Linking strategy and performance: Developments in the New Zealand public sector

Jonathan Boston and June Pallot
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Jonathan Boston: Victoria University of Wellington, Postal: Victoria University of Wellington
June Pallot: University of Canterbury, Christchurch, Postal: University of Canterbury, Christchurch

Journal of Policy Analysis and Management, 1997, vol. 16, issue 3, 382-404

Abstract: 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.

Date: 1997
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Citations: View citations in EconPapers (5)

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Persistent link: https://EconPapers.repec.org/RePEc:wly:jpamgt:v:16:y:1997:i:3:p:382-404

DOI: 10.1002/1520-6688(199722)16:3<382::AID-PAM18>3.0.CO;2-S

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