The unfolding public service agenda provides superb opportunities for creating purposeful change that can substantially improve the quality of life for many – especially for those in more disadvantaged communities. In addition, many in the public services are beginning to recognise these exciting new possibilities. We are clearly on the threshold of developing for the future radically new approaches of dealing with the key public service outcomes that concern the population.

However, the historical legacy must also be recognised and dealt with, if this promise is to materialise. There are six key issues that have to be addressed if the goal of joined-up action is not to be subverted into so much joined-up rhetoric. These are of equal significance to both policy formulation, and to implementors and practitioners. They are drawn from the preceding chapters and highlighted because of their potential significance (because they draw upon this material, this chapter has not been referenced).

Developing evidence-based approaches to change: using the research

Perhaps the saddest and most frustrating aspect of so much change effort is the widespread ignorance of what works – this is all the more poignant where social and economic regeneration initiatives are concerned. In part, this may be because much of the evidence, not surprisingly, points to multi-pronged, multi-agency interventions into complex systems of causation.