Interest in public service reform is re-emerging, largely due to concerns about the state of public services (government-offered services such as transportation, healthcare, waste removal and the emergency services). Current performance has declined in most areas, long-term outcomes are adrift and people’s experiences can be frustrating and negative. But while the case for reform is strong, it is less clear what type of reform should be used.

This policy brief looks back at recent approaches to public service reform and, in particular, at New Public Management (NPM). It offers a critique of these approaches and argues that their underlying assumptions need to be refreshed. Drawing on theories and practice such as social innovation, human development and participation, the brief makes the case for public service reform that applies innovation methods and addresses social goals.

It also draws this together in a set of potential assumptions and principles for public service reform which can be characterised as 'social R&D': innovation through people, enabled by relationships, knowledge and technology.