Browsing by Author "Macaulay, Michael"

Now showing 1 - 8 of 8

Open Access
Independent Review of the Performance Improvement Framework
(Te Herenga Waka—Victoria University of Wellington, 2017) Allen, Barbara; Berman, Evan; Cantal, Clara; Eppel, Elizabeth; Jackson, Brad; Löfgren, Karl; Macaulay, Michael; Phillips, Barb; Plimmer, Geoff
The research was commissioned by State Services Commission and constitutes the first independent assessment of the Performance Improvement Framework (PIF). The project brief was to produce three key sets of information: - Comparative research with similar interventions across international jurisdictions; - An assessment of the value and impact derived from the PIF, and; - Recommendations for the future development and application of the PIF. Conclusions The PIF is, on balance, a successful and credible performance improvement tool that has contributed to the development of organisational strategic thinking within organisations. The longevity of the PIF is potentially down to the stability of political support offered by successive governments (unlike, for example, in the UK). Adaptations and evolution of the PIF also contributes to its longevity. Attention needs to be paid, therefore, to continuing evolution; particularly succession planning for personnel such as lead reviewers who have a trusted position and very positive reputation. PIF is one of many review processes and therefore attention needs to be paid to situating PIF within these broader themes; and also to investigate ways in which they can enhance the overall ‘ecosystem’ rather than replicate or challenge or elements of it.
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Performance Management in the New Zealand Public Sector
(Te Herenga Waka—Victoria University of Wellington, 2014) Bonner, Sarah; Macaulay, Michael
This research seeks to understand Performance Management from a New Zealand perspective and answer the question “What are the barriers to the implementation of Organisational Performance Management in the NZ Public Sector”. An extensive literature review was undertaken relating to research on organisational Performance Management. The review identified that there were two key gaps in the research, (1) A contextual gap, and (2) a conceptual gap. Contextually; there is limited research about PM in New Zealand, especially in terms of the New Zealand public sector, and what was available was predominately from a practitioner view (Gill, 2011). Conceptually; the literature reviewed identified four broad barriers to implementation of PM; these were generally discussed in isolation to each other. However, analysis of these barriers suggests that there are inter-related and linked by an over arching barrier related to psychological attitudes, therefore they are co-dependent of each other: (1) organisational and managerial, (2) political, (3) cultural, and (4) psychological. Drawing on the identification of the above mentioned gaps the research sought to further explore theses gaps. From the contextual perspective within the New Zealand public sector, there are two PM frameworks in place The Performance Improvement Framework (PIF) and The Better Administrative Services Framework (BASS). The research used a case study approach to analyse results from both these PM frameworks, and identified that while the performance measurement frameworks where valuable in their own right, they lacked contextual depth, and suffered limitations from duplication and fragmentation. The case study highlighted further emergent themes related to the conceptual perspective, confirming that there were indeed barriers associated with successful implementation of the performance information gained from these frameworks. These barriers aligned with those identified in the literature review; however, additional themes emerged. These were the lack of incentives to drive improvements, the impact of risk taking, fragmentation and duplication and the absence of a holistic system view of agency performance. These emergent themes interlink with the barriers identified and reiterate that psychological perceptions and attitudes are the core resistance to the successful implementation of performance management and should not be viewed in isolation.
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PUBL302: Public Policy: Managing the Public Sector
(Victoria University of Wellington, 2014) Macaulay, Michael
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PUBL302: Public Policy: Managing the Public Sector
(Victoria University of Wellington, 2013) Macaulay, Michael
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PUBL302: Public Policy: Managing the Public Sector
(Victoria University of Wellington, 2015) Macaulay, Michael
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PUBL311: Public Policy: Emerging Perspectives in Public Management
(Victoria University of Wellington, 2016) Macaulay, Michael
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PUBL311: Public Policy: Emerging Perspectives in Public Management
(Victoria University of Wellington, 2017) Macaulay, Michael
Open Access
Review of New Zealand Police’s progress in response to the 2007 Commission of Inquiry into Police Conduct
(Te Herenga Waka—Victoria University of Wellington, 2017) Rowe, Mike; Macaulay, Michael
In 2007 the report of the Commission of Inquiry (CoI) into Police Conduct made 60 recommendations for change; New Zealand Police (NZ Police) had responsibility for 47 of those. In an effort to ensure that the broad package of recommendations were implemented in a meaningful way that would embed reform in a long-term and fundamental manner, CoI recommendation 60 set a 10-year time frame during which the Auditor-General would periodically report to Parliament on Police’s progress against the CoI recommendations. Four such reports have been made. This decade of oversight concludes in 2017 and in anticipation of a final audit by the Office of the Auditor-General (OAG), NZ Police commissioned this review. The central remit of this review is to consider, in broad terms, the extent to which NZ Police has met the 'spirit and intent' of the CoI report and its Police-specific recommendations. This will supplement the work of the Police’s own Commission of Inquiry Executive Oversight Group that has regularly audited progress relating to each individual recommendation.