Ban the Brain ^TM

Involved in development of the NZ Statement of Intent process

Piloting of the early Statement of Intent (SOI) system for the State Services Commission


In the early 2000's the State Services Commission commissioned me to evaluate the early piloting of the approach to be used in the New Zealand Statement of Intent system being introduced at that time. This early involvement in the approach gave me insights into what the SSC and other central agencies were hoping it would deliver for planning and reporting on public sector activity within New Zealand.

Parliamentary level research and policy development

Director Labour Parliamentary Research Unit - high-level policy development


I directed this research unit in the early 1990's focusing on policy development at the Parliamentary level. This experience provided me with a unique insiders view of high-level policy development. It gave me invaluable experience in developing my understanding of how policy is developed, contested and ultimately legislated for within the context of the New Zealand public sector.

Asked to review all core government agency Statements of Intent

Treasury had me review two annual sets of all 30 or so core government agency SOIs


Treasury asked me to review two years worth of the Statements of Intent produced by the 30 or so core government agencies. The SOIs were reviewed as to how they specified outcomes and how they dealt with other areas required within any Statement of Intent. The findings of this review were then used by SSC, the Office of the Auditor General and Treasury to identify best practice SOIs development.

Office of the Auditor General's outcomes review

Selected by the Office of the Auditor General to review their outcomes documentation


As part of an exercise identifying good practice outcomes specification and reporting, the Office of the Auditor General selected me as the consultant they wanted to review their own office's outcomes documentation. This analysis was then used by the Office of the Auditor General to improve its outcomes and strategy specification and reporting. In addition, the review was used as part of a wider analysis of a number of agencies, to increase understanding of what is good practice outcomes specification and reporting within the public sector.

Built many outcomes frameworks for NZ agencies

Developed outcomes frameworks for most New Zealand government agencies


I have been involved in developing outcomes frameworks and visual strategy and outcomes diagrams for most New Zealand govenment agencies. These have often ended up driving the agency's strategic direction at a sector, organisation-wide or individual project level. My outcomes work has often appeared in various formats in agency Statements of Intent. In some cases my approach using visual strategy diagrams has been used to structure an agency's whole Statement of Intent document (e.g. the Department of Conservation).

Developed Treasury framework for assessing agency evaluation plans

Developed a guide for Treasury to assess agency evaluation plans in agency budget bids


Treasury asked me to develop a guide for Treasury analysts that could be used to assess the quality of agency's evaluation planning. When agencies submit budget bids they include their plans regarding the type of evaluation they are planning to do. The guide I developed was designed to assist analysts when they were looking at whether or not agency budget bids included comprehensive evaluation planning. In developing this guide, I highlighted the importance of viewing evaluation planning for a specific project as part of a wider consideration of the evaluation needs of a whole agency or sector.

Evaluation of the New Zealand Managing for Outcomes initiative

Involved in several waves of Treasury's evaluation of Managing for Outcomes work


Treasury commissioned me to be involved in the design and execution of several waves of evaluation of the Managing for Outcomes approach. Managing for Outcomes was a new approach to New Zealand government strategy development, outcomes specification and reporting. I helped methodological planning regarding how the evaluation work would be undertaken. In addition, I was also involved in interviewing government agency Chief Executives and others to obtain their views on how Managing for Outcomes was working to improve government effectiveness in New Zealand.

Developed evaluation plans and worked on evaluations for agencies

Developed many evaluation plans and have undertaken many evaluations


I have developed a large number of impact and other types of evaluation plans and frameworks for many NZ government agencies. This has included writing evaluation plans and undertaking evaluations; being the methodology advisor on evaluation advisory committees; and developing evaluation tender documents. Major evaluation planning projects include: developing the evaluation framework for the new leaky building syndrome legislative framework; the Performance Based Research Fund (PBRF) for evaluating academics' performance for TEC; and the Maori language strategy evaluation for TPK.

Performance management and indicator frameworks

Work on performance management and developing indicator sets


I have been involved in a number of performance management and performance indicator development projects. These exercises identify the basket of indicators an agency should be measuring to show that it is performing well. Often this work also includes a performance indicator 'stocktake'. My methodology of visually mapping indicators onto the agency's outcomes provides a very efficient way of identifying which indicators should be measured, at what level, for what purpose. I have done these types of exercises with government agencies such as LINZ and ACC.