000			01722naa a2200193uu 4500
001			6962
003			OSt
005			20190211154202.0
008			020917s2005 xx ||||gr |0|| 0 eng d
100	1		_aCHALMERS, Jim. _92092
245	1	0	_aRediscovering implementation : _bpublic sector contracting and human services
260			_aOxford : _bBlackwell Publishers Limited, _cJune 2001
520	3		_aThere 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
700	1		_aDAVIS, Glyn _92750
773	0	8	_tAustralian Journal of Public Administration _g60, 2, p. 74-85 _dOxford : Blackwell Publishers Limited, June 2001 _xISSN 0313-6647 _w
942			_cS
998			_a20020917 _bCassio _cCassio
998			_a20070308 _b1929^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c7120 _d7120
041			_aeng