4.4 Conclusion
More coordination of activity – whether in the administrative aspects of the system or in the delivery of services – will be an important foundation for the development of a managing for outcomes environment. In considering how this might be provided for it is important to acknowledge that the principles of machinery of government will need to be refocused on this goal; and that both formal and informal responses should be considered when looking at how different coordination issues should be resolved.
More specifically, the base principles underlying structural decisions in the New Zealand public management system could be revisited to:
- ensure that all organisations work towards common, and non-conflicting, outcomes;
- provide for structures that support good coordination of policy advice and delivery of interventions;
- provide for structures that ensure high quality policy advice; and
- maximise effective and efficient service delivery.
Having identified such principles it is also important to consider how both the power structures and organisational forms within the New Zealand public management system can support an increased focus on outcomes. This chapter has suggested that structures impacting on relationships between Ministers and agencies could be streamlined to provide for increased coordination; lead agencies should be used more creatively; and different avenues for coordinating the delivery of services should also be considered. These changes will be insufficient, however, if those who oversee and guide the structures within the institution do not model the collaborative behaviours that will be required to effect change. The following chapters also indicate some of the roles and responsibilities Ministers and chief executives will need to assume in managing for outcomes through revisited strategic and financial management systems.
