000			01585naa a2200181uu 4500
001			7031418365223
003			OSt
005			20190211162756.0
008			070314s2007 xx ||||gr |0|| 0 eng d
100	1		_aMEAGHER, Gabrielle. _931546
245	1	0	_aCaring, controlling, contracting and counting : _b
260			_aOxford : _bBlackwell Publishers Limited, _cSeptember 2003
520	3		_aPerformance measurement and contracting out are central elements of new public management systems. At first sight these elements seem necessarily connected for reasons of accountability. However, for some kinds of services, implementation of conventional performance measurement systems may exacerbate tensions in contracting out. Using a case study of child and family welfare services in NSW, this paper shows that differences in the missions and operating modes of public and non-government community service providers are thrown into sharp relief by performance measurement, when observed from the perspective of practitioners in service-providing agencies. Practitioners perceive that their priorities in service provision differ sharply from those of the department funding their activities — and seeking to measure their performance. These findings pose challenges for the 'partnership' model now prevalent in community services provision
700	1		_aHEALY, Karen _931547
773	0	8	_tAustralian Journal of Public Administration _g62, 3, p. 40-51 _dOxford : Blackwell Publishers Limited, September 2003 _xISSN 0313-6647 _w
942			_cS
998			_a20070314 _b1836^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c23115 _d23115
041			_aeng