Linking strategy and performance
Developments in the New Zealand public sector
Bibliographic Data
| ID | 11680322 |
|---|---|
| Authors | Jonathan Boston (Victoria University of Wellington, corresponding author), June Pallot (University of Canterbury) |
| Year | 1997 |
| Volume | 16 |
| Issue | 3 |
| Pages | 382-404 |
| Publication date | 1997-01-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Policy Analysis and Management (JOURNAL) |
| Journal identifiers | ISSN: 0276-8739 • E-ISSN: 1520-6688 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/1520-6688(199722)16:3<382::aid-pam18>3.0.co;2-s |
| OpenAlex | W2031227966 |
| Language | EN |
| Citations received | 13 |
| References cited | 12 |
In recent decades, many governments have sought to improve their systems of strategic management and priority setting. Few of these attempts have met with unequivocal success. In particular, the systems for “whole-of-government strategizing” have not been well integrated into the ongoing budgetary processes and departmental performance management systems. In 1993—1994, as part of its comprehensive reforms of the public sector, the New Zealand government instituted a new system of strategic management. The new approach—which in part grew out of the National government's attempt to outline its long-term vision in a document titled Path to 2010—involves the ministers specifying a series of medium-term policy goals, referred to as “strategic result areas” (SRAs), and then translating these into more detailed departmental objectives, known as “key result areas” (KRAs). More specific “milestones” are subsequently identified to serve as benchmarks against which the achievement of departmental KRAs can be assessed. This article describes and evaluates this new approach and considers its possible application in other countries
Business · Economic growth · Economics · Economy · Government (linguistics · Key (lock · New public management · Political science · Process management · Public policy · Public relations · Public sector · Strategic planning · Accounting and Organizational Management · Computer Science · Evaluation and Performance Assessment · Public Policy and Administration Research · Marketing · Public Administration
Public Administration at the Millennium
Juggling Inputs, Outputs, and Outcomes in the Search for Policy Competence
Program Strategy and Coalition Building as Facets of New Public Management
La gestion axée sur les résultats
Governing long-term policy problems
Death by evaluation’? Reflections on monitoring and evaluation in Australia and New Zealand
Spontaneous Adaptation in Public Management
Strategic planning in turbulent times
The Impact of Electoral Reform on the Public Service
Senior management development in the New Zealand public service1
Policy integration
Budgetary and Financial Management Reforms in Korea
Strategic political steering
Readings in Strategic Management
High level advisory groups
Responsible government in Australia
Advising the Rulers
"The Science of "Muddling Through
Still Muddling, Not Yet Through
A Budget for All Seasons? Why the Traditional Budget Lasts
Anticipating Uncertainty
Reform of the Core Public Sector
The Problems of Policy Coordination
| Unique citing works | 13 |
|---|---|
| Citations per year | 0,46 |
| Citation span | 1998 - 2023 (26) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 9 |