Advocacy and innovation in interagency management : the case of centrelink
By: HALLIGAN, John
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ArticlePublisher: Malden, MA : Blackwell Publishing, July 2007Governance: an international journal of Policy, Administration, and Institutions 20, 3, p. 445-467Abstract: Two basic principles of public organization have been the strength of the functional principle as the basis for most central government organization and the direct control of the ministerial department over delivery of big-budget social services. Both were challenged in the 1990s as the combined impact of new public management and customer service suggested new ways of handling these questions. One result was a new type of agency that combined the functional separation of delivery and purchaserprovider from new public management, but also horizontal integration of delivery. This creative design seemed to offer solutions to specific problems, but it also produced tensions with others arising from governance issues and the complexities entailed in the connections between specialization and coordination
Two basic principles of public organization have been the strength of the functional principle as the basis for most central government organization and the direct control of the ministerial department over delivery of big-budget social services. Both were challenged in the 1990s as the combined impact of new public management and customer service suggested new ways of handling these questions. One result was a new type of agency that combined the functional separation of delivery and purchaserprovider from new public management, but also horizontal integration of delivery. This creative design seemed to offer solutions to specific problems, but it also produced tensions with others arising from governance issues and the complexities entailed in the connections between specialization and coordination
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