From policy to practice: the New Zealand experience in implementing partnership-based local development policy

Increasingly, governments are introducing public policy models of joint and collaborative working to enhance social and economic outcomes in local development contexts – a complex and continually evolving policy implementation pathway along which New Zealand embarked. This research project explored the New Zealand experience in implementing the 1999 Clark Labour Government partnership-based public policy for local economic development - the Regional Partnership Programme. The key focus of the research was to highlight the experiences that the regionally/locally-based Regional Partnership Programme governance group leaders encountered while establishing and delivering the programme; and to explore the role of leadership in determining the success of the partnership experience. Overall the aim was to distil lessons and identify practice pointers for leaders involved in the ongoing implementation of partnership-based public policy within local development contexts, and to provide input into the policy reformulation process. The project utilized a case study design involving four regions: Marlborough, Northland, Otago and Wellington, with an initial pilot conducted in Taranaki. Using triangulation method, partially structured interviews were undertaken with Regional Partnership Programme governance group leaders both individually and in groups; the content of the data collected was analysed and themes were derived; and formal minutes from governance group meetings were examined for comparison. Findings showed a number of consistent cross regional themes, including unequivocal agreement that the Regional Partnership Programme has been a major catalyst for the formation of regional partnerships; improved regional cooperation and collaboration; and enhanced regional planning. Moreover, while expressing universal support for the programme, leaders were openly frank in their dialogue, and provided insight into key implementation learning experiences. They highlighted significant areas of frustration, and gave constructive suggestions for future policy development and programme improvement. Leadership emerged as the conduit, but pragmatic incrementalism was the model that successfully progressed policy implementation within regions