[雙語翻譯]公共服務(wù)創(chuàng)新外文翻譯--促進(jìn)公共服務(wù)創(chuàng)新

1、3600 英文單詞， 英文單詞，2.1 萬英文字符，中文 萬英文字符，中文 6200 字文獻(xiàn)出處： 文獻(xiàn)出處：Albury, David. “Fostering innovation in public services.“ Public money and management 25.1 (2005): 51-56.Fostering Innovation in Public ServicesDavid AlburyInnovatio

2、n is essential to the improvement of public services; it is not an optional luxury but needs to be institutionalized as a deep value. This article presents a framework for thinking and action to foster higher levels of s

3、uccessful innovation in the public sector. The major barriers to innovation in the public sector are identified. Finally, some immediate and practical steps which government departments and public service organizations c

4、ould take to foster innovation are described.Why is Innovation Important?Why should ‘we’—government, public, public service managers and professionals—be interested in innovation? Even in periods when expenditure on and

5、investment in public services are rising, there are significant downward cost pressures. Without innovation, these can all too easily translate into increased workloads for already heavily-pressed professionals and other

6、 staff. In the jargon of management consultants, we need to work ‘smarter’ not harder. Equally, a steady flow of innovations is essential to sustain improvement in the delivery of public services.These perennial pressure

7、s for efficiency and improved performance, however, are now underpinned by a deeper challenge—to develop universal ‘personalized’ public services. These are services which are responsive to the needs and aspirations of i

8、ndividuals and communities, which treat users with respect and dignity, and which enable greater individual and collective engagement (and greater self-organization) in the achievement of desirable social outcomes. ‘One

9、size fits all’ services—if they ever existed—are not suited to an ever-more diverse and heterogeneous society with rising expectations of 24-hour/ seven-days’-a-week access, tailored provision and service quality. To mee

10、t this challenge requires all public service organizations to be innovative, for public service managers and professionals to have the skills, opportunity and motivation to innovate effectively and successfully. Hence in

11、novation is not an optional luxury for public services and the public sector: it is core and needs to be institutionalized as a deep value. This article discusses a framework for thinking and action about the conditions

12、necessary to foster successful innovation and its diffusion.Learning Across SectorsOver the past four decades, research and practice has constructed an increasingly sophisticated and robust knowledge base on innovation i

13、n the private sector (see, for example, Hamel and Getz, 2004). This has focused primarily on manufacturing industries with the service sector receiving scant attention until recently, and an almost complete dearth of res

14、earch on innovation in the public sector. (The ESRC’s AIM programme and the EU- funded PUBLIN project should help to remedy this.)Some of the key findings of relevance to the public sector are:?The most important critica

15、l success factor is an effective set of linkages and relations between the innovators and the end-users, and between elements of the ‘supply chain’ (Clayton, 2003).?A senior-level champion for each innovation is vital, e

16、specially for support and (information and communication technology) is such an underpinning technology with innovations such as NHS Direct/the NHS National Programme for IT and LearnDirect embryonic, or part of, systemi

17、c innovations. Biotechnology may also prove to be a fundamental technological development.The majority of innovations, however, are not ‘radical’ or ‘systemic’, but are the vitally important incremental changes—relative

18、ly minor changes and adaptations to existing services or processes—brought about by public service professionals to improve performance and the lives of service users. Examples are new clinical or teaching practices, and

19、 modifications to administrative processes.So the public sector is far from lacking in innovation. Though the diffusion of innovation across the public sector is arguably slower or more difficult than in the private sect

20、or, and the transformation of services and service delivery takes longer. Compare, for example, the transformation of major parts of the banking and financial services sector on the back of ICT with the still rather patc

21、hy and ‘a(chǎn)dd-on’ use of new technologies in schools and colleges. In the private sector, the pressures of market competition and survival can stimulate innovation and its diffusion. The challenge is to create similarly po

22、werful, though not necessarily market, mechanisms and incentives in the public sector.A Framework for Thinking and ActionAs part of Strategy Unit analysis of the drivers and dynamics of public service improvement, we hav

23、e pulled together experience and learning from examples cited above and other case studies and from the limited research on innovation in the public sector to create a framework for thinking and action about the conditio

24、ns to foster innovation and its diffusion in policy, in policy-making, and in public services: to suggest a more systemic approach which could make innovation a core characteristic of public sector development. This fram

25、ework has four major components:?The generation of possibilities.?The trailing and prototyping of promising ideas.?Replication and scaling up.?Analysis and learning.These are not stages in a linear process, but interacti

26、ve parts of an innovative environment.Generating PossibilitiesWhat are the conditions which foster the generation of possibilities? In one of the few studies of innovation in the public sector, Borins (2001) found that h

27、alf of all innovations were not initiated at the top of organizations. Given the tools, space and licence, managers, staff and professionals at all levels (and users and clients) can be a fertile source of ideas for incr

28、emental and radical improvement. Particularly those who are new to organizations have much to offer. For the first few months, before they are acculturated, they see the organization’s oddities, idiosyncrasies and shortc

29、omings.All too often, however, organizations mitigate this value by recruiting in their own image. Innovative capacity is built by ensuring a real diversity in backgrounds and ways of thinking. Innovative organizations h

30、ave appointed anthropologists, dramatists and artists—and strengthened more traditional ‘diversity’ policies—to enhance their ability to view things differently. This embeds ‘creative tension’, a tension, it should be re