Australia's Centrelink provides an unique experiment with the integration of a variety of social services through a single quasi‐autonomous organisation. This multi‐functional agency delivers services to a number of clients while subject to a range of external and internal imperatives. The case indicates the complexities in managing the interface between policy department and service delivery agency and the limitations of operating with purchaser‐provider arrangements as a basis for relationships.
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John Halligan (2004) studied this question.
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