01589pab a2200157 454500008004000000100001800040245007900058260000900137300001200146362000800158520116200166650001801328650002101346700001601367773004801383180718b2001   xxu||||| |||| 00| 0 eng d  aChalmers, Jim  aRediscovering implementation: public sector contracting and human services  c2001  ap.74-85  aJun  aThere is vast literature on how to implement public policies, with endless case studies emphasising a few key lessons.  The drive to contracting in the public sector raises familiar threats to coherent program implementation, and adds those of control and incentives.  Contracting fragments program responsibility among multiple contractors, and separates policy agencies from service delivery contractors.  It raises questions about political control and accountability, and the prospect of gaps betwen intention and outcome.  This paper `rediscovers implementation' by reviewing the practical difficulties of constructing public-private relationships which can deliver quality human services.  After considering broad arguments about the efficacy of contracting, the paper turns to the provision of human services by examining the contracting out of welfare services and the Job Network.  Our argument is modest: that public sector contracting fails if the challenges of implementation are not addressed explicitly, since service delivery through the private sector can falter for exactly the same reasons as traditional public bureaucracies. - Reproduced  aPublic sector  aPublic utilities  aDavid, Glyn  aAustralian Journal of Public Administration