'Managing for outcomes': Accountability and thrust

Central agencies in New Zealand are now defining public management performance to include both the quality of a manager's 'account' of output-outcome links and the manager's record of delivering efficient outputs. This article: (1) argues that the hard edge of accountability for deliverables must be dulled somewhat in order to pursue outcomes more vigorously; (2) shows how managers can use evaluation tools known as theories-in-action or logic models to give accounts of policy and management thrust; (3) proposes preliminary performance criteria for outcomes-focused management; and (4) attempts to sketch a new 'managing for outcomes' accountability bargain. The conclusions apply broadly to any jurisdiction interested in holding managers accountable for outcomes-focused management.