Bridging the Divide between Evidence and Policy in Public Sector Decision Making: A Practitioner's Perspective

While policy advocates can help bridge the divide between evidence and policy in decision making by focusing on ambiguity and uncertainty, policy makers must also play a role by promoting and preserving deliberative processes that value evidence as a core element in leveling raw constituent opinion, ultimately resulting in a better‐informed electorate. Building on existing research and analytic capability, state legislatures can increase the demand for and delivery of relevant information, giving the institution the capacity to keep abreast of research in critical public policy areas. By implementing data and time‐conscious evaluative frameworks that emphasize evidence‐based decision making and longitudinal cost–benefit analytics at critical policy‐making junctures, the institutional culture can become less unpredictable and the “rules of the game” can be more transparent. In 2015, Mississippi's legislative leaders created a system to review requests for new programs and funding using such an evidence screen.     

The Appointment, Removal and Responsibilities of Public Sector Chief Executives in Australia: Some Recent Developments

In the little over the decade since the publication of Smith's Public Employment Law and McCarry's Aspects of Public Sector Employment Law, much as changed in the law of public sector employment in Australia. This article briefly surveys some of the major developments in public sector employment law in Australia during the 1990s in relation to departmental chief executive departmental heads.     

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