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New Zealand's public sector management reform: Implications for the United States

Author

Listed:
  • Graham Scott

    (Graham Scott (NZ) Ltd., 11th Floor Willis Corroon House, 58 Jervois Quay, P.O. Box 5265 Lambton Quay, Wellington, New Zealand)

  • Ian Ball

    (Public Sector Performance (NZ) Ltd.)

  • Tony Dale

    (Public Sector Performance (NZ) Ltd.)

Abstract

This article describes the reforms to the functions of central government in New Zealand that have been introduced since 1985. It sketches the political and economic situation which motivated the changes to the systems of public management. Some of the theoretical influences that provided insights to the advice given to the government by its officials are noted. The essential elements of the system are described briefly. The results are summarized in terms of how the ideas were implemented, the extent of their acceptance, the impact on managerial behavior, and the effects on government in terms of the objectives that were originally set out. Some tentative suggestions are made regarding the messages that might be drawn from the New Zealand experience that are relevant to the reforms of the government of the United States.

Suggested Citation

  • Graham Scott & Ian Ball & Tony Dale, 1997. "New Zealand's public sector management reform: Implications for the United States," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 16(3), pages 357-381.
    • Handle: RePEc:wly:jpamgt:v:16:y:1997:i:3:p:357-381
    DOI: 10.1002/(SICI)1520-6688(199722)16:3<357::AID-PAM2>3.0.CO;2-G
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    References listed on IDEAS

    as
    1. Mr. Graham C. Scott, 1996. "Government Reform in New Zealand," IMF Occasional Papers 1996/009, International Monetary Fund.
    2. Campos, Ed & Pradhan, Sanjay, 1996. "Budgetary institutions and expenditure outcomes : binding governments to fiscal performance," Policy Research Working Paper Series 1646, The World Bank.
    3. Jonathan Boston & June Pallot, 1997. "Linking strategy and performance: Developments in the New Zealand public sector," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 16(3), pages 382-404.
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    Citations

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    Cited by:

    1. Susan Newberry, 2003. "`Sector Neutrality‘ and NPM‘Incentives’: Their Use in Eroding the Public Sector," Australian Accounting Review, CPA Australia, vol. 13(30), pages 28-34, July.
    2. Wallis, Joe & Dollery, Brian, 2001. "Government Failure, Social Capital and the Appropriateness of the New Zealand Model for Public Sector Reform in Developing Countries," World Development, Elsevier, vol. 29(2), pages 245-263, February.
    3. Bidhya Bowornwathana & Ora-orn Poocharoen, 2005. "Managing Reforms: The Politics of Organizing Reform Work," Public Organization Review, Springer, vol. 5(3), pages 233-247, September.
    4. Manuel Crespo, 2001. "Tendances actuelles des politiques publiques à l'égard de l'enseignement supérieur: une analyse comparative," Canadian Public Policy, University of Toronto Press, vol. 27(3), pages 279-295, September.
    5. Allan D. Barton, 2002. "Public-Sector Accounting:A Common Reporting Framework? A Rejoinder," Australian Accounting Review, CPA Australia, vol. 12(28), pages 41-49, November.
    6. Susan Newberry & June Pallot, 2006. "New Zealand's Financial Management System: Implications for Democracy," Public Money & Management, Taylor & Francis Journals, vol. 26(4), pages 221-227, September.
    7. Zuzana DVOØAKOVA LiSKOVA & Petra PARTLOVA & Alfréd KROGMANN, 2018. "Multi €“ Level Governance Towards Regional Development In Postcommunist Countries," Theoretical and Empirical Researches in Urban Management, Research Centre in Public Administration and Public Services, Bucharest, Romania, vol. 13(2), pages 5-20, May.
    8. Tracy Yandle, 2006. "Sharing natural resource management responsibility: Examining the New Zealand rock lobster co-management experience," Policy Sciences, Springer;Society of Policy Sciences, vol. 39(3), pages 249-278, September.
    9. Jens Steffek, 2008. "Public Accountability and the Public Sphere of International Governance," RECON Online Working Papers Series 3, RECON.

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