- 310 pages
- English
- PDF
- Available on iOS & Android
eBook - PDF
About this book
New Zealand's deceptively simple but effective program to improve public services
New Zealand has long been considered at the forefront of public administration, experimenting with new ways of organizing and delivering public services. Even so, successive New Zealand governments had mixed results from using traditional public management tools to lift the performance of the public service and address persistent problems that required multi-agency action.
In 2012 the government decided to try something different. As part of a reform package called Better Public Services, the government challenged the public service to organize itself around achieving just ten results that had proven resistant to previous interventions. The plan was deceptively simple: set ambitious targets and publicly report on progress every six months; hold small groups of public managers collectively responsible; use lead indicators; and learn from both success and failure.
This book explores how and why the New Zealand government made progress and how the program was able to create and sustain the commitment of public servants and unleash the creativity of public entrepreneurs.
The authors combine case studies based on the experience of people involved in the change, together with public management research. They explain how ambitious targets and public accountability were used as levers to overcome the bureaucratic barriers that impeded public service delivery, and how data, evidence, and innovation were used to change practice. New Zealand experimented, failed, succeeded, and learned from the experience over five years. This New Zealand experience demonstrates that interagency performance targets are a potentially powerful tool for fostering better public services and thus improving social outcomes.
New Zealand has long been considered at the forefront of public administration, experimenting with new ways of organizing and delivering public services. Even so, successive New Zealand governments had mixed results from using traditional public management tools to lift the performance of the public service and address persistent problems that required multi-agency action.
In 2012 the government decided to try something different. As part of a reform package called Better Public Services, the government challenged the public service to organize itself around achieving just ten results that had proven resistant to previous interventions. The plan was deceptively simple: set ambitious targets and publicly report on progress every six months; hold small groups of public managers collectively responsible; use lead indicators; and learn from both success and failure.
This book explores how and why the New Zealand government made progress and how the program was able to create and sustain the commitment of public servants and unleash the creativity of public entrepreneurs.
The authors combine case studies based on the experience of people involved in the change, together with public management research. They explain how ambitious targets and public accountability were used as levers to overcome the bureaucratic barriers that impeded public service delivery, and how data, evidence, and innovation were used to change practice. New Zealand experimented, failed, succeeded, and learned from the experience over five years. This New Zealand experience demonstrates that interagency performance targets are a potentially powerful tool for fostering better public services and thus improving social outcomes.
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Yes, you can access Targeting Commitment by Rodney Scott,Ross Boyd in PDF and/or ePUB format, as well as other popular books in Politics & International Relations & Public Affairs & Administration. We have over one million books available in our catalogue for you to explore.
Information
Table of contents
- Front Cover
- Title Page
- Copyright Information
- Introduction
- Governance in Aotearoa New Zealand
- The Holy Grail of Public Administration
- Something New Does Work
- Development
- The Results Program
- Implementation
- Changing Course
- Successes and Failures
- Gaming and Cheating
- Public Entrepreneurship
- Emic and Etic Perspectives
- Expectancy in Goal Commitment
- Instrumentality in Goal Commitment
- Valence in Goal Commitment
- Notes
- Index
- Back Cover