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Journal articles on the topic 'Competitive Tendering and Contracting (CTC)'

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Published: 4 June 2021

Last updated: 11 February 2022

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1

Griffiths, Bryn. "Client and contractor roles in a changing local government environment." Local Economy: The Journal of the Local Economy Policy Unit 4, no. 3 (November 1989): 177–83. http://dx.doi.org/10.1080/02690948908725994.

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The advent of Compulsory Competitive Tendering (CCT)1 exposes large swathes of local authority services to private sector competition. The challenge facing those in local government who wish to protect in-house services is how to adjust to a new commercial contracting culture without losing the values of public service. The Audit Commission argues that such a culture requires a hard split between the Council as a client, who sets service standards and ensures value for money and its contractor side that concerns itself with performing to standard and price. This article looks at both the legal and operational impetus for such a client-contractor split, from a DSO (Direct Service Organisation) perspective, and examines the strategic issues raised for local authority reorganisation.

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2

Vincent-Jones, Peter. "The limits of contractual order in public sector transacting." Legal Studies 14, no. 3 (November 1994): 364–92. http://dx.doi.org/10.1111/j.1748-121x.1994.tb00509.x.

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Contract is playing an increasingly important part in the restructuring of the public sector in Britain in the 1990s. The direct providing role of the state is being reduced through the ‘contracting out’ of ancillary and core services in the NHS, central and local government, whilst the policy aim of increasing the efficiency of public sector management involves contract in the operation of internal markets, the creation of specialist agencies with clearly defined functions and responsibilities, the devolution of financial responsibility to budget-holding business units operating in internal trading relationships, and the exposure of internal workforces to private sector competition through compulsory competitive tendering (CCT). However, the widespread adoption of a common ‘language of contract’ to describe processes occurring in these different contexts disguises a variety of meanings and functions.

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3

Keleher, Helen, and Kerreen Reiger. "Tensions in maternal and child health policy in Victoria: looking back, looking forward." Australian Health Review 27, no. 2 (2004): 17. http://dx.doi.org/10.1071/ah042720017.

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Helen Keleher is Associate Professor in the School of Health and Social Development, Deakin University.Kerreen Reiger is Associate Professor in the School of Social Sciences, La Trobe University.Since the late 1980s, Maternal and Child Health Services (MCHS) in Victoria have undergone significant change. This paper provides an historically-informed analysis of the complex intersection of policy, administrative restructuring and stakeholder interests. It draws on and extends the authors' previous research into MCH Service policy directions and administration, including the impact of Compulsory Competitive Tendering (CCT) on MCH nurses in the 1990s. Historically there has been little explicit debate about either organisational arrangements, or the policy objectives of the MCHS. The dominant focus on health surveillance of infants never adequately reflected nurses' wider role in the community and was not consistent with a wider social model of health. Tensions between professional, consumer and administrative stakeholders became heightened by the implementation of the 1990s neoliberal political agenda. During this period, when restructuring linked funding to service delivery through tendering arrangements, apolitical and policy settlement further institutionalised surveillance as the basis of the MCHS. The restructured Service has remained constrained by the dominance of health surveillance as the primary program goal even after more varied contracting arrangements replaced CCT. Although recent initiatives indicate signs of hange, narrow surveillancebased guidelines for Victorian MCH Services are not consistent, we argue, with recent early years of life policy which calls for approaches derived from socio-ecological models of health.

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4

Holum, Marthe Liss. "How does competitive tendering and contracting affect satisfaction with municipal health and care services?" International Review of Administrative Sciences 84, no. 3 (June 30, 2016): 520–38. http://dx.doi.org/10.1177/0020852316630391.

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In this article, an investigation is made into the relationship between competitive tendering and contracting and satisfaction with health and care services in Norwegian municipalities. There is an ongoing public debate concerning privatization and contracting as a way of providing municipal services. Several studies suggest improved productivity, as well as service quality, as a result. Based on public choice and property rights theories, public organizations are argued to be inefficient. Thus far, we have little knowledge about the effects of competitive tendering and contracting on citizens’ evaluations of the services exposed to competitive tendering and contracting. To explore this, data from the Norwegian Citizen Study, covering over 35,000 individuals, are employed. The findings show that citizens and users are more satisfied with health and care services that are subject to competitive tendering and contracting compared to those provided solely by the public sector. Points for practitioners The findings of this article encourage the competitive tendering and contracting of health and care services. A positive relationship is found between competitive tendering and contracting and satisfaction with these services. Findings provide support for arguments made in Scandinavian evaluations; the introduction of competition and contracting is argued to increase municipal focus on service quality and increase service-oriented care, and is suggested as representing an improvement in attention to the ‘secondary needs’ of residents. This is especially important for public managers in social-democratic countries where the use of competitive tendering and contracting is still a controversial topic.

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5

Quiggin, John. "Contracting Out: Promise and Performance." Economic and Labour Relations Review 13, no. 1 (June 2002): 88–104. http://dx.doi.org/10.1177/103530460201300105.

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In this paper, it is argued that the benefits of competitive tendering and contracting have been overestimated, and that many of the apparent benefits actually reflect transfers rather than efficiency gains. Moreover, if arrangements for competitive tendering and contracting yield an inappropriate allocation of risk, such policies can reduce welfare rather than enhancing it as is commonly claimed. A number of case studies are presented to illustrate the latter proposition. Finally, some recommendations are presented for improvements in policy with respect to competitive tendering and contracting.

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6

Sciulli, Nick. "Competitive Tendering and Contracting Within Australian Universities." Journal of Higher Education Policy and Management 19, no. 2 (November 1997): 167–74. http://dx.doi.org/10.1080/1360080970190207.

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7

King, Stephen P. "Competitive Tendering and Contracting Out: An Introduction." Australian Economic Review 27, no. 3 (July 1994): 75–78. http://dx.doi.org/10.1111/j.1467-8462.1994.tb00850.x.

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8

Rimmer, Stephen J. "Competitive Tendering and Contracting: Theory and Research." Australian Economic Review 27, no. 3 (July 1994): 79–85. http://dx.doi.org/10.1111/j.1467-8462.1994.tb00851.x.

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9

Hodge, Graeme A. "Competitive Tendering and Contracting out: Rhetoric or Reality?" Public Productivity & Management Review 22, no. 4 (June 1999): 455. http://dx.doi.org/10.2307/3380930.

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10

Pancharatnam, Kuru. "‘Contestability’ in Competitive Tendering and Contracting: A Critique." Economic and Labour Relations Review 10, no. 1 (June 1999): 56–72. http://dx.doi.org/10.1177/103530469901000104.

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11

Auuch, Chris, and Mike Reynolds. "COMPETITIVE TENDERING AND CONTRACTING OUT: GUEST EDITORS‘ INTRODUCTION." Australian Journal of Public Administration 52, no. 4 (December 1993): 397–400. http://dx.doi.org/10.1111/j.1467-8500.1993.tb00294.x.

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12

Quiggin, John. "Competitive Tendering and Contracting in the Australian Public Sector." Australian Journal of Public Administration 55, no. 3 (September 1996): 49–57. http://dx.doi.org/10.1111/j.1467-8500.1996.tb01222.x.

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13

Kerley, Richard, and Douglas Wynn. "Competitive tendering — the transition to contracting in Scottish local authorities∗." Local Government Studies 17, no. 5 (September 1991): 33–51. http://dx.doi.org/10.1080/03003939108433596.

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14

Domberger, Simon, and Stephen Rimmer. "Competitive Tendering and Contracting in the Public Sector: A Survey." International Journal of the Economics of Business 1, no. 3 (January 1994): 439–53. http://dx.doi.org/10.1080/758536232.

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15

Rimmer, Stephen J. "COMPETITIVE TENDERING, CONTRACTING OUT AND FRANCHISING: KEY CONCEPTS AND ISSUES." Australian Journal of Public Administration 50, no. 3 (September 1991): 292–302. http://dx.doi.org/10.1111/j.1467-8500.1991.tb02288.x.

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16

SZYMANSKI, STEFAN, and SEAN WILKINS. "Cheap Rubbish? Competitive Tendering and Contracting Out in Refuse Collection - 1981-88." Fiscal Studies 14, no. 3 (August 1993): 109–30. http://dx.doi.org/10.1111/j.1475-5890.1993.tb00489.x.

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17

Lee, Tim, and Peter Moylan. "ACTU View of the Industry Commission Report on Competitive Tendering and Contracting." Australian Journal of Public Administration 57, no. 2 (June 1998): 115–20. http://dx.doi.org/10.1111/j.1467-8500.1998.tb01392.x.

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18

Steane, P. D., and D. H. T. Walker. "Competitive tendering and contracting public sector services in Australia – a facilities management issue." Facilities 18, no. 5/6 (May 2000): 245–55. http://dx.doi.org/10.1108/02632770010328144.

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19

Barnes, Natalie, and Brian Dollery. "An Economic Evaluation Of Contracting Out And Competitive Tendering In Australian Local Government." Urban Policy and Research 15, no. 2 (June 1997): 115–28. http://dx.doi.org/10.1080/08111149708551510.

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20

Colling, Trevor. "Contracting Public Services: the Management of Compulsory Competitive Tendering In Two County Councils." Human Resource Management Journal 3, no. 4 (June 1993): 1–15. http://dx.doi.org/10.1111/j.1748-8583.1993.tb00319.x.

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21

Straub, Ad. "COST SAVINGS FROM PERFORMANCE‐BASED MAINTENANCE CONTRACTING." International Journal of Strategic Property Management 13, no. 3 (September 30, 2009): 205–17. http://dx.doi.org/10.3846/1648-715x.2009.13.205-217.

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New procurement approaches combined with performance‐based building approaches should reduce costs, but empirical qualitative and quantitative studies are lacking. Performance‐based maintenance contracts give maintenance suppliers incentives to improve their way of working. Innovative, cost‐effective solutions that meet the performance criteria can be achieved, especially if the principle of whole‐life costing is being adopted. Indirect cost savings are expected as well. It enables maintenance contractors to assume responsibility for certain activities for which they are better equipped to perform than their clients. A calculation model was developed that calculates the net present value of the direct (product) and indirect (transaction) costs at project level for a competitive maintenance tendering approach and for performance‐based maintenance contracts. The findings show that performance‐based maintenance contracts reduce both direct and indirect costs compared to a competitive tendering approach. Essential preconditions are an early supplier involvement and longer term contracts, giving opportunities for maintenance product and maintenance process improvements. Santruka Nauji pirkimo būdai, derinami su subalansuotos statybos būdais, turetu mažinti išlaidas, tačiau trūksta empiriniu kokybiniu ir kiekybiniu tyrimu. Veiklos rezultatais pagristos priežiūros su tar tys skatina priežiūros paslaugas siūlančias bendroves tobulinti savo darbo būdus. Galimi no vatoriški, taupūs sprendimai, tenkinantys rezultatyvios veiklos kriterijus, ypač taikant viso naudojimo laiko išlaidu (angl. whole‐life costing) principa. Tikimasi sumažinti ir netiesiogines išlaidas. Priežiūra atliekantiems rangovams tai leidžia prisiimti atsakomybe už tam tikra veikla, kuriai vykdyti jie turi daugiau priemoniu nei ju klientai. Sukurtas skaičiavimo mo de lis, kuri taikant apskaičiuojama viso projekto tiesioginiu (produktas) ir netiesioginiu (sandoris) sa nau du dabartine grynoji verte (NPV), kai vykdomas priežiūros darbu pirkimo konkursas ir kai sudaromos veiklos rezultatais pagristos priežiūros sutartys. Rezultatai rodo, kad, lyginant su pirkimo konkursais, veiklos rezultatais pagristos priežiūros sutartys mažina ir tiesiogines, ir netiesiogines išlaidas. Būtinos salygos ‐ itraukti i priežiūros vykdyma tiekeja ankstyvuosiuose etapuose ir sutartis sudaryti ilgesniam terminui, suteikiant galimybiu tobulinti produkta ir priežiūros procesa.

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22

Corden, Simon. "The Australian Government's Industry Commission Examines Competitive Tendering and Contracting by Public Sector Agencies." Public Administration Review 57, no. 2 (March 1997): 182. http://dx.doi.org/10.2307/977067.

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23

Merkert, Rico, John Preston, Maria Melkersson, and Heike Link. "Workshop 2 report: Competitive tendering and other forms of contracting-out: Institutional design and performance measurement." Research in Transportation Economics 69 (September 2018): 86–96. http://dx.doi.org/10.1016/j.retrec.2018.08.002.

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24

Fredriksson, Sami, Olli Hyvärinen, Mikko Mattila, and Hanna Wass. "The Politics of Competitive Tendering: Political Orientation and Attitudes towards Contracting Out among Finnish Local Politicians." Local Government Studies 36, no. 5 (October 2010): 637–54. http://dx.doi.org/10.1080/03003930.2010.506977.

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25

Osborne, Matthew. "Competitive Tendering and Contracting, and Auditing: The Implications of the High Court Judgment in Esanda Finance." Australian Journal of Public Administration 57, no. 1 (March 1998): 49–54. http://dx.doi.org/10.1111/1467-8500.00005.

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26

Osborne, Matthew. "Competitive Tendering and Contracting, and Auditing: The Implications of the High Court Judgment in Esanda Finance." Australian Journal of Public Administration 57, no. 1 (March 1998): 49–54. http://dx.doi.org/10.1111/j.1467-8500.1998.tb01363.x.

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27

Bolton, P. "Grounds for dispensing with public tender procedures in Government Contracting." Potchefstroom Electronic Law Journal/Potchefstroomse Elektroniese Regsblad 9, no. 2 (July 10, 2017): 1. http://dx.doi.org/10.17159/1727-3781/2006/v9i2a2822.

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The Constitution of the Republic of South Africa1 provides that organs of state must comply with five principles when procuring goods or services: procurement procedures must be fair, equitable, transparent, competitive and cost-effective. In short, this means that organs of state should make use of competition when procuring goods or services. They should shop around and attract the maximum number of contractors who will participate in such competition. The aim should be the attainment of value for money, meaning, public money should be spent in an effective and efficient manner. Those who participate in competitions should also be treated fairly and without bias. In principle, no preferences should be afforded to different contractors; all contracting parties should have equal access to competition; some contractors should not be afforded more time for the preparation and submission of quotes or tenders than others; and the same information should be made available to all contracting parties. Government procurement procedures should further be transparent, meaning public or open. Thus, organs of state should not contract behind closed doors – government contracts should, as a rule, be advertised. Depending on the nature and value of a particular contract, the use of a public call for tenders is generally the best way to ensure compliance with theprinciples in the Constitution. By nature, a pubic call for tenders is open, it assists in the prevention of fraud and favouritism, and it ensures that the maximum number of contractors is approached to compete for a contract. Organs of state can also compare prices and quality and can contract with whoever offers the best deal. Most legislation therefore proceeds on the basis that procurement takes place by way of tendering. Generally, contracts above R200 000 are subject to public tender procedures. In certain instances, however, a public call for tenders may be inappropriate regardless of the high value of the contract. For this reason, exceptions are provided for in legislation. Since tendering, however, is generally the best way to ensure compliance with all the principles in the Constitution, it is important for there to be sufficient guidance on the non-use of tender procedures. Proper guidance will, to a large extent, ensure uniformity and transparency in government procurement procedures which will, in turn, assist in the combating of corruption. In this article, attention is given to the legislation that provides for exceptions to the use of tendering at all three levels of government. Recommendations are then made as to how some of the legislative provisions should be interpreted in order to align them with the principles in the Constitution. In doing so, reference is made to a number of international instruments dealing with government procurement and specifically, the non-use of tender procedures.

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28

Kavanagh, Peter. "A case for negotiated performance-based contracting rather than competitive tendering in government public transport (bus) service procurement." Research in Transportation Economics 59 (November 2016): 313–22. http://dx.doi.org/10.1016/j.retrec.2016.06.006.

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29

Mesquita, Adriana de Sá, and Silvia Pereira Ferreira. "Fortalecer o serviço público e valorizar a cidadania: a opção australiana." Revista do Serviço Público 48, no. 3 (February 24, 2014): 36–61. http://dx.doi.org/10.21874/rsp.v48i3.388.

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O artigo analisa o processo de reforma administrativa empreendida na Austrália ao longo das décadas de 70-80, destacando duas de suas principais tendências: o fortalecimento da “Função Executiva Superior”e a valorização da cidadania. Nele são descritos os princípios básicos norteadores da reforma ao longo dos anos 70, bem como, os objetivos visados com a segunda fase das reformas executadas a partir da década de 80, implementadas por governos trabalhistas. Destaca-se a organização e o funcionamento do sistema das Agências de Ombudsmen e dos Comissários de Contas responsáveis pela fiscalização e gestão orçamentária. A seguir, são descritas algumas das ações encaminhadas pela Public Service Commission (PSC) no sentido de aperfeiçoar o gerenciamento e o melhor desempenho dos recursos humanos, destacando a introdução do importante conceito de Novo Profissionalismo, assentado em valores como responsabilidade para com o governo, foco nos resultados, mérito como valor básico, altos níveis de integridade e probidade na conduta, desempenho com accountability e melhoramento contínuo do desempenho das equipes e indivíduos. Outro importante instrumento analisado é o Human Resource Management, através do qual as autoridades australianas introduziram novas práticas como negociação no local de trabalho, plano de oportunidades igualitárias no local de trabalho e o plano de treinamento e especialização. Para finalizar, o artigo enfoca a política de contratualização de serviços públicos adotada na Austrália — os Competitive Tendering and Contracting, evidenciando os fatores indutores da adoção desta nova prática de gestão.

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30

Main, Jonathon. "Playing in the Sandpit Together Alone." Cosmopolitan Civil Societies: An Interdisciplinary Journal 4, no. 1 (March 12, 2012): 26–51. http://dx.doi.org/10.5130/ccs.v4i1.2345.

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The community services sector is the largest provider of non-profit human services in Australia. This sector has experienced considerable growth as a consequence of public policy and sector reforms introduced by successive governments over the past two decades. These reforms have seen the introduction of private sector managerialist agendas, outsourcing of government services and competitive tendering processes. As the community sector has grown governments have sought to consolidate program funding mechanisms, simplify contracting out arrangements and encourage collaboration and formal partnerships through national tender processes. In recent years there has been significant evidence of governments actively encouraging formal intrasectoral partnerships and consortia in program tenders. While there is a considerable body of overseas and national literature on partnerships and collaboration, the predominant focus is on intersectoral relationships such as public-private partnerships between government and the business sector or government contracted services to the community sector. This research responds to a call for more local research on partnerships and collaboration in the Australian community service sector. A case study approach was used to examine the key drivers of intrasectoral partnership and collaborative practice in the context of the literature within business, government and community sectors. The study found prior interactions between organisations significantly influenced whether these drivers were viewed as strong, weak or ambiguous. The findings contribute to the understanding of intrasectoral partnerships and collaboration in the community sector in that prior relationships understood as parallel (i.e. disengaged) or cooperative in nature, can be predictive of potential partnership relationships and outcomes.

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31

Walters, Jackie, and Gert Heyns. "Problems with the implementation of bus transport contracting in South Africa." Journal of Transport and Supply Chain Management 6, no. 1 (November 26, 2012). http://dx.doi.org/10.4102/jtscm.v6i1.30.

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South Africa has had a policy of competitive tendering for the provision of public transport services (subsidised commuter bus services) since the mid-1980s. Although this policy approach was conceptualised by the previous government, prior to the transfer of political power in 1994, it was reaffirmed in a 1996 White Paper on National Transport Policy. Despite the nearly 25 years that have passed since the intention to tender services, only about 32% of the subsidy budget is currently spent on some form of contracting. The majority of services are still operated on authorisations (interim contracts) which formalised services that operators were operating pre-1994. The purpose of this paper is to analyse the reasons why public transport contracting policy progress has been so slow in South Africa. The paper relies on an extensive study that was conducted regarding policy implementation obstacles in general, as well as a questionnaire survey among the subsidised commuter bus operators to solicit their views on the reasons for the delay in the implementation of the contracting system in the country. The findings of the survey indicate that the major issues hindering the implementation of the contracting system are to be found in a lack of funding, lack of capacity to implement policy and major operational issues in the permit offices.

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32

Buckingham, Janice, Paula Olexiuk, Terra Nicolay, and Lawna Hurl. "Tendering and Purchasing Law in Upstream Oil, Gas, and Oilsands: The Competitive Bidding Process and Obligations When Contracting for Work." Alberta Law Review, January 1, 2010, 497–528. http://dx.doi.org/10.29173/alr192.

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This article provides owners, and particular oil, gas, and oilsands producers, with an overview of various procurement processes and specific suggestions on how owners can structure such processes, draft tender documents to meet their goals, and avoid the liability that often arises out of the tendering process. In particular, the scale and cost of oil, gas, and oilsands projects, as well as the change in market conditions, raise new issues in the procurement context that owners should consider. The article concludes with a discussion of joint ventures, the Companies’ Creditors Arrangement Act process, and project liability.

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