Holding on tight – NPM and the New Zealand performance improvement framework

The New Zealand Government's Performance Improvement Framework (PIF) is aimed at public sector organisational improvement. The PIF exemplifies how the characteristics of new public management (NPM) challenge the evolution of performance systems attempting to go beyond performance management. The paper provides an empirical example of the operation of the PIF, using a theoretical frame derived from the literature. The analysis suggests that the PIF design does not yet mitigate the effects of gaming, synecdoche, and reputation-protecting behaviour. The common graded ratings continue to hold the attention of those to whom the PIF is important, acting as a proxy for the whole performance of the organisation. This is a case study of how, despite promising adaptations, performance improvement efforts remain hampered by NPM limitations.     

Public administration reform for Aboriginal affairs: An institutionalist analysis

Persistent underperformance of public policy and program implementation in Aboriginal affairs is widely recognised. We analysed the results of two case studies of attempted reforms in public administration of Aboriginal primary health care in the Northern Territory, using a framework based on the institutionalist and systemic racism literatures, with the aim of better understanding the sources of implementation failure. Implementation of the agreed reforms was unsuccessful. Contributing factors were as follows: strong recognition of the need for change was not sustained; the seeds of change, present in the form of alternative practices, were not built on; there was a notable absence of sustained political/bureaucratic authorisation; and, interacting with all of these, systemic racism had important consequences and implications. Our framework was useful for making sense of the results. It is clear that reforms in Aboriginal affairs will require government authorities to engage with organisations and communities. We conclude that there are four requirements for improved implementation success: clear recognition of the need for change in ‘business as usual’; sustainable commitment and authorisation; the building of alternative structures and methods to enable effective power sharing (consistent with the requirements of parliamentary democracy); and addressing the impact of systemic racism on decision-making, relationships, and risk management.     

Strategic Othering: Framing Lebanese Migration and Fraser's “Mistake”

Australian Minister for Immigration and Border Protection, Peter Dutton, has framed the mid‐1970s immigration of Lebanese affected by civil war as Prime Minister Malcolm Fraser's “mistake”. His remarks sparked controversy in the parliament and the media. The issue became a contest of frames between the Murdoch media, which supported the Minister's “mistake” frame and argued his right to “tell the truth”, and the Fairfax media, which viewed the Minister as being “racist” for “scapegoating” the Lebanese community. Along with archival documents, this article examines the context and coverage of the Minister's remarks, noting that the frames presented in the media “indexed” those adopted amongst political elites, while failing to re‐examine the historical record. This case study demonstrates the power of framing and the media's tendency to accept rather than challenge frames used by those in the political contest, with the result that errors in the representation of history were never corrected. This article draws on framing theory and indexing theory and concludes that the “mistake” frame for the Lebanese feeds into narratives that serve to “other” Muslim and Arab groups, fanning fears and mobilising a discourse of Islamophobia around the exclusion of “undesirable” immigrants on the basis of “cultural fit”.     

POLICY COMMUNITY,POLICY NETWORKS AND SCIENCE POLICY IN AUSTRALIA

Abstract: The policy community approach to policy analysis has been developed from ideas expressed by Richardson and Jordan in 1979. The approach is increasingly used to identify the key actors and groups of actors who make policy decisions, to analyse the interactions between the groups and to hypothesise about the types of outcomes achieved. The approach aids analysis in policy contexts which cut across the boundaries of individual organisations in the policy process, across the public and private sectors, and beyond national boundaries. This paper evaluates several expositions of the approach with reference to an analysis of science policy in Australia and suggests typological refinements which enhance its explanatory capacity.