Dave Brunsdon
Dave Brunsdon is a director of Kestrel Group, a small New Zealand consultancy that provides strategic advice on the resilience of buildings and infrastructure, and on emergency management issues.
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Dave Brunsdon is a director of Kestrel Group, a small New Zealand consultancy that provides strategic advice on the resilience of buildings and infrastructure, and on emergency management issues.
Presentation on the experience and lessons of New Zealand in COVID-19 response and recovery.
Iain Rennie, former State Services Commissioner and Head of State Services of New Zealand, discussed his country's contemporary public sector management challenges and assessed the prospects for ongoing innovations in coming years.
The International Road Assessment Programme (iRAP) is used for setting road safety targets, assessing existing road networks and tracking infrastructure risk over time, evaluating safety benefits of road projects, assessing risk for design iterations, and conducting post-construction evaluations. This presentation features some iRAP case studies that show how lives were improved and serious injuries were prevented.
While tax expenditure reporting is an important first step that provides transparency and estimates of revenue foregone, cost benefit analysis can offer a deeper understanding of the efficiency of particular tax expenditures. Regular monitoring is essential as it ensures that tax expenditures are effective, and costs are limited.
Helen Clark was Administrator of the United Nations Development Programme from April 2009 to April 2017, and was the first woman to lead the organization. She served at the same time as Chair of the United Nations Development Group, a committee consisting of all UN funds, programs, agencies, and departments working on development issues. As Administrator, she led UNDP to be ranked the most transparent global development organization.
Failure of bureaucracies to identify appropriate output definitions and indicators, and a unifying outcomes classification framework has undermined the usefulness, integrity, and comprehensibility of agencies’ performance-based budget (PBB) and results-based budget management (RBBM) frameworks. PBB or RBBM frameworks require at least the same diligence in defining classification and management protocols as does a chart of accounts—and as did the development of Classification of the Functions of Government.
Public financial management specialist Peter Fane discussed initial findings of an ongoing assessment of the current state of results-based budget management frameworks in developed and developing countries. Findings suggest that even some developed countries may have failed to realize the full potential of results-based management frameworks.
Pacific state-owned enterprises (SOEs) are often formed to increase service delivery effectiveness and accountability. Historical and financial indicators, however, show that long-term government ownership of SOEs often result in outcomes counter to these goals. Asian Development Bank’s study of SOE performance in the Pacific emphasizes political commitment to reform as a key driver for commercial results.
Given the relevance of the Pacific state-owned enterprise (SOE) reform experience to other regions of Asia, this learning event was jointly organized by Asian Development Bank (ADB)’s Governance Thematic Group and Private Sector Development Initiative (PSDI) to discuss the findings from a decade of SOE reform in the Pacific. New Zealand’s first Minister of State Owned Enterprises, Honorable Richard Prebble, CBE, who led one of the most comprehensive SOE reform programs ever undertaken anywhere in the world, talked the experiences of New Zealand and neighboring Pacific countries.