By PDG Patnership for Democratic Governance OECD
This moment quantity of the Partnership for Democratic Governance sequence investigates even if contracting out center executive capabilities and companies has been conducive to ability improvement. every one case research discusses the facts and rising classes of contracting out in fragile and post-conflict occasions. The chapters contained during this ebook first seemed as contributions to the Partnership for Democratic Governance's collaborative on-line platform, PDF on-line. via this platform, clients may be able to put up reviews on dialogue papers, ship messages to the authors and simply locate ifnormation proper to the themes coated during this ebook. to hitch the PDG on-line group, please stopover at ""http://www.pdg-online.org/www.pdg-online.orgTable of content material : - Preface - Contracting out healthiness companies in Post-Conflict and Fragile occasions - classes from Cambodia, Guatemala and Liberia byWendy B. Abramson- Justice and protection as private and non-private items and companies via Eric Scheye; - Contracting out center executive features and prone in Southern Sudan via Fiona Davies - Contracting out center govt services and providers in Afghanistan by means of Seema Ghani and Netmatullah Bizhan - Rethinking the availability of Public prone in Post-Conflict States by way of Paul Collier - Contracting out middle kingdom features and companies in Fragile and Post-Conflict occasions - A Transitional association or an choice for long term supply? via Greg Ellis; - convention history - precis list of Joint AfDB-PDG convention (8-9 June 2009); - Keynote Speech through Professor Paul Collier - checklist of members
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Consider transaction costs (the cost of doing business) when making contracting decisions. 4. View contracting as a strategy to improve or increase service delivery access and performance, not just as a way to reduce costs, which is not always the case. 5. Consider public sector capacity-building needs in the contracting process. 6. Ensure providers develop the capacity to serve as contractors. 7. Consider a competitive bidding process if more than one viable provider is available. 8. Ensure transparency in the contracting process, including ensuring that provider selection is apparent.
A contract may allow an NGO to realise one or more of these motivations. In the case of service delivery NGOs in Guatemala, Cambodia and Liberia, contracts were seen primarily as mechanisms to strengthen ties with the communities9 and fulfil the NGOs’ social mission of providing services to underserved populations. 10 The service delivery NGOs also wanted to obtain the formal government recognition that a contract would bestow upon their organisation. Lessons learned High-level government leadership and stakeholder involvement are essential for successful contracting out to the non-government sector.
And W. , Bethesda, MD. , et al. pdf). Brinkerhoff, DW. , Bethesda, MD. Eldridge, C. and N. Palmer (2009), “Performance Based Payment: Some Reflections on the Discourse, Evidence and Unanswered Questions”, Health Policy and Planning 24(3): 160-166. England, R. (2004), Experiences of Contracting with the Private Sector: A Selective Review, Health Systems Resource Centre, Department for International Development, London. CONTRACTING OUT GOVERNMENT FUNCTIONS AND SERVICES – © OECD 2009 41 I. CONTRACTING OUT HEALTH SERVICES IN POST-CONFLICT AND FRAGILE SITUATIONS Hill, PS.