The paradox of managing for outcomes
DOI:
https://doi.org/10.26686/pq.v3i3.4227Keywords:
Group Managing for Outcomes Roll-Out, MFO, ministerial responsibility, Children, Youth and Family Services (CYF), New Public Management (NPM), Public Finance Act 1989, State Services Commission (SSC)Abstract
Government departments are required to consider and report on the linkages between departmental outputs and the government’s intended outcomes (Steering Group Managing for Outcomes Roll-Out 2003/04, 2002). But are the objectives of ‘managing for outcomes’ (MFO) being achieved? While, as Ryan (2006) noted, it may be too early to conclusively answer questions around MFO, it is possible to reflect on the practice in light of the evidence available in departmental statements of intent (SOI).
Downloads
Downloads
Published
Issue
Section
License
Permission: In the interest of promoting debate and wider dissemination, the IGPS encourages use of all or part of the articles appearing in PQ, where there is no element of commercial gain. Appropriate acknowledgement of both author and source should be made in all cases. The IGPS retains copyright. Please direct requests for permission to reprint articles from this publication to igps@vuw.ac.nz.
