This book provides a comprehensive treatment of the new tools of public action and the implications they have for public management and policy design. An initial set of chapters describe the different tools and analyze their patterns of use, the management tasks they entail, and the situations for which they are most appropriate. Other chapters provide a general overview and examine the broader issues that this shift in the public-sector role from provider to enabler poses eg. redefinition of public management, the problem of ensuring accountability in third-party relationships, new public and nonprofit management skill requirements, international experience with alternative tools, and the implications of the shift in public-sector role for democratic governance. This volume is a valuable resource for anyone interested in how government functions today and how it seems likely to function in the future.




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