000			01756naa a2200181uu 4500
001			7030119154523
003			OSt
005			20190211162724.0
008			070301s2007 xx ||||gr |0|| 0 eng d
100	1		_aROBERTSON, Susan. _931373
245	1	0	_aCoordination in youth affairs : _b
260			_aOxford : _bBlackwell Publishers Limited, _cMarch 1996
520	3		_aOne of the components associated with the widely heralded shift to 'new managerialism' in the public sector has been an increased emphasis on coordination between government departments as a measn to enhance effective service provision. This article exmines the capacity for coordination to fulfil this objective. Drawing upon a case study of coordination in youth affairs in Western Australia, the article examines the process by which the cooedination mechanisms become enveloped in the 'politics of non-decision-making'. By this is meant that a set of power relationships create tensions at a number of levels - between commonwealth and state government agencies; between state government agencies and within individual agencies - which act to prevent effective decicions from being taken. The implications of this case study for the capacity of 'new managerialism' to produce effective policy outcomes in complex social policy areas is higlighted. Evidence from this study suggests that, in an era of restricted resources and heghtened competition within the public sector, agencies are pushed to more clearly define their boundaries
700	1		_aBERESFORD, Quentin _91048
773	0	8	_tAustralian Journal of Public Administration _g55, 1, p. 23-32 _dOxford : Blackwell Publishers Limited, March 1996 _xISSN 0313-6647 _w
942			_cS
998			_a20070301 _b1915^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c22912 _d22912
041			_aeng