GILL, Derek
New Zealand experience with public management reform - or why the grass is always greener on the other side of the fence - 2000
This article provides an analysis of how New Zealand has achieved the successes made to date, issues and problems yet to be resolved, and directions on how to address current shortcomings in public managment reform of the New Zealand model. Four issue pillars provide the framework for the analysis: political - problems that are inherent to the political arena under a ranger of public management regimes; incompleteness - problems that reflect that the system is incomplete in some areas, but that do not suggest inherent difficulties; implementation - problems to do with the way the system has been implemented; inherent - problems inherent in the New Zealand regime, but not necessarily in other systems. The overall conclusion drawn is that relatively few of the problems are inherent in the New Zealand model and that most problems fall under the first of the four issue pillars: politics. The author concludes that there is much to be done - but that it can be done within the framework of the Public Finance Act and the State Sector Act by changing how the system is operated
New Zealand experience with public management reform - or why the grass is always greener on the other side of the fence - 2000
This article provides an analysis of how New Zealand has achieved the successes made to date, issues and problems yet to be resolved, and directions on how to address current shortcomings in public managment reform of the New Zealand model. Four issue pillars provide the framework for the analysis: political - problems that are inherent to the political arena under a ranger of public management regimes; incompleteness - problems that reflect that the system is incomplete in some areas, but that do not suggest inherent difficulties; implementation - problems to do with the way the system has been implemented; inherent - problems inherent in the New Zealand regime, but not necessarily in other systems. The overall conclusion drawn is that relatively few of the problems are inherent in the New Zealand model and that most problems fall under the first of the four issue pillars: politics. The author concludes that there is much to be done - but that it can be done within the framework of the Public Finance Act and the State Sector Act by changing how the system is operated
