Apropos of nothing – except for the current vibe coming out of Wellington. Let’s be frank about what went wrong with the Knowledge Wave circa 2001 and 2003. I remember sitting in those early conferences – all optimism and powerpoints about our gleaming tech future. But in reality, we were trying to bolt a Silicon…

Note: This analysis was initially prepared as a commissioned piece for a local private sector client in December 2024. With their permission, I am sharing these insights more broadly to contribute to the ongoing dialogue about public service reform. While the core analysis remains unchanged – at the time this post was published – from…

Since 2000, I have been testing a hypothesis that our traditional, Westminster-derived model on which our polity is based is under strain. My instincts are that we are beyond Westminster. To evaluate that hypothesis, I use Rod Rhodes’ framework (2005), which emphasises the five key elements of parliamentary sovereignty, strong cabinet government, ministerial responsibility, party…

In the ever-evolving landscape of public governance, a new approach is catching attention across the seas in the United Kingdom. Called mission-led governance, it promises a fresh perspective on how institutions and organizations might better serve society. The core idea is compelling: what if our public institutions could genuinely prioritize social and environmental purposes alongside—or…

When we examine Aotearoa New Zealand, through the lens of its institutions, we see a remarkable pattern of action and response between the Crown and Māori that continues to shape our nation. This narrative begins in 1840, but its echoes resonate powerfully in today’s political landscape. In the initial Te Tiriti period (1840-1860), the Crown…

Let me explore the shift in central agency leadership and its implications for public sector governance. The whakataukī “He niho tō te paraoa” offers a profound insight into public service leadership—it’s not just about having authority but about having the institutional experience and capacity to exercise it effectively. This metaphor perfectly captures the current moment…

Let me analyse the crucial issues of public service leadership appointments, merit, and constitutional governance. The metaphor at the heart of the whakataukī above, of needing to manage “between heaven and earth” perfectly captures the unique complexity of public service chief executive roles. These aren’t simply senior management positions – they don’t just exist in…

I’m not posting that much at the moment. I am writing. But this hypothesis above has my attention. Let me examine the crucial dynamic between political and administrative spheres in public sector reform. The Better Public Services program offers an instructive example of how the political-administrative interface should work. Its success wasn’t just about managerial…

Trust in public services is on the decline. This particular measure calls attention to a measure of ‘trust’ as the state is not doing harm. In addition, confidence in public services – due to an actual experience – is flatlining. A follower on blue-sky asked me why I didn’t comment on the private sector comparator….

The Royal Commission’s Report on Abuse in Care has landed on my desk, and its findings are devastating. As someone who has spent decades studying public policy and governance, I can tell you this: what we’re looking at isn’t just a collection of unfortunate incidents – it’s administrative evil in its purest form. Let me…

I’m not posting much. I am writing. But the graphic below has my attention. Let me share some thoughts I’ve been developing, building on Heather Came’s recent work (2024) above. I’m mainly focused on how this applies to public management education and practice in Aotearoa New Zealand. Three critical issues keep surfacing in my analysis….

Each year, as we move towards Matariki, I gather the seeds of knowledge I found most valuable in the previous year and offer them to others. In 2021, I offered knowledge on good public sector governance, focusing on collaboration and anticipatory governance. I did this because I observed that the authorising environment was struggling with…

Looking at Te Tiriti through a political science lens offers us something valuable beyond the usual historical and legal interpretations. Let me be direct about what this means for our public management system. Te Tiriti isn’t just a historical document or legal framework – it’s a living diplomatic relationship between two sovereign nations. This isn’t…

I’m excited to hear about the new standalone Social Investment Agency. One aspect I particularly like is its focus on emergent practice. This focus extends the original idea and clarifies whatever the Social Wellbeing Agency has been doing. Emergent practice is important for four reasons. First, I know that some of you think that the…

Let me be frank about the new regulation ministry’s thinking—it falls well short of what we need. Their narrow focus on cost-benefit analysis and risk mitigation feels like regulatory management 101. We should be way beyond this by now. Their ambition to be a central agency mainly concerns me. Having spent years studying public sector…

There has been much debate and discussion lately about lobbyists’ roles, with some calling for more regulation and oversight. As an observer of policy-making processes, I recently had the opportunity to provide feedback to Health Coalition Aotearoa and Transparency International on their proposals for regulating lobbyists. Specifically, their call for greater transparency and conflict of…

Performative governance represents one of the most intriguing developments in contemporary political and administrative practice. It is where the act of governing becomes increasingly focused on the appearance of action rather than implementation and substantial shifts in outcomes. It is a phenomenon that has become particularly salient in our increasingly always-on-media-saturated political discourse. The concept…

This is an apolitical post. It is about the effectiveness of machinery of government changes. As far as I know, the disestablishment of the Te Kōmihana Whai Hua O Aotearoa | Productivity Commission and Te Aka Whai Ora | Māori Health Authority are respectively the 501 and 502 machinery of government changes in Aotearoa-New Zealand…

Public management reform worldwide follows four main themes: fiscal stability, managerial efficiency, improved capacity and better public accountability. Fiscal reforms are generally the most consistently pursued. They are far-reaching and directly affect the well-being of public sector employees, state capacity, and social cohesion. They mostly involve downsizing, reducing input and output expenditures, privatising, and reforming…

Over the past few weeks, several readers have contacted me and asked me to explain what I mean by the role of government. Their questions were prompted by the hypothesis I hold about institutional performance: in short, efficiency and effectiveness are only possible if the Cabinet brings three things to the table: first, clarity about…

The whakataukī above is used in many different ways. I’ve heard it used to explain why tamariki and rangatahi break kawa. I’ve also heard it used to explain “tamariki being tamariki” and “boys being boys”. I’ve also seen it used as a regulatory tool, specifically to remind whānau applying for driver licenses of the importance…

If you have been in a lecture or tutorial with me, you will know I have been asking questions about the role, purpose, and design of the three central agencies for many years*. I think it’s time for a merger. The shared role of the Department of Prime Minister and Cabinet (DPMC), the Public Services…

Yesterday, I decided to take the advice of my whanaunga – The Most Reverend Don Tamihere – and listen to the speeches at Ratana through sympathetic, charitable and compassionate ears. And, I am glad I did. Not just because I truly believe mahia i runga i te rangimārie me te ngākau māhaki, but because what…

I am doing a series at the moment called the kāwana series. The kāwana series is for those who want to understand the work of the executive better. It focuses on the tension between democracy and bureaucracy, including how and where the lines between politics and public management are drawn. This is an enduring debate—it’s…

I’m doing a series at the moment called the kāwana series. The kāwana series is for those who want to better understand the work of the executive. It focuses on the tension between democracy and bureaucracy, including how and where the lines between politics and public management are drawn. This is an enduring debate—it’s not…

Over the next few weeks, I will offer a few frameworks for those of you wanting to better understand the work of the executive. This is the first one. These are high-level introductions only. But I will link you to the primary scholarship. Public Sector Bargains are the explicit and implicit agreements between public servants…

In political theory, the so-called modern democracies are said to legitimatise authority through a ladder of delegated powers. In theory, voters and their communities are the principals; they are regarded as sovereign and vote for representatives who are supposed to carry out their will. Those representatives become legislators, and it is the job of those…

Ahakoa haere tatou ki hea. Ka haere tahi tatou katoa. Recently, I received messages from friends, family, and clients responding to an article I wrote for e-Tangata. The messages came from a diverse range of people: those on the hauora and regulatory frontlines, current and former public servants, my Australian and Pacific clients, representatives from…

For the last quarter-century, I’ve examined the hypothesis that Aotearoa-New Zealand’s Westminster-derived governance model is under increasing strain. The traditional pressure points remain relevant: the shift to mixed-member-proportional representation, evolving foreign policy alliances affecting parliamentary sovereignty, expanded use of associate ministers and undersecretaries, coalition dynamics challenging cabinet solidarity, inadequate regulatory oversight, and the growing influence…

Several readers have asked me to expand on agonism, a concept central to my doctoral work and my understanding of politics in Aotearoa New Zealand. Let me break this down in a way that shows why it matters for our public institutions and policy making. Agonism sits at the heart of how I understand the…

As some of you know I am getting close to finishing my PhD on free and frank advice: what it is, why it matters and which institutions enable it and which institutions are a barrier. By “close” I mean closer than I was yesterday. Here are some thoughts on free and frank advice for those…

There is no excerpt because this is a protected post.

There is no excerpt because this is a protected post.

There is no excerpt because this is a protected post.

I deleted my Bluesky account today. I posted a few thoughts this morning. The first thought was dialling down the performative outrage and getting to work. The focus was on personal healing and supporting the most vulnerable in our communities. The second set of thoughts were around why ACT’s anti-Māori and anti-Tiriti policies might produce…

Grounded. That is how I see the combining of public services and finance outcomes alongside the social investment outcome into one portfolio. It puts the four most powerful functions together (Budget, Performance, People and Integrity) and links them to social investment. I like it for a range of reasons: First and foremost, it’s a direct…

One way to see proposals to change the design of the public sector is through a lens that presents the state as fragmented whenua on which political struggles play out. In the same way, whenua reflects the battle between settler and hapū interests, agendas, claims and rights, so it is for the state. Through that…

This post is a letter to my friends and whānau working in the public service. As the whakataukī suggests you are always working in the past, present and future. That is because the past is central to and shapes your present and future reality. It also because you are always carrying previous attempts at public…

The whakataukī above reminds us that different emotions can be more useful than others, especially in a time of conflict. I think about this whakataukī, especially when it comes to public service reform and the endless round of working group reports on state sector productivity and effectiveness. I mean, can we jump to devolution now?…

Today, POLITIK provided us with an important reminder about retail politics. Retail politics is the shaking of hands, kissing babies, playing with goats and dressing up as Captain Cook. It directly sells a candidate to as many voters as possible. I’ve been thinking about it for two reasons. First, retail politics is very different from…

As we move into the last two weeks of the 2023 election, can someone facilitating the leader’s debates ask each leader whether they reject and repudiate political violence and whether they communicate to their supporters that violence is never, never, never okay? Political violence undermines our democracy. This is the real challenge to our so-called…

This election, I’m looking for a politician who understands that the sun is setting on New Zealand and the dawn of the new day that is Aotearoa. That is not as radical as it sounds. It is simply a maturing and growing up of our nation. But we need a politician or group of politicians…

Here’s my analysis of regulatory reform and administrative burden, speaking from my public policy expertise: The conversation about cutting “red tape” often misses the crucial distinction between necessary oversight and genuine administrative burden. Let’s look at what meaningful regulatory reform looks like, using the COVID-19 vaccination rollout as a telling case study. The Te Puni…

Apropos of nothing – let me unpack this critical issue of ministerial-executive relationships and institutional performance through a public policy lens. The gap in our system isn’t just about policy or delivery – it’s about the fundamental preparation of ministers for what is essentially a governance role over complex public institutions. We’ve created sophisticated frameworks…

Speaking as a public policy expert, here’s my analysis of the current political landscape. I have offered this advice to several clients. They are happy for me to offer it here – to you. The recent political rhetoric around cutting public services deserves careful examination. Not because of the predictable election-time theatrics but because it…

As a political scientist and policy consultant observing Aotearoa New Zealand’s evolving landscape, I want to expand on this crucial concept of the interregnum we are in. Gramsci’s observation about the space between what’s dying and what’s struggling to be born perfectly captures our current national moment. This isn’t just about political transition but fundamentally…

Let’s discuss ACT’s proposal to set KPIs for public service chief executives. As someone who’s spent years studying public sector governance, I can see both merit and significant risks in this approach. First, let’s acknowledge the timing. Yes, it’s appropriate for a new government to reset its relationship with the administrative executive. As the whakataukī…

As the whakataukī suggests, not much is achieved without a plan and people to do the mahi. I’d add that not much is achieved without good governance. Here are some thoughts on public sector governance. I am not arguing for the models because they are not yet adapted in a Te Tiriti-led way. However, I…

The term civil service was coined in 1785 to describe the non-military or civilian roles undertaken by the East India Company. For those of you who don’t know the history, the company was formed in 1600 to exploit East and Southeast Asia as well as India. The term was subsequently borrowed to mean all the…

Each year as we move towards Matariki, I gather the seeds of knowledge I have found most useful in the year just gone, and I offer it to others. In 2021 I offered knowledge on good public sector governance, with a focus on collaboration and anticipatory governance. Last year my list focussed on decolonising anglo…

Public institutions tend to reflect the society in which they are embedded. So it is for Aotearoa. Like it or not, in Aotearoa, our shared institutions reflect and will increasingly reflect Te Tiriti. Te Tiriti states the conditions under which Iwi, Hapū, Whānau, Whanui, Māori and the Crown agreed to cooperate in the development of…

In 1994, ten years after we enthusiastically and somewhat naively implemented the 80s reforms, Professor Allen Schick came to town to check in on what we had done. In his evaluation, he made a couple of critical comments. Firstly, there should be no going back to the not-so-good old days of managerial addiction to inputs,…

I have ditched Twitter for good (again). The left criticises me for not having blind allegiance or for not engaging in their performative activism, and well, the right demands free peach while resorting to cyberbullying, misogyny, pushing racism, and running weak ideological arguments from the 80s that most of the literature has disproven. Both sides…

Some people out and about demonstrating a little knowledge of regulatory systems is a dangerous thing. I am not a regulator, but I have prepared policy advice that had to be turned into regulatory policy and, eventually, rules. I also help design regulatory funding models; clients ask me to review them for fairness and equity….

I have been watching the co-governance and free speech debate. There seems to be an undercurrent that the state should focus on “equality” and not “equity”, and all public services – delivered by the state or by a third party – should be at the same or similar quality standard for every “New Zealander”. That…

I love this whakataukī. It reminds me that understanding comes from knowing and welcoming the difference between similar things and people. I have heard a lot of korero this week about our golden age of public management. Many commentators assumed the 1980s public management reforms are our high point. Sadly, those people are wrong. Let…

The past week has been a reminder of the practical skill and experience required of public servants during an election year. https://thespinoff.co.nz/business/01-03-2023/the-dangers-of-clout-chasing-company-directors-radicalised-on-linkedin As the whakataukī above reminds us, there is nothing like the experience of those on the ground. I’ve been lucky enough to work in ministerial offices in election years and the central agencies….

As we enter the heart of election year, I have been thinking about this whakatauki. The literal translation is that while the mokoroa is small, it is strong enough to eat through and fell the kahikatea tree. It’s a reminder that small things can have a significant impact, and it also encourages us to think…

The practice of courage is an important trait for public servants worldwide and a quality and attribute necessary for ethical behaviour in most institutional settings. In the literature, courage is described as a virtue, with managerial courage being depicted as a leadership attribute that encourages others to take the morally right course of action, given…

This is one of my favourite whakataukī. I first saw it used by Te Ohu Kaimoana to bring iwi together to complete the fisheries settlement. In watching that work, I think the whakataukī means to let the shadows fall behind us, so we may see one another’s faces. It’s our version of sunlight being the…

As we enter the third year of examining our governance model’s evolution, the central hypothesis remains: Aotearoa-New Zealand’s Westminster-derived system continues to show significant signs of strain. While most indicators remain consistent with last year’s assessment, two notable shifts warrant attention. First, there’s a marked decline in the Cabinet’s narrative capability. Despite considerable activity and…

Today social media was full of accounts going off at the idea of social investment. Most of them have not read the literature or explored why it’s intuitively appealing. The idea of social investment has been around for a couple of decades. Like it or not it is one of those policies that will endure…

A small warning. I am writing a journal article on public-sector reform and why many reform programmes fail. It follows a panel discussion I was part of early this year. IPANZ and Deloitte hosted it. Deloitte was calling attention to their 2022 State of the State report. The report found that the public sector in…

This Matariki I am sharing my favourite readings on decolonising the state and indigenous public management. This year the Poneketanga has been all about those for and against the bi-cultural state, while those involved in building and running indigenous public institutions have just been getting on with the mahi. It’s been a year of wahahukatanga…

Unlike the original Westminister tradition, the Chinese Imperial Civil Service had a set of dress codes for officials: a way, so to speak, to distinguish the different classes and ranks within each class. Each rank had its own belts, hats and trim. The top rank had two stately cranes soaring above clouds, and the lowest…

Silence is associated with many virtues: modesty, restraint and politeness. And, thanks to profoundly ingrained settler rules of institutional etiquette, people choose silence rather than confrontation or acknowledging difference. I am doing a Phd in free and frank advice because I have seen far too many officials and officers in public and private sectors fall…

I do a mix of paid and unpaid work these days. Last night I facilitated a not-for-profit board through a workshop I run on creating positive relationships between the board room and management. In my experience, those boards that understand the importance of whakarangatiratangatia do much better than those who do not. My motivation to…

If kōrero is the kai of rangatira then those who advise rangatira are always looking for ways to use their hands to create unforgettable culinary experiences.  This post offers guidance on what makes a good board paper. Firstly, it is important to remember a Board’s role is to always question and validate, so before you…

A year ago, I posited that Aotearoa-New Zealand’s Westminster-derived governance model showed signs of systemic strain. The identified pressure points were numerous and significant: the transition to mixed-member-proportional representation, the expanded use of associate ministers and parliamentary undersecretaries, the integration of non-government ministers into the Cabinet, the frequent threats to cabinet solidarity by coalition partners,…

Each Matariki I share my favourite readings on a particular topic or research area in public management. This year the Poneketanga korero has been all about co-governance. Here are some critical readings on governance; its philosophy and anglo-origins, some definitions, the concept of networked and collaborative governance and how governance interacts with public policy. Philosophy…

Over the past several years, I have been playing with the idea that we have a hopelessly distorted public sector governance system. My current hypothesis is that it’s distorted because most of the power is held by ministers and senior officials and is often exercised in the dark, in the hidden corners of Government, where…

Suppose you are working in public policy right now. In that case, you will know that the most precious commodity is not information – information is abundant. Nor is it knowledge – there is an oversupply of competent advisers – many of whom have a strong opinion or a long-held view and are confident in…

Aotearoa-New Zealand’s political and administrative landscape is undergoing a profound transformation that challenges its Westminster foundations. Multiple forces are driving this evolution: the complex dynamics of a post-colonial state, a hollowed-out public service increasingly reliant on non-state actors for delivery, and political parties struggling to attract high-calibre talent for senior positions. The strain on our…

Last week, the Public Services Association published a paper by me and my friend Dr Amohia Boulton. We were part of the PSA’s 2020 Progressive Thinking Seminars. In our paper, Amohia and I talk about how COVID-19 has reminded us of how underprepared the world is to detect and respond to emerging infectious diseases while…

This leads me to describe the fifth quirk in our system. I am still exploring this quirk using a combination of political theory and research on institutions. So far, it seems that either Ministers are incredibly powerful in the current system (possibly too powerful), or the chief executive’s fixed-term contracts have weakened senior officials’ place…

Today, you have 104 days or 2,496 hours before the pre-election period starts. And while it is critically important for the public service to remain politically neutral, it is crucial to start thinking about how to best support a new Government*. It is an exciting time and an extraordinary privilege to help a new Government…

The fourth quirk speaks to the critical importance of good leadership by public servants and how it lifts capability (which itself enables outcomes).  While this is impressionistic, the agencies that rate highly on this dimension value authentic leadership and have senior leadership teams and boards who create an organisational spirit that encourages staff to be…

The third quirk speaks directly to what lifts the capability of the public service. In short, coherency in strategy and clarity about the agency’s role in the broader system appears to be positively correlated with capability (see diagram below). The strategy and role dimension involve ensuring each agency can clearly articulate its future direction to…

According to all PIF reviews, the second quirk in the public management system is that stronger ratings in results are positively associated with stronger ratings in capability. Interestingly, there is some variability amongst agencies, with some agencies more strongly rated on results than their capability rating would imply and others not producing the results for…

This post is a slight diversion. The legitimacy of the public management system rests on its ability to demonstrate high levels of integrity and performance. The public and their political representatives have a right to be confident that public ownership, funding, provision, and regulation do the most good while curtailing cost. Analysis I have completed…

As is the way in te ao Māori, this paper begins with the place from which the author speaks (Pihama, 2012 and Smith, 2013 ). Ko Pohautea te māunga Ko Waiapu te awa Ko Ngāti Porou tōku iwi Te Whānau a Hineauta and Te Whānau a Pokai nga hapu Ko Pokai tōku marae Nō Rangiora…

I have several reasons for wanting to be transparent about the epistemology, ontology, theoretical basis and methodology of the Performance Improvement Framework (PIF). My reasons are three-fold. First, to communicate the philosophy of the PIF to interested academics to ensure criticism and analysis is well-informed. As signalled previously, the PIF was designed to push against…

In 2013, New Zealand’s Parliament, with rare support from all political parties, amended its 1988 State Sector Act, which had created one of the world’s most devolved public administration systems. After 25 years of increasing frustration among citizens and officials about insufficiently joined up the public sector, a conservative political executive elected in 2008, amidst…

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…

These are difficult days in corporate and public sector governance. Difficulties play out daily and impact anyone who works in or around the governance and management divide – very few organisations are unaffected. The once smooth relationship between governors and senior executives is strained by unprecedented change. This change plays out in ways that feel…

In reviewing all the Performance Improvement Review reports, my overwhelming conclusion is this – while many of our public institutions are adept at managing urgent and short-term issues and the daily priorities of Ministers, they are less successful at building strong and enduring public institutions whosepurpose and roles are clear and whose core business is…

As promised, here are my estimates on the number of formal governance roles in the New Zealand State sector. Putting aside the proposed changes to the State Sector Act, which will probably create more governance roles, not less, there are at the very least 3,106 roles. Three thousand, one hundred and six (potential) roles; that…

In Aotearoa, public sector governance refers to the system by which over 4,000 public entities, including policy ministries, departments, Crown entities, state-owned enterprises (SOEs), and sui generis organisations such as the Reserve Bank of New Zealand, are directed and controlled. The system includes all processes and behaviours that enable decision-makers to lead and guide public…

As well as doing my PhD I am also providing consultancy services in governance and public policy. I have just returned from Melbourne, where the Australian Institute of Governance has certified my practice. My big takeaway from my certification is the critical importance of crafting timely, accurate and easy to understand advice. I am reminded…

Whatever you think of Auckland Transport (AT), its Board should be acknowledged for publishing its agendas, minutes and reports online. This sort of transparency is vital for public institutions and acts as a proxy for good public sector governance. Why? First, others working in the infrastructure supply chain can see the big picture the AT…

Over the next few years, I will start blogging about the roles, responsibilities and competencies of Board and company secretaries in the context of the New Zealand public sector. I suspect that most of these roles are underdone, misunderstood and an afterthought for most Boards and their chief executives. I have long thought that this…

I often get asked how to move a board from being good to being great. In my experience, three things distinguish a mediocre board from a high performing one. The first is peer accountability. The second is choreography in ‘the moment’. The third is how they address poor leadership and lack of discipline. Peer accountability…

Okay, as 2017 ends, I am finally able to my doctorate from Victoria University of Wellington to the University of Canterbury. One advisor said to me, “the only PhD is a completed one”. I will blog another time about what it was like studying at Victoria University of Wellington. In the meantime, this post summarises…

After twenty years as a public servant, I now have the luxury of working for myself with some great clients, trying to finish a PhD on free and frank advice and observing the beltway from Rangiora. So here’s my take on what the new Government means for the public sector. The headline is this –…

The ‘public policy cycle’ is a well-established concept. It is typically conceived as a rational decision-making model supported by tools and evidence. While terminology and practice vary, the sequence follows a typical pattern: However, after twenty-odd years of practice and coaching, I now see the model for what it is – an idealised and positivist…

I am interested in the tension between professional judgement and managerial practice. One of the key planks of managerial practice is an evidential approach to public policy. My concerns about evidential approaches are fourfold. First, I worry about the confidence officials have in their information systems. Time and time again, the Government has been told…

Last week, a graduate analyst I mentor asked me why I am so against evidence-based policy. I was a little surprised. I’m not against evidence. Instead, I am someone who works hard to ensure my advice does not naively wish away the emotion, uncertainty, complexity, contest, power imbalances and plurality that pervades public policy. For…

I am often asked why I study public management. Most of the questions come from pakeha officials who don’t think public administration can be understood as an unreformed colonial construct, but also by global north academics who believe in the objective and agnostic role of the state. To them, I say: “Know the enemy and…

I’m starting a blog. I’m as surprised as you are. This is a way for me to put my ideas out into the world to see what happens.