Rediscovering implementation : public sector contracting and human services
By: CHALMERS, Jim
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Contributor(s): DAVIS, Glyn.
Material type: 
ArticlePublisher: Oxford : Blackwell Publishers Limited, June 2001Australian Journal of Public Administration 60, 2, p. 74-85Abstract: There is vast literature on how to implement public policies , with endless case studies emphasising a few key lessons. The drive to contracting in th public sector raises familiar threats to coherent program implementation, and adds those of control an incentives. Contracting fragments program responsibility among multiplo contractors, and separates policy agencies from service delivery contractors. It raises questions about political control and accountability, and the prospect of gaps between intention and outcome. This paper "rediscovers implentation" by reviewing the practical difficulties for constructing public-private relationships which can delivery quality human services. After considering broad arguments about the efficacy of contracting, the paper turns to the provision of human service by examining the contracting out of welfare service, and the Job Network. Our argument is modest: that public sector contracting fails if the challenges of implentation exactly the same reason as traditional public bureaucracies
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
There is vast literature on how to implement public policies , with endless case studies emphasising a few key lessons. The drive to contracting in th public sector raises familiar threats to coherent program implementation, and adds those of control an incentives. Contracting fragments program responsibility among multiplo contractors, and separates policy agencies from service delivery contractors. It raises questions about political control and accountability, and the prospect of gaps between intention and outcome. This paper "rediscovers implentation" by reviewing the practical difficulties for constructing public-private relationships which can delivery quality human services. After considering broad arguments about the efficacy of contracting, the paper turns to the provision of human service by examining the contracting out of welfare service, and the Job Network. Our argument is modest: that public sector contracting fails if the challenges of implentation exactly the same reason as traditional public bureaucracies
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