Lisa Larsen

Lisa is Group Managing Director of Strategy and Implementation at The Behavioural Insights Team (BIT). She has over 20 years of experience of working with governments and public services on evidence-based change, both in the UK and abroad. Prior to joining BIT, Lisa was a Chief Operating Officer at PPL, a specialist health and care consultancy based in London. She has also held senior posts in Accenture’s Institute for Health and Public Service Value. While in this post, Lisa managed all operations for the Institute’s global thought-leadership team and led a number of global studies and public service improvement initiatives. Preceding Accenture, Lisa worked for six years at the Office for Public Management (OPM) where she was the Associate Director responsible for establishing and growing the Analytical Studies team. Under her leadership, the team delivered a large number of evaluations, policy development and strategic improvement projects for clients including the Cabinet Office, Department of Health, the Scottish Executive, Commission for Architecture and the Built Environment and a range of local authorities. Throughout her career, Lisa has had a clear focus on helping leaders to shape policy and practice in ways which deliver social outcomes cost effectively. She has strong analytical and stakeholder engagement skills and is adept at managing and leading multidisciplinary teams and projects. She holds a MSc in Public Administration and a BSc in Political Administration, both gained from Copenhagen University in Denmark.

Practice Area

Panel

  • Contributing Author

2 Contributions by Lisa Larsen

Implementing Effective Governance in the UK Public Sector: Principles, Leadership, Roles, Risk, Performance and Accountability
PRACTICE NOTES
Implementing Effective Governance in the UK Public Sector: Principles, Leadership, Roles, Risk, Performance and Accountability
What does effective governance mean in the public sector? In the public sphere, governance ensures that teams within an organisation, or those working in partnership, deliver their overarching purpose, realise intended results for citizens and service users, and conduct operations in a manner that is effective, efficient and ethical. Effective governance is the dependable process through which an organisation affirms its identity and role, and translates its core mission, strategic plans and values into conduct and practice throughout the organisation or partnership. It also makes certain that everyone understands their roles, responsibilities and lines of accountability. Governance is multifaceted and interpreted differently across contexts, yet most viewpoints converge on three central questions: Who holds authority? How should decisions be taken? Where does ultimate accountability sit? This Practice Note summarises the principal building blocks for putting in place and sustaining effective governance across the public sector. It draws on several publications, including the International Framework: Good Governance in the Public Sector, issued by the Chartered Institute of Public Finance and Accountancy (CIPFA) and the International Federation of Accountants (IFAC)...
Public Law
UK evidence-based policy: institutions, methodologies and practice—What Works Centres, RCTs, HM Treasury guidance, and application across policy design, delivery and evaluation
PRACTICE NOTES
UK evidence-based policy: institutions, methodologies and practice—What Works Centres, RCTs, HM Treasury guidance, and application across policy design, delivery and evaluation
ARCHIVED: This Practice Note is archived and not being updated. Evidence-based policy is a method and mindset that supports people to take well-judged decisions on policies, programmes and projects by making sure policy design and delivery are guided by the strongest available evidence. As one Whitehall policymaker puts it in practical terms, there are two strands: evidence that action is required, and evidence that a chosen response is the right remedy. See What Works? Evidence-based Policy and Practice in Public Services, Nutley and Smith, 2000. The rise of evidence-based policy We should create policies that truly address problems, look ahead, are shaped by evidence rather than short-term pressures, and deal with root causes rather than symptoms, as set out in the White Paper Modernising Government, March 1999. The UK has been, and continues to be, among the world leaders in evidence-based and evidence-informed policy within the UK. In 1997, the New Labour administration explicitly sought to end ideology- and opinion-driven policymaking that leaned on untested assumptions or cherry-picked evidence. Since then, successive UK governments have invested substantially in funding, developing, and strengthening...
Public Law
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