SAME OBJECTIVES: DIFFERENT MANAGEMENT STYLE

This article examines the management of parking law enforcement in the UK. During the last few years, the question of whether local authorities should contract out the enforcement service or keep it in-house has been the focus of debate by many authorities; it will continue to be discussed in the future. In the past, with compulsory competitive tendering (CCT), enforcement by the local authority often prevailed. More recently, with Best Value (BV), a prior preference for any one management sector cannot be justified, as BV's main directives include Compare, Compete, and Partnership. There can be many benefits in operational efficiency and costs in employing an experienced contractor, but also in a competently managed local authority operation. In parking enforcement, like any other well-run business, good managers make the difference between success and mediocrity. Good managers take charge and ownership of the issues, address the problems that arise, and 'measure to manage' the business accordingly. The article explores some of the similarities and differences between public and private management regimes that are measurable in this dynamic labour-intensive business. It discusses the (usually similar) output goals, monitoring the business, expense control, unit-cost examples, output, and performance.

  • Availability:
  • Corporate Authors:

    BRITISH PARKING ASSOCIATION

    7 HILLSIDE
    PORTBURY, BRISTOL,   United Kingdom  BS20 9UD
  • Authors:
    • KINGSWELL, S
  • Publication Date: 2000-5

Language

  • English

Media Info

  • Pagination: p. 8-10,12
  • Serial:
    • PARKING NEWS
    • Issue Number: 184
    • Publisher: BRITISH PARKING ASSOCIATION
    • ISSN: 1470-8361

Subject/Index Terms

Filing Info

  • Accession Number: 00796537
  • Record Type: Publication
  • Source Agency: Transport Research Laboratory
  • Files: ITRD
  • Created Date: Aug 2 2000 12:00AM