*Names in bold indicate Presenter
Using adaptations of the frameworks proposed by Bozeman (2007, 2002), this paper presents evidence on public service delivery and contract management in the larger context of public values. The interactions of service delivery and public values are complicated by government contracts and other third-party dynamics. Our interest in this paper is to examine specific relationships between government contract management and targeted public values such as accountability, and the “common good.” To address our questions, we use primary data gathered from an original national survey and interviews with public managers from federal, state, and local agencies. Our analysis will provide insights into the perspectives of government contract managers on contracts and their impacts on targeted public values.
The paper will also address an additional special case of public value dynamics in the contracting arena: subcontracting. Despite the associated complexities, subcontractors play an integral role in service provision; their impacts on program effectiveness can be profound. Continuing our multi-method design, we will examine the effects of subcontracting and indirect oversight for accountability on citizen/public value, with a focus on information exchange, transparency, and service effectiveness. Included are descriptive analysis of subcontractor dynamics and formal testing of relationships between subcontracting and selected public values.