In this Book

The Responsible Contract Manager
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summary
Contract management is a critical skill for all contemporary public managers. As more government duties are contracted out, managers must learn to coordinate and measure the performance of private contractors, and to write contract requirements and elicit

Table of Contents

  1. Cover
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  1. Frontmatter
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  1. Contents
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  1. List of Figures
  2. pp. ix-x
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  1. Preface
  2. pp. xi-xiv
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  1. Acknowledgments
  2. pp. xv-xvi
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  1. Part I: The Basics
  2. pp. 1-2
  1. 1. Defining Contracting and Contract Management
  2. pp. 3-22
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  1. 2. What Are the Public Ethics of Contracting?
  2. pp. 23-39
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  1. 3. What Is Network Management?
  2. pp. 40-59
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  1. 4. Ensuring Accountability and Democratic Representation in Government Contracting
  2. pp. 60-88
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  1. Part II: When Do You Contract, When Don’t You Contract, and How Do You Find the Right Contractor?
  2. pp. 89-90
  1. 5. When Should You and When Shouldn’t You Contract Out?
  2. pp. 91-103
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  1. 6. How Do You Find the Right Contractor?
  2. pp. 104-118
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  1. Part III: How Do You Manage Contractors?
  2. pp. 119-120
  1. 7. Managing Contracts: The Skills You Need and What Can Go Wrong—Twenty Common Problems in Contracting
  2. pp. 121-144
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  1. 8. Performance Measurement and Performance Management
  2. pp. 145-156
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  1. Part IV: Case Studies in Contracting
  2. pp. 157-158
  1. 9. When Not to Contract: The U.S. Military and Iraq
  2. pp. 159-168
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  1. 10. When Contracting Really Works: Welfare-to-Work in Philadelphia
  2. pp. 169-186
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  1. 11. When Contracting Really Doesn’t Work: Atlanta’s Water Contract
  2. pp. 187-200
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  1. Part V: Conclusions
  2. pp. 201-202
  1. 12. Contracting, Representative Democracy, and Public Ethics
  2. pp. 203-216
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  1. References
  2. pp. 217-232
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  1. Index
  2. pp. 233-240
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