The International Handbook of Practice-Based Performance Management presents the latest scholarship in performance measurement strategies in the field of evaluation. This important resource combines cutting-edge theory and practice of performance management in the United States and abroad. The book includes contributions from internationally known scholars and practitioners who present chapters that introduce the literature on key topics and provide clear guidance on practical skill building. Key Features: Offers an international perspective: Though most of the chapters deal with performance measurement in the United States, the text represents the most notable examples of performance measurement in Canada, Latin America, Asia, Oceania, and Europe. Integrates theory and practice: The book’s unique structure links literature-based conceptual knowledge with the lessons from practice and specific applied skills. Puts theoretical discussions into context: Case examples and lessons learned connect concepts to the real world while discussion questions allow for further deliberation. Intended AudienceAn excellent addition to any academic library, this resource is ideal for practitioners, academics, and researchers in public administration, non-profit organizations, management, public policy, health care services administration, and health care planning and policy. It can also be used as a text for graduate courses such as Performance Management, Management Reforms, International Performance Management, and Performance Improvement in Public Administration.
Chapter 17: Performance Management and Budgeting in Australia and New Zealand
Performance Management and Budgeting in Australia and New Zealand
The reform era has been remarkable for sustained transformations of public administration in countries internationally. Australia and New Zealand have experienced several generations of management reform that have attracted international attention, particularly New Zealand as a reform model with unique and influential features (Halligan, 1997; Kettl, 2005; Pollitt & Bouckaert, 2004). A centerpiece of management reform has become performance. Australia and New Zealand, with their comprehensive approaches, have been more committed to performance management than most countries in the Organisation for Economic Co-operation and Development (OECD; Bouckaert & Halligan, 2006; OECD, 1997).
This chapter examines how the two countries have handled performance management and budgeting across three generations of ...