Wrestling with Outcomes: The New Zealand Experience

Abstract

ement in the structure and conduct of the budget process in 2004, an increasing focus on outcomes is significantly eroding the purity of this approach. Since the mid-1990s at least, international experience and experimentation with new methods of governmen t budgeting and expenditure management have also progressed, both towards and away from the New Zealand output -based approach. �Performance Budgeting � �an increasingly broad term that now describes almost any approach or methodology that embodies a signi ficant focus on results (including output budgeting) �is gainingincreased acceptance. The basic argument for downplaying the role of outputs, while giving increased attention to outcomes, is well -summarised by Brumby and Robinson (2004:7): A strong argument can be advanced for outcome -focused performance budgeting. Outcomes are the intended effects of government

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