Case Studies By Service Area
Organisational Strategy, Design & Change
Policy, Research& Evaluation Reviews
“Government intelligence”: improving policy, research & evaluation capability
The scope
In December 2001 the Government agreed to a significant change in the way government departments were to manage their business. The goal was for them to adopt a more strategic and outcome-focussed approach to planning, management and reporting – while remaining accountable for the delivery of outputs.
Critical to achieving this is ensuring the quality of each department’s policy, research and evaluation inputs.
Our Involvement
In 2002 MartinJenkins director Michael Mills was called upon to undertake a major review of the Ministry of Social Development’s policy, research and evaluation capabilities.
The review’s purpose was to effectively align the Ministry’s evaluation and research, strategic and sector policy functions in support of government’s strategic outcomes and objectives for the Ministry. The review involved significant consultation with staff and stakeholders. It also required a deep understanding of the role of policy, research and evaluation functions in the public sector, and of the relationship of these functions to both high level strategic outcomes and objectives and day-to-day operational functions.
The Outcome
Prior to being accepted and implemented within the Ministry of Social Development, the findings of MartinJenkins’ review were widely considered by senior management and central government agencies.
The MartinJenkins Difference
MartinJenkins is regularly called upon by CEOs and senior managers to review and recommend improvements to their policy, research and evaluation services. We are chosen for these reviews because of our proven track record in this area, as well as our in-depth understanding of the strategic, policy and operating environments unique to government departments.
