During the mid- to late 1980s, the Labor government in Australia under Prime Minister Bob Hawke distinguished itself by achieving a balance in its budgeting and management approaches. This allowed for focusing on inputs, outputs, and outcomes in tandem. The approach differed considerably from that pursued in New Zealand. There, an overemphasis on outputs introduced serious distortions to the relations between ministers and officials, which reformers in Wellington have subsequently taken strides toward correcting.

As often happens with reform movements, the Australian process reached a plateau by the early to mid-1990s. Broadly, officials welcomed a change of government in 1996 with the expectation that the coalition under Prime Minister John Howard would give new impetus to innovative public management. Ironically, this coalition addressed the issues surrounding budgeting and management reform through an unreconstructed 1980s lens, highlighting outputs at the expense of balanced emphasis of inputs and outcomes as well. As suggested by the Labor government's success in the 1980s and the adjustments attempted by New Zealand governments in the 1990s, collective dynamics among and between members of cabinet and officials, respectively, are key to a balanced approach. These dynamics foster a sense of trusteeship whereby participants see that inputs, outputs, and outcomes form part of a seamless web centered on public interest. The analysis of the Coalition's performance so far suggests thhat its efforts at reform have proven retrogressive when evaluated by this standard.