[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（英文）

1、Full Terms there are often parallel developments in the same or proximate areas. ?Across sectors there is a complex relationship between the degree of competition, ‘ market’ concentration and rates of innovation.The pau

2、city of research on innovation in the public sector is often attributed to its relative lack of innovation, that it is inherently less innovative than the private sector. Contrary to this prevailing myth, the history of

3、the public sector is rich in innovation. Two examples serve to illustrate the range and point to some key learning. The Open University, given birth to by the 1960s Labour Government under the inspiration of Michael Youn

4、g, used a new mode of delivery—a combination of established technologies of radio and television with high- quality learning materials and tutorial support—to bring higher education within reach of new markets: adult, pa

5、rt-time, non- qualified students. In its conception and planning the OU was met with a mixture of resistance, scepticism and ridicule from the media and incumbent higher education interests. It is now the UK’s largest pr

6、ovider of higher education, and an acknowledged world leader in distance learning. A ‘ top-down’, national innovation driven by the determination of Ministers, officials and an enthusiastic group of academic leaders

7、. By contrast, SureStart is a programme designed to encourage and foster ‘ bottom-up’ innovation. Its aim is to ensure that children, especially those in disadvantaged areas or from disadvantaged backgrounds, have the be

8、st start in life by bringing together early education, childcare, health and family support. It provides funding to support locally-proposed multi- agency initiatives. It has begun to transform the delivery of services a

9、nd is building the platform on which ‘ wrap-around’ (integrated and joined-up) childcare can be developed. These two are examples of radical innovations, that is of development of new services or a fundamentally new way

10、oforganizing and delivering a service. There have been many other radical innovations in the public sector over recent years. Among them:?The Invest to Save Budget. ?Congestion charging in London. ?Health ‘ collaborative

11、s’. ?The National Literacy Strategy. ?Motorcycle-based paramedics (an innovation first introduced in this country by the West Midlands Ambulance Service Trust). ?The Rethinking Construction Initiative. ?The Talking Heads

12、 network for headteachers (developed by the National College of School Leadership).Occasionally there are systemic—called by others ‘ discontinuous’ or ‘ disruptive’— innovations. These result from, or are based on, the

13、development of new underpinning technologies or organizational forms. Previous examples would include electrification in the economy and society, or the shift from handcraft to mass production. These innovations require

14、fundamental changes in organizational, social and cultural arrangements to have full impact. ICT (information and communication technology) is such an underpinning technology with innovations such as NHS Direct/the

15、NHS National Programme for IT and LearnDirect embryonic, or part of, systemic innovations. Biotechnology may also prove to be a fundamental technological development. The majority of innovations, however, are not ‘ radic

16、al’ or ‘ systemic’, but are the vitally important incremental changes—relatively minor changes and adaptations to existing services or processes—brought about by public service professionals to improve performance and th

17、e lives of service users. Examples are new clinical or teaching practices, and modifications to administrative processes. So the public sector is far from lacking in innovation. Though the diffusion of innovation across

18、the public sector is arguably slower or more difficult than in the private sector, and the transformation of services and service delivery takes longer. Compare, for example, the transformation of major parts of the bank

19、ing and financial services sector on the back of ICT with the still rather patchy and ‘ add-on’ use of new technologies in schools and colleges. In the private sector, the pressures of market competition and survival can