The philosophy of New Zealand’s Performance Improvement Framework

01/01/2019

As some of you know, I moved my doctoral study away from Victoria University of Wellington. In doing so, I put aside a review of the system findings of the Performance Improvement Framework (PIF) and what they tell us about the performance of the New Zealand public management system.

This shift does not mean I am not interested in the kaupapa. But, for now, I need to progress a review of free and frank advice from the point of view of decision-makers, i.e., what Ministers think free and frank is, and their role in commissioning it. So, rather than let the work I did at Victoria University go unused, I will use this blog to share the work I was able to progress on the PIF.

Between now and February, this blog will outline the philosophy of the PIF using a paper I presented to the International Research Society for Public Management in Wellington earlier this year.

Before I start, a special mihi to Dr Mike Pratt and Dr Murray Horn, who peer-reviewed the first draft of this paper in 2013. Subsequently, Dr Pratt used my first draft to recommend changes to the PIF domain ontology to make it more corporate-like. e.g., focus on the concept of the citizen as a customer. Those
changes were made after I left the State Services Commission in 2015.

Also, a mihi to the School of Government, Victoria University of Wellington, who nurtured the thinking in this paper as part of a Doctor of Government research proposal completed between 2013-15.

Let’s see where this takes us.

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