Il governo dei servizi pubblici locali esternalizzati nella prospettiva dei comuni campani

The work, after an initial examination of the reforms that have affected the government, focused on the idea of outsourcing management, analyzing what are the advantages and disadvantages for a municipality decides to adopt in relation to certain public services. With particular regard to the outsourcing of public services in local economic importance, are then discussed issues relating to the functions and tools of the municipalities in the identification of appropriate services, how to manage it more appropriate, forms of address and control provider to better ensure adequate levels of quality of life administered. Through analysis of literature has emerged that the decision by municipalities to outsource certain services is a source of a number of advantages, but also several limitations. Therefore, the hypothesis of the research work on the assumption that the success of the outsourcing of a specific public service is subject to the existence of a set of minimum conditions relating to, first, the competitive market structure to reference and, secondly, the competence and accuracy administration entrusting the conduct of activities, first, preparation of outsourcing and, later, government management of external join battle. The assumption deriving theoretical analysis was verified with reference to the experiences of outsourcing of medium and large municipalities (over 50,000 inhabitants) in the Campania region. The services analyzed are the collection and disposal of waste and the local public transport. Empirical analysis, the aim of understanding the existence of minimal conditions required by theory, it emerged markets bells of local public services are far from a competitive structure, the fact that credit lines are not occurring in a system of real its competition, but rather in a context of lack of alternatives, on systems of planning, the municipalities have shown respondents to consider outsourcing as a solution to hard, to be managed in relation to contingent needs rather than short-term strategic vision, greatly reducing the potential and, finally, on systems of government, municipalities bells appear to be unprepared for the transition from the traditional role of "direct transmission" to the "regulators" of local public services. Therefore, it is clear that, unless a case of excellence, the municipalities still have to make various efforts to improve, both political and cultural, as regards the logical approach to these issues, both at the operational level, with regard to the procedures and tools to be used in carrying out their duties. [edited by Author]