RESEARCH AND EVALUATION Three Lenses of Evidence-Based Policy

This article discusses recent trends to incorporate the results of systematic research (or ‘evi-dence’) into policy development, program evaluation and program improvement. This process is consistent with the New Public Management (NPM) emphasis on efficiency and effective-ness. Analysis of evidence helps to answer the questions ‘what works? and ‘what happens if we change these settings? ’ Secondly, some of the well known challenges and limitations for ‘evidence-based ’ policy are outlined. Policy decisions emerge from politics, judgement and debate, rather than being deduced from empirical analysis. Policy debate and analysis involves an interplay between facts, norms and desired actions, in which ‘evidence ’ is diverse and contestable. Thirdly, the article outlines a distinction between technical and negotiated approaches to problem-solving. The latter is a prominent feature of policy domains rich in ‘network ’ approaches, partnering and community engagement. Networks and partnerships bring to the negotiation table a diversity of stakeholder ‘evidence’, ie, relevant information, interpretations and priorities. Finally, it is suggested that three types of evidence/perspective are especially relevant in the modern era – systematic (‘scientific’) research, program man-agement experience (‘practice’), and political judgement. What works for program clients i