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

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.     

Remembering Tony King

Tony King combined scholarship with a real‐world grasp that few could match. This was evident both in his public activities and in his published work. His studies of legislatures and of career politicians changed the way in which issues were viewed and he was skilled at identifying emerging trends before anyone else. He analysed the failings of government, but always as a practical improver. He was a natural communicator in the Bagehot tradition, as evidenced in his writings on the constitution, and he wanted a less adversarial political culture. He showed political scientists that it was possible to combine good scholarship with an ability to communicate.