Table of Contents

Handbook of Innovation in Public Services

Handbook of Innovation in Public Services

Elgar original reference

Edited by Stephen P. Osborne and Louise Brown

Leading researchers from across the globe review the state of the art in research on innovation in public services, providing an overview of key issues from a multi-disciplinary perspective. Topics explored include: context for innovation in public services and public service reform; managerial change challenges; ICT and e-government; and collaboration and networks. The theory is underpinned by seven wide-ranging case studies of innovation in practice.

Chapter 9: Evidence-based policy-making for innovation

Brian W. Head

Subjects: business and management, public management, economics and finance, services, innovation and technology, innovation policy, politics and public policy, public policy

Extract

The use of reliable evidence as an input for policy development and for the improvement of service delivery is widely agreed to be vital. Indeed, high-quality decision-making seems improbable without sound evidence and thorough debate about options and outcomes. Sound evidence is a necessary condition for developing close links between service goals, implementation actions, and good outcomes for clients and citizens. The benefits of well-informed decision processes include increased capacity for effective policy design, more effective programme implementation, better monitoring of performance, and thus improved outcomes for clients and citizens. Innovation for improvement in public policy and public services is generally seen to depend on knowledge and evidence, even for those issues where the level of scientific certainty is modest. Innovation is generally seen as a desirable feature of policy systems, and the ‘diffusion’ of innovation through new programmes and professional practices is central to the success of innovation. However, ‘change for its own sake’ has negative effects, undermining morale and capabilities; organizational restructuring often exhibits some of these negative features. This discussion is therefore concerned only with reforms or innovations aimed at policy/programme improvements which are socially valued, and overlooks the negative examples of managerial change based on ideology rather than evidence. Among many possible examples of innovation in public services, we highlight cases where relevant evidence has been mobilized to assist in decision-making.

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