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University Research Papers

Permanent URI for this collectionhttps://ir.wgtn.ac.nz/handle/123456789/17917

University research outputs made available publicly on the ResearchArchive. These are non-thesis outputs.

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Browsing University Research Papers by Subject "Administrative agencies -- New Zealand -- Management"

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    Future state: directions for public management in New Zealand
    (Te Herenga Waka—Victoria University of Wellington, 2011) Ryan, Bill; Gill, Derek
    "In 2009 the chief executives of several public sector organisations commissioned a group of researchers associated with the School of Government at Victoria University of Wellington to undertake a project looking at the 'future state' - to consider present trends that would impact on public management in coming years. Future State pulls together the results of that work, covering emerging trends in governance, from both New Zealand and international perspectives; issues, options and policy implications of shared accountability; experimentation and learning in policy implementation; agency restructuring; skills and capability; the authorising environment; and e-government. It contains valuable insights into how New Zealand's public sector currently operates, and how it might operate in the future"--Back cover. Contents: Future State Project: meeting the challenges of the twenty-first century / Derek Gill [and others] -- No reform left behind: multiplicity, integrating frameworks and implications for New Zealand's centre-of-government and public sector improvement / Evert Lindquist -- Signs are everywhere: 'community' approaches to public management / Bill Ryan -- Public management heresy?: exploring the 'managerial' rose of ministers within public management policy design / Michael di Francesco and Elizabeth Eppel -- Affordability and sustainability: tweaking is not enough / Bill Ryan -- Complex policy implementation: the role of experimentation and learning / Elizabeth Eppel, David Turner and Amanda Wolf -- Working across organisational boundaries: the challenges for accountability / Jonathan Boston and Derek Gill -- 'E-government is dead -- long live networked governance': fixing system errors in the New Zealand public management system / Miriam Lips -- Restructuring: an over-used lever for change in New Zealand's state sector? / Richard Norman and Derek Gill -- Skills and people capability in the future state: needs, barriers and opportunities / Geoff Plimmer, Richard Norman and Derek Gill -- Past, present and the promise: rekindling the spirit of reform / Bill Ryan and Derek Gill.
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    The Iron cage recreated: The performance management of state organisations in New Zealand
    (Te Herenga Waka—Victoria University of Wellington, 2011) Gill, Derek
    Recreating the Iron Cage explores the results of a major three-year research project on the use of performance information in the New Zealand state sector by a team of academic researchers and public officials. It examines the formal design of the performance management system, how this system has evolved over time, and uses survey and case study evidence to show how performance information has been used in state sector organisations. The title of this book reflects the surprising research finding that while there is much dull compliance, performance information of various kinds is actively used by decision-makers at all levels of executive government. This information is not, however, used in the ways envisaged by the designers of the formal system. The book concludes with proposals for ongoing development of performance management in New Zealand. Contents: Tables -- Figures -- Foreword -- Preface -- Contributors -- 1 Part One: Organisational performance management concepts and themes from the literature -- Introduction to Part One -- Derek Gill 2 Organisational performance management: concepts and themes -- Derek Gill and Tyson Schmidt -- Part Two: The formal system for organisational performance in the state sector -- Introduction to Part Two -- Susan Hitchiner and Derek Gill -- 3 The formal system as designed -- Susan Hitchiner and Derek Gill -- 4 The formal system as it evolved -- Susan Hitchiner and Derek Gill -- 5 The formal system: themes and conclusions -- Susan Hitchiner and Derek Gill -- Part Three: research: case studies and survey results, findings and themes -- Introduction to Part Three -- Derek Gill -- 6 Findings and cross cutting themes from the case study research -- Rodney Dormer -- 7 Case Study -- child, youth and family: drivers of the need for information -- Rob Laking -- 8 Case Study -- Department of Conservation: moving from measuring outputs to managing for outcomes -Bill Ryan -- 9 Case Study -- Department of Corrections: how the department defines and assesses performance and how its operational arms regards performance information -- Bill Ryan. Derek Gill and Rodney Dormer -- 10 Case Study -- Work and Income: how staff define their role and the performance information they use -- 11 Case Study -- Ministry of Women's Affairs: from poor performer to award-winning public sector organisation -- Lynley Hutton -- 12 Working across Organisational Boundaries: network policy-making in the transport and justice sectors -- Rob Laking -- 13 Case Study -- Justice sector and effective interventions: use of performance information by a cross agency network -- Derek Gill -- 15 Information that managers use: results from managing organisational performance survey -- Derek Gill, Lucas Kengmana and Rob Laking -- Part Four: Breaking open the iron cage: improving performance management of state organisations -- Introduction to Part Four -- Derek Gill -- 16 Conclusions: how public organisations are controlled and governed -- Rob Laking -- 17 Getting in the road: why outcome-orientated performance monitoring is underdeveloped in New Zealand -- Bill Ryan -- 18 Achieving a step change -- Derek Gill and Susan Hitchiner -- References.