New Public Management Reform and the Auditor General: The Victorian Case

Kerry Jacobs
The Australian National University
Australia

Kate Jones
The Australian National University
Australia

Abstract:
This paper provides a case study of the conflict between the Victorian Auditor General and the state Premier during the late 1990s. While a number of authors have argued that New Public Management (NPM) reforms have strengthened and extended the role of the Auditor-General a number of authors have argued the opposite impact. The Victorian case provides an opportunity to better understand the impact of NPM reforms on the Auditor-General and thereby clarify this paradox. We argue that this can only be understood with a more sophisticated model of NPM reform and this end we draw on Hoods (1998) group-grid analysis of public administration. While we acknowledge the political motivations and the changes to the accountability we would also argue that that the low-group low grid individualist style of reform adopted in Victoria had the effect of undermining the Auditor-General’s role.