Conferences @ USP

Conferences Listing

Keynote Speaker

Professor Michael Mintrom

Michael Mintrom is a professor of Public Sector Management at Monash University.  He holds a joint appointment as the Monash Chair at the Australia and New Zealand School of Government, where he serves as Academic Director of the Executive Master of Public Administration degree.  Michael began his career in the New Zealand Treasury (1987-1990).  He holds a PhD in Political Science from the State University of New York at Stony Brook (1994) and an MA in Economics from the University of Canterbury (1986). He has previously taught and researched at Michigan State University (1994-2002) and the University of Auckland (2002-2011). Michael chaired a Taskforce on Early Childhood Education for the New Zealand Government, which reported in 2011.  During his career, Michaelís research and writing has addressed three questions:  (1) How do leaders promote political and policy change? (2) What drives innovation in public policymaking and in organisations? And (3) What is effective policy analysis?  His books include: Policy Entrepreneurs and School Choice (Georgetown, 2000); People Skills for Policy Analysts (Georgetown, 2003); and Contemporary Policy Analysis (Oxford, 2012).  Michaelís recent research has examined policy entrepreneurship and the creation of knowledge economies, teamwork in the policy process, the creation of organisational cultures of excellence, and the assessment of public policies as investments.

Keynote Abstract

Creating Public Value through Policy Design and Public Management

Academics and public managers are heavily influenced in their thinking and their practices by prevailing conceptual frameworks.  In this talk, two contemporary frameworks are reviewed, and consideration is given to how they might be applied in countries in the South Pacific. The public value framework emphasizes three aspects of public management: Delivering services, achieving social outcomes, and building trust and legitimacy. Within this framework, the efforts of policy designers have been underplayed. We explore the implications of the public value approach for policy design. We then consider a second framework in which public policies are viewed as investments.  This framework emphasizes the need to carefully assess costs and benefits of specific policy approaches, use evidence to guide policy design, and attend to the opportunity costs of poor policy choices. Throughout the talk, practical applications of these frameworks are introduced. Both frameworks offer insights regarding how academics and public managers might guide discussions of what government can and should do in society. 

Keynote Speaker [day 2]

Professor Goldfinch has previously worked for the New Zealand government, and has advised and consulted for governments across the world. He has held positions in the Nottingham University Business School, the American University of Sharjah and the Universities of Canterbury and Otago. His many articles which have appeared in the top journals in the field, including Public Administration Review, Public Administration, Governance, Public Administration and Development, Journal of Policy History and Journal of Peace Studies. He is the author, co-author or editor of five books, including Dangerous Enthusiasms: e-government, computer failure and information system development (Otago University Press, 2006, with Robin Gauld) and Remaking New Zealand and Australian Economic Policy (Georgetown University Press, 2000).

Professor Shaun Goldfinch

His most recent book is Prometheus Assessed? Citation Analysis, Peer Review and Research Quality (Woodhead Publishing, 2012, with Kiyoshi Yamamoto). He is on the editorial board of Journal of New Zealand and Pacific Studies and Public Management Review.

Keynote Abstract

Transitional States and Public Management in the South Pacific

With apparent democratization in both Tonga and Fiji and ongoing efforts for state building elsewhere in the South Pacific, what implications does this have for public management?  Transitional states are characterized by ambiguity and lack of institutionalization and even radical de-institutionalization.  This state of flux can provide both major difficulties, but also opportunities for public servants.


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