LEADER 03803 am 22006133u 450 001 9910141793403321 005 20230621135325.0 010 $a1-921536-42-X 035 $a(CKB)2670000000409904 035 $a(SSID)ssj0000764448 035 $a(PQKBManifestationID)11495392 035 $a(PQKBTitleCode)TC0000764448 035 $a(PQKBWorkID)10776079 035 $a(PQKB)11070851 035 $a(MiAaPQ)EBC4746897 035 $a(WaSeSS)Ind00043725 035 $a(WaSeSS)IndRDA00120634 035 $a(EXLCZ)992670000000409904 100 $a20200605d2008 uy 0 101 0 $aeng 135 $aurmn#nnn||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 14$aThe Centrelink experiment $einnovation in service delivery /$fJohn Halligan with Jules Wills 210 1$aCanberra, Australian Capital Territory :$cAustralian National University E Press,$d2008. 215 $a1 online resource (xvi, 218 pages) $cillustrations (some colour) 225 0 $aOpen Access e-Books 225 0 $aKnowledge Unlatched 225 1 $aANZSOG series 311 08$aPrint version: 9781921536427 320 $aIncludes bibliographical references. 327 $aIntroduction: Centrelink as a field of study -- 1. Designing a delivery agency -- 2. Centrelink's development -- 3. Strategies and management structure -- 4. Leading and managing change -- 5. Reinventing service delivery -- 6. Governance -- 7. Relationships with client departments -- 8. Entrepreneurship and challenging boundaries -- 9. Lessons from Centrelink's formative years 330 $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 $60 billion of Commonwealth expenditure. For many years there was a real 'buzz' around the Centrelink experiment and staff and clients were generally enthusiastic about the transformation. However, after around eight years, the experiment was reined in and Centrelink was placed under closer ministerial direction and under a new managing department. The experiment continues, but its trajectory reflects the different pressures impacting on such dedicated 'services delivery agencies'."--Publisher's description. 410 0$aANZSOG (Series) 606 $aAdministrative agencies$zAustralia 606 $aPublic welfare administration$zAustralia 606 $aAdministrative agencies$2fast$3(OCoLC)fst00796723 606 $aPublic welfare administration$2fast$3(OCoLC)fst01083346 607 $aAustralia$2fast 615 0$aAdministrative agencies 615 0$aPublic welfare administration 615 7$aAdministrative agencies. 615 7$aPublic welfare administration. 676 $a352.430994 700 $aHalligan$b J$g(John),$0602541 702 $aWills$b Jules 801 0$bWaSeSS 801 1$bWaSeSS 801 2$bUkMaJRU 906 $aBOOK 912 $a9910141793403321 996 $aThe Centrelink experiment$91930300 997 $aUNINA