Child Welfare Service Reform in Nebraska and New Public Service (NPS)
Advisor Information
Carol Ebdon
Location
MBSC 201
Presentation Type
Poster
Start Date
6-3-2020 2:00 PM
End Date
6-3-2020 3:15 PM
Abstract
Contracting-out is utilized as part of the New Public Management (NPM) reforms, which include the introduction of privatization and market mechanisms in governments. However, governments have a high probability of failing to make cost saving improvements through contracting-out if they do not have the capacity or strategies for managing the contract and network.
In 2009, the Nebraska state government introduced contracting-out mechanisms for improving performance in the area of child and family services. Five of the six contractors with the government terminated their contracts. This led to confusion in service provision. Also, the evaluations of this attempt from the legislature and public opinion were not positive (LAO, 2011; Snell, 2012). Contract failure can have a significant and negative effect on recipients of these services (Johnson & Romzek, 1999). Why does contracting-out continue to be used by governments for these types of services, despite these serious issues?
Scholars asserting the New Public Service (NPS) model claim that the core role of government is not to steer the process for public service, as the NPM asserts, but to serve citizens and to support citizens’ engagement or deliberation for effective service delivery (Mintrom, 2003; Denhardt & Denhardt, 2015; 2016). The NPS model emphasizing citizen engagement can play a role in making more balanced decisions which may pursue both efficiency and democratic values. In Nebraska’s case, there was little literature to consider citizen participation when reasons for the unexpected results of the contracting-out and its improvements were discussed.
This study regarding the case of child welfare services contracting can contribute to understanding other aspects of contracting-out overlooked by previous studies focusing on some specific exemplary cases through qualitative perspectives and methods.
Child Welfare Service Reform in Nebraska and New Public Service (NPS)
MBSC 201
Contracting-out is utilized as part of the New Public Management (NPM) reforms, which include the introduction of privatization and market mechanisms in governments. However, governments have a high probability of failing to make cost saving improvements through contracting-out if they do not have the capacity or strategies for managing the contract and network.
In 2009, the Nebraska state government introduced contracting-out mechanisms for improving performance in the area of child and family services. Five of the six contractors with the government terminated their contracts. This led to confusion in service provision. Also, the evaluations of this attempt from the legislature and public opinion were not positive (LAO, 2011; Snell, 2012). Contract failure can have a significant and negative effect on recipients of these services (Johnson & Romzek, 1999). Why does contracting-out continue to be used by governments for these types of services, despite these serious issues?
Scholars asserting the New Public Service (NPS) model claim that the core role of government is not to steer the process for public service, as the NPM asserts, but to serve citizens and to support citizens’ engagement or deliberation for effective service delivery (Mintrom, 2003; Denhardt & Denhardt, 2015; 2016). The NPS model emphasizing citizen engagement can play a role in making more balanced decisions which may pursue both efficiency and democratic values. In Nebraska’s case, there was little literature to consider citizen participation when reasons for the unexpected results of the contracting-out and its improvements were discussed.
This study regarding the case of child welfare services contracting can contribute to understanding other aspects of contracting-out overlooked by previous studies focusing on some specific exemplary cases through qualitative perspectives and methods.