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001 ocn863057219
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005 20220517104806.0
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008 131115s2008 aca ob 000 0 eng d
040 _aJSTOR
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019 _a312710914
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020 _a9781921536434
_q(electronic bk.)
020 _a1921536438
_q(electronic bk.)
020 _z9781921536427
020 _z192153642X
035 _a3093261
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035 _a(OCoLC)863057219
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037 _a22573/ctt236pnc
_bJSTOR
043 _au-at---
050 4 _aKU470
072 7 _aPOL027000
_2bisacsh
082 0 4 _a353.50994
_222
049 _aMAIN
100 1 _aHalligan, J.
_q(John),
_eauthor
_949419
245 1 4 _aThe Centrelink experiment :
_binnovation in service delivery /
_cJohn Halligan, Jules Wills.
246 3 0 _aInnovation in service delivery
264 1 _aActon, A.C.T. :
_bANU E Press,
_c2008.
300 _a1 online resource (xvi, 218 pages)
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
490 1 _aANZSOG Monography series
504 _aIncludes bibliographical references.
505 0 0 _tIntroduction: Centrelink as a field of study --
_tDesigning a delivery agency --
_tCentrelink's development --
_tStrategies and management structure --
_tLeading and managing change --
_tReinventing service delivery --
_tGovernance --
_tRelationships with client departments --
_tEntrepreneurship and challenging boundaries --
_tLessons from Centrelink's formative years.
520 _a"Centrelink was established in 1997 as part of the Howard government's bold experiment in re-framing social policy and re-shaping service delivery. Centrelink was the embodiment of a key tenet of the Howard vision for public service: a specialised service delivery 'provider' agency separated from the policy functions of the 'purchaser'. Carved out of a monolithic Department of Social Security, Centrelink was established along 'business lines' operating 320 service centres and delivering payments to 10 million Australians. Although enjoying 'monopoly provider' status, the organisation was required to deliver services to many different clients on behalf of its 'purchasing departments' (up to 25 in total) under the terms of quasi-contractual service agreements. It was meant to demonstrate a greater level of both transparency and accountability for the administration of payments amounting to over $60 billion of Commonwealth expenditure. For many years there was a real 'buzz' around the Centrelink experiment and staff and clients were generally enthusiastic about the transformation. However, after around eight years, the experiment was reined in and Centrelink was placed under closer ministerial direction and under a new managing department. The experiment continues, but its trajectory reflects the different pressures impacting on such dedicated 'services delivery agencies'."--Publisher's description
588 0 _aPrint version record.
546 _aEnglish.
590 _aAdded to collection customer.56279.3
610 1 0 _aAustralia.
_bCentrelink.
_949420
610 1 7 _aAustralia.
_bCentrelink.
_2fast
_0(OCoLC)fst01911686
_949420
650 0 _aAdministrative agencies
_zAustralia.
_949421
650 0 _aPublic welfare administration
_zAustralia.
_949422
650 7 _aPolitics and government.
_2bicssc
650 7 _aSociety and social sciences Society and social sciences.
_2bicssc
650 7 _aPOLITICAL SCIENCE
_xPublic Policy
_xSocial Security.
_2bisacsh
_98519
650 7 _aAdministrative agencies.
_2fast
_0(OCoLC)fst00796723
_925262
650 7 _aPublic welfare administration.
_2fast
_0(OCoLC)fst01083346
_917781
651 7 _aAustralia.
_2fast
_0(OCoLC)fst01204543
655 4 _aElectronic books.
700 1 _aWills, Jules.
_949423
776 0 8 _iPrint version:
_aHalligan, J. (John).
_tCentrelink experiment
_z9781921536427
_w(OCoLC)298641935
830 0 _aANZSOG (Series)
_949424
856 4 0 _3EBSCOhost
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938 _aProQuest Ebook Central
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