The significance of the H-index in academia is unarguable. Introduced by Hirsch in 2005, the H-index has been widely accepted as a valuable tool to quantify an individual's scientific output (Hirsch, 2005). However, the application of this evaluative measure has not been fully explored in municipal government and management. It is proposed that the H-index could be utilized as an innovative tool for measuring impact and influencing strategy in local government.
The H-index essentially measures both the productivity and citation impact of the published works of a scholar. A scholar has an index of h if h of her or his N papers have at least h citations each, and the other (N − h) papers have no more than h citations each. Therefore, the higher the H-index, the more productive and impactful a scholar is considered to be (Hirsch, 2005).
When applied to municipal government, the H-index could serve as an effective system for tracking the impact of policies and initiatives. We could consider each policy or initiative as a 'published work', and each subsequent reference to or application of that policy as a 'citation'. This approach offers several benefits. Firstly, it provides a simple, quantifiable metric for policy impact, which can be useful for performance evaluation and strategic planning. Secondly, it incentivizes policy makers to develop initiatives that are not only effective, but also influential, potentially encouraging more innovative and impactful policy-making.
Consider the example of a policy maker whose initiatives are consistently referenced and applied by other municipalities. This individual would have a high H-index, reflecting the wide reach and influence of their work. Conversely, a policy maker whose initiatives are rarely cited would have a lower H-index, suggesting that their work may not be having the desired impact. This system could provide a valuable feedback mechanism for individuals and teams, assisting in professional development and strategic planning.
Furthermore, the use of the H-index in municipal government could promote greater transparency and accountability. By making H-index scores publicly available, citizens would have a clear, quantifiable measure of the impact of their local government's initiatives. This could improve public trust and engagement, as well as providing a useful tool for voters during election periods.
However, like any evaluative measure, the H-index is not without its limitations. It does not account for the quality of the 'citations', i.e. whether the policy was successfully implemented or had a positive effect. Also, it may favor those who have been in their roles for longer periods of time, as they have had more opportunities to develop and implement policies. These issues would need to be carefully considered and addressed in the development of an H-index system for municipal government.
In spite of these potential challenges, the H-index holds great promise as a tool for enhancing policy-making and management in municipal government. It is not proposed as a panacea, but rather as an innovative approach to measurement that could complement existing evaluative tools and processes. As local government continues to evolve in response to societal changes and challenges, it is crucial that we continue to explore and experiment with new ways of doing things. The H-index may just be one such way.
In the world of academia, a higher H-index is seen as a marker of success. Why not apply the same principle to municipal government? After all, success in public service is about making a difference, and the H-index could provide a powerful tool for measuring that difference.
References
Hirsch, J. E. (2005). An index to quantify an individual's scientific research output. Proceedings of the National academy of Sciences, 102(46), 16569-16572.