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Alternatives to Privatization and Assessing Contracts

Alternatives to Privatization and Assessing Contracts. October 5, 2004. Choosing Between Public and Private Provision. Natural Monopolies Decreasing Costs Externalities Inability to Charge Users or to Exclude Nonpayers Merit Goods. Private Sector as Buyer. Government as Producer.

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Alternatives to Privatization and Assessing Contracts

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  1. Alternatives to PrivatizationandAssessing Contracts October 5, 2004

  2. Choosing Between Public and Private Provision • Natural Monopolies • Decreasing Costs • Externalities • Inability to Charge Users or to Exclude Nonpayers • Merit Goods

  3. Private Sector as Buyer Government as Producer Private Sector as Producer Government as Buyer Public and Private Sectors as Buyers and Producers Railway transport Water supply Housing Education Housing Taxi rides Compulsory education Law courts Police and armed forces Road construction Schoolbooks Professional services

  4. Alternatives to Privatization • Back to the Government • Government Vending • Intergovernmental Agreement • Contracts • Regulated Franchises

  5. Alternatives to Privatization • Grants • Vouchers • Free Market • Consumer Cooperatives • Self-Service

  6. The Magic Bullet • Influences by: • Government • Business • Foundations • Individuals • How do NPOs/NGOs try to counter this? • What is value-added by having NPOs/NGOs as producers?

  7. Public-Private Partnerships – More Examples • U.S. Government and Faith-Based and Community Initiatives • Conservation Coffee Alliance • The Role of NGOs in Basic Education in Africa

  8. Types of U.S. Federal Grants • Discretionary Grants – awarded by an agency of the Federal government • Formula or Block Grants – federal dollars given to states, cities or counties for them to distribute

  9. Discussion from Readings • Privatization • Grants/contracts with NPOs/NGOs • Reinventing Government

  10. Assessing Contracts • Logical Framework • Logic Model • Hierarchy of Results

  11. Uses of Evaluation • Judge merit or worth • summative, accountability, audits, accreditation/licensing • Improve program • formative, continuous improvement, learning organization, quality improvement, effective management • Generate knowledge • generalizations about effectiveness, policy making, scholarly publishing, synthesis of patterns across programs, extrapolation of principles, theory building

  12. NARRATIVE SUMMARY MEANS OF VERIFICATION INDICATORS ASSUMPTIONS GOAL PURPOSE OUTPUTS INPUTS The Logical Framework

  13. NARRATIVE SUMMARY MEANS OF VERIFICATION INDICATORS ASSUMPTIONS GOAL PURPOSE COMPONENTS ACTIVITIES Horizontal Logic of the Logframe

  14. Definitions • Logic model: a simple flow diagram of how a program is meant to work • Inputs: factors/resources used by programs to conduct activities and achieve objectives • Activities/processes: what a program does with its inputs • Outputs: products of activities • Outcomes: impact of service on participant’s life • Outcome indicators: information used to determine if outcome is achieved

  15. PLANNING EVALUATION Focus, Collect data, Analyze and interpret, Report Logic Model OUTPUTS OUTCOMES INPUTS ACTIVITIES Programmatic investments or resources What the program does Products of what it does Short, intermediate, longer term, impact

  16. The Logic Model If these benefits to participants are achieved, then certain longer term changes in beneficiaries’ circumstances, organizations, communities, or systems might be expected to occur If youaccomplish your planned activities to the extent you intended, then your participants will benefit in specific ways. If you accomplish your planned activities, then you will hopefully deliver the amount of product and/or service that you intended If you have access to them, then you can use them to accomplish your planned activities Certain resources are needed to operate your program Resources /Inputs Activities Outputs Outcomes Impact Your planned Work Your Intended Results This chart is adopted from “Logic Model Development Guide”, W.K. Kellogg Foundation, December 2001

  17. Logic Model – Another View Impacts IF participants have these changes in knowledge, attitudes or skills THEN they will have these changes in being. Outcomes IF a project produces these outputs THEN participants will have these changes in knowledge, attitudes or skills. Outputs IF a project provides these activities THEN it can produce these outputs. Activities IF a project has these inputs THEN it can provide these activities. Inputs

  18. Additional References • Faith-Based Community Initiatives www.fbci.gov • Pennsylvania Utility Choice www.utilitychoice.org • Evolving Partnerships: The Role of NGOs in Basic Education in Africa Academy for Education and Development (AED) http://www.aed.org/ToolsandPublications/upload/EvolvingPartnerships.pdf • United States Agency for International Development Teams with Conservation International and Starbucks to Support Coffee Farmers www.starbucks.com/aboutus/pressdesc.asp?id=443

  19. Logic Model Readings forNext Week • W.K. Kellogg Foundation Logic Model Development Guide www.wkkf.org/Pubs/Tools/Evaluation/Pub3669.pdf pages 1-14 • The Temporal Logic Model: A Concept Paper Molly den Heyer,International Development and Research Centre of Canada. (July, 2001). http://web.idrc.ca/uploads/user-S/10553603900tlmconceptpaper.pdf

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