Governing strategically: the New Zealand experience

This article describes the evolution of New Zealand's approach to the strategic direction of its public service during a decade of reform. Problems of atomization and short-termism which emerged from the first phase of reform were addressed through the adaptation of the Cabinet and central agency processes for policy, budget and management. © 1998 John Wiley & Sons, Ltd.     

Strategic coalition voting: Evidence from New Zealand

Whereas the classic literature on strategic voting has focused on the dilemma faced by voters who prefer a candidate for whom they expect has little chance of winning a seat, we consider the dilemma faced by voters in PR systems who do not expect their preferred party to be in government. We develop hypotheses relating to strategic voting over multi-party governments that we test using the New Zealand Election Study (NZES) campaign study of 2002. We find evidence that expectations play a role in structuring vote choice. While there is clear evidence of wishful thinking there is also evidence that voters respond to expectations about government formation. These expectations may mobilize voters and lead them to defect from their first preference.     

Sharing natural resource management responsibility: Examining the New Zealand rock lobster co-management experience

Co-management, in which government and resource users share responsibility for managing a natural resource, is attracting considerable attention in both public policy and common pool resource research. However, little is understood about how this approach arises in a mature regulatory setting, or about its strengths and weaknesses. This study uses the experience of the New Zealand rock lobster (Jasus edwardsii and Sagmariasus verreauxi) industry to illustrate what co-management is and how it develops. This is followed by an assessment of co-management in this regime. Development of co-management is an evolutionary process that requires commitment from both government and industry. Strengthened property rights and management expertise provide the incentives and tools to develop a robust co-management regime. However the characteristics of the property rights bundle must be carefully matched to the regime’s biological, social, and regulatory setting.     

Developing a Municipal Performance-Measurement System: Reflections on the Atlanta Dashboard

Under the leadership of Mayor Shirley Franklin, the City of Atlanta introduced a new operating model for municipal government in early 2002. A central component of that effort has been a performance-measurement system—the "Atlanta Dashboard"—designed to assess various aspects of municipal performance and, through that assessment, to improve the efficiency and effectiveness of municipal services.     

Whither the New Zealand Experiment: Thermidorean Reaction or Rediscovering the Importance of Capacity - Some views from New Zealand

To trace the main trajectory of New Zealand's public management reforms, let us take some recent assessments from two Prime Ministers ‐ one who initiated the reforms, the other who inherited them.

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Reforming the public sector for leaner government and improved performance: The New Zealand experience

Over the 10 year period from 1984 to 1994 New Zealand has gone through an intense period of restructuring, both of the public sector and of the wider economy. In the process New Zealand has been transformed from a highly protected and regulated economy with a range of intrusive and expensive interventions, to an open and deregulated economy with an efficient and leaned down public sector. The article presents the “New Zealand experience” in restructuring, not necessarily as an example to be copied but as a benchmark to be used in examining the most appropriate restructuring to apply in other circumstances. The stages in the reform are described and the three key success factors set out. One of the key factors is the establishment of a set of clear principles which are then applied with determination. The principles developed in the New Zealand context are set out. The article examines the restructuring of the science sector in New Zealand as one case study; in part because of the author's personal involvement but also because it is a particularly complete example. Areas where work remains to be done are identified including the reforms in education and health and the need for collective action across government. Finally lessons to emerge from the New Zealand experience are discussed. These include especially putting time into fully understanding market characteristics before a market oriented reform is started, carrying reforms through to their conclusion rather than stopping partway, and establishing clear principles to guide the reform process.     

The Provider/Purchaser Split: A Report from New Zealand

This article focuses on a narrow topic: the provider/purchaser split. It discusses the theoretical arguments justifying the separation of state agencies providing goods and services from the agencies which purchase those services on behalf of government. It also discusses some of the main criticisms of the theory and briefly reviews application of the theory to reform of New Zealand's state sector provision of policy advice, health care and scientific services.     

Proportional representation and attitudes about politics: results from New Zealand

PR systems often are credited with producing more equitable outcomes between political parties and encouraging wider social group representation than majoritarian systems. Theory suggests that this should instill greater trust, efficacy, and faith in the political system. We assume that citizens disadvantaged by majoritarian rules (political minorities) will have a relatively greater shift toward positive attitudes about democracy following a transition from a majoritarian system to proportional representation. We employ panel data from the 1993–1996 New Zealand Election Study (NZES) to test hypotheses about the effects of electoral system change on attitudes about governmental responsiveness, trust in government, and political efficacy. We find that there is a general shift in mass opinion toward more positive attitudes on some measures of efficacy and responsiveness. Political minorities display a greater shift toward feelings of efficacy than other voters.     

Symposium on public management teform in New Zealand:: Reflections on the international public management network/victoria university workshop

The genesis of the workshop on public management reform in New Zealand, held in Wellington on March 10, 2000, was an invitation from the International Public Management Network to the Graduate School of Business and Government Management at Victoria University to organize and co-host a one-day event in Wellington following the Network’s Sydney 2000 Conference. Approximately sixty people attended the workshop. The majority of attendees were senior public servants in the New Zealand government. In addition, there was a representation of academics from New Zealand and Network members who came on from the IPMN conference in Sydney at Macquarie Graduate School of Management March 4–6.The mix of speakers was strongly weighted towards practitioners, as is reflected in the articles in this symposium. The three central agency contributions are all from officials who have a reputation for thinking creatively and critically about the future of New Zealand public management, Derek Gill, Andrew Kibblewhite and Anne Neale. Graham Scott kindly agreed to provide the keynote address. Robert Gregory, a well-known critic of the New Zealand reforms, was the sole academic voice in this small chorus of practitioners. Gregory would be the last to claim that he is “representative” of anyone’s opinion other than his own.     

A New Zealand Tragedy: Problems of Political Responsibility

New Zealand's state sector reforms, designed to enhance accountability and efficiency, have attracted considerable international attention. However, an unprecedented tragedy in April 1995 involving the deaths of 14 young people, and which resulted from the failings of the department of conservation, has raised doubts about whether the reforms actually clarified or clouded issues of political and managerial responsibility.     

The Europeanisation of conflict: Reflections from a social movement perspective

If Europe is becoming a polity, then regular patterns of social and political conflict ‐ both institutional and non‐institutional ‐ will emerge between citizen groups and decision‐making authorities. Although we are beginning to have a substantial body of research on institutionalised interest group interaction at the European level, we know much less about non‐institutionalised forms of contentious collective action that have European policies as their targets. Using social movement theory, several varieties of such collective action can be identified. Based on the theory of political opportunity structure, it is shown why one of these forms ‐ actions intended to bring national states’ power to bear against European policies — appears to have a rich and turbulent future.     

Performance and Accountability: Budget Reform in New Zealand

Since 1984, New Zealand has made major changes in public sector management. This article describes the perceived problems with the previous New Zealand system and discusses the reforms designed to address these problems. The changes attempt to increase efficiency by: (1) separating commercial functions from other government operations; (2) strengthening lines of ministerial and executive accountability; and (3) designing budget and financial management systems to improve measurement of public sector performance. This last reform includes shifting from an input to an output-based system, changing from cash to accrual accounting, and creating different forms of appropriations for different types of government activities. While it is too early to assess whether the reforms are successful, we note potential problems.