Since the 1980s, the language used around market-based government has muddied its meaning and polarized its proponents and critics, making the topic politicized and controversial. Competition, Choice, and Incentives in Government Programs hopes to reframe competing views of market-based government so it is seen not as an ideology but rather as a fact-based set of approaches for managing government services and programs more efficiently and effectively.
John M. Kamensky is a senior fellow at the IBM Center for the Business of Government and an associate partner with IBM Business Consulting Services. He is the co-editor of Managing for Results 2002, Collaboration: Using Networks and Partnerships, and Managing for Results 2005. Albert Morales is managing partner of the IBM Center for the Business of Government and vice president for IBM's Business Consulting Services Public Sector Strategy and Change Practice. He is the co-editor of Managing for Results 2005.
Part 1 I. Overview Chapter 2 1. Creating a Market-Based Government Using Competition, Choice, and Incentives Part 3 II. Market-Based Service Delivery Chapter 4 2. Moving Toward Market-Based Government: The Changing Role of Government as the Provider Chapter 5 3. International Experience Using Outsourcing, Public-Private Partnerships, and Vouchers Chapter 6 4. Competitive Sourcing: What Happens to Federal Employees? Chapter 7 5. Implementing Alternative Sourcing Strategies: Four Case Studies Chapter 8 6. Market-Based Sourcing: Lessons Learned and Results Achieved Part 9 III. Market-Based Internal Government Services Chapter 10 7. Entrepreneurial Government: Bureaucrats as Businesspeople Chapter 11 8. Franchise Funds in the Federal Government: Ending the Monopoly in Service Provision Part 12 IV. Market-Based Regulation Chapter 13 9. Designing Competitive Bidding for Medicare Chapter 14 10. New Tools for Improving Government Regulation: An Assessment of Emissions Trading and Other Market-Based Regulatory Tools