementation and management effectiveness can be enhanced by competition among providers, resource adequacy, performance measurement planning, training for state contract managers, careful evaluation of contractors' staff and financial management capacities, and the presence of a sound rationale for the reform. Effectiveness can be undermined by contracting with agencies that also advocate for their clientele groups, by complex subcontractor relationships, and by risk shifting to the contractors
700	1		_aJOHNSTON, Jocelyn _916730
773	0	8	_tJournal of Public Administration Research and Theory _g12, 3, p. 423-453 _d, 2002 _w
942			_cS
998			_a20020924 _bLucima _cLucimara
998			_a20060512 _b1154^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c7376 _d7376
041			_aeng