000			01501naa a2200181uu 4500
001			7103116555810
003			OSt
005			20190211163237.0
008			071031s2007 xx ||||gr |0|| 0 eng d
100	1		_aHALLIGAN, John _923364
245	1	0	_aAdvocacy and innovation in interagency management : _bthe case of centrelink
260			_aMalden, MA : _bBlackwell Publishing, _cJuly 2007
520	3		_aTwo 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 purchaser–provider 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
773	0	8	_tGovernance: an international journal of Policy, Administration, and Institutions _g20, 3, p. 445-467 _dMalden, MA : Blackwell Publishing, July 2007 _xISSN 14680491 _w
942			_cS
998			_a20071031 _b1655^b _cTiago
998			_a20071105 _b1559^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c24904 _d24904
041			_aeng