MELANI OLIVER - Innovating in Public Services

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Ponencia impartida por Melani Oliver, directora del programa Innovación en el Gobierno Local de Nesta, el 5 de julio de 2013 en la II European Summer School of Social Innovation

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MELANI OLIVER - Innovating in Public Services

  1. 1. Innovating in Public Services Melani Oliver Director of Innovation in Local Government Nesta 5th July 2013.
  2. 2. 1. Why a shift is needed? 2. What is Nesta and why does it exist? 3. How do you “do” innovation? 4. Examples of innovation in local government – Creative Councils and Radical Efficiency/Transforming Early Years
  3. 3. Why the Shift? • Austerity • Demographics • Self-determinism • Broader definition of value
  4. 4. A charity with a mission to help people and organisations bring great ideas to life. We do this by providing investments and grants and mobilising research, networks and skills, funded by a £320m endowment
  5. 5. Innovation….But some things tend to get neglected …but alsoNot only…
  6. 6. Radical Efficiency
  7. 7. BETTER _ _ ___ _____ ________ ________ ________ DIFFERENT LOWER COST public services
  8. 8. Setting the Context • The challenges we faced as a council. • The opportunity to think radically, with support from the Innovation Unit and Nesta. • Listening to families and their lived experience.
  9. 9. Post-interview Analysis • Professional solutions were not working. • Safety is a key issue. • A desire for more parenting support. • Very positive views about Sure Start. • Limited social capital.
  10. 10. The Challenge The key challenge is to fundamentally shift the nature of the relationships our services have with our citizens. Shifting the balance of power
  11. 11. What did we do? • Worked with families to define the issue. • Service design and blueprint • Blueprinted services with the families. • Prototyped the solution with the families. • Launched the Parents Supporting Parents programme.
  12. 12. How do you “do” innovation?
  13. 13. Opportunities and Challenges Problems Opportunities Crises Cost escalation Campaigns and petitions Failure demand Political mandates User feedback New perspectives and insights New funding programmes Gaps in the market Demand Complaints New paradigms New evidence and theories New technologies Unmet needs
  14. 14. Seeking different perspectives Wild cards Decision-makers Advisors and experts Leading edge practitioners Professionals and wider workforces Customers and end users The challenge
  15. 15. Generating new insights
  16. 16. Generating ideas and proposals
  17. 17. TRIZ Brainstorms Aim to generate LOTS of ideas “The way to get good ideas is to get lots of ideas, and throw the bad ones away.” Dr Linus Pauling, American chemist and bio-chemist
  18. 18. Generating ideas and proposals Competitions and prizes Stimulating thinking Developing ideas Ideas marketplaces Festivals and camps Design tools TRIZ Brainstorms Artists/thinkers in residence Crowd-sourcing Networking Collaborative enquiry User-led design A teams Skunkworks Theory of change Incentives Creative thinking tools
  19. 19. Camps and festivals Design tools Collaborative enquiry Generate many viable ideas in a short time frame Bring new teams together around an idea or challenge
  20. 20. Specialised roles in organisations Design tools Brainstorms Collaborative enquiry Entrepreneurs in residence Thinkers in residence Skunk Works
  21. 21. Prizes and incentives Design tools Collaborative enquiry Prizes can mobilise large groups to come up with new ideas and solve problems ...to reducing carbon emissions From measuring longitude...
  22. 22. Developing and testing
  23. 23. Make ideas tangible Drawing and story boarding Making mock ups Role plays and simulations
  24. 24. Developing services
  25. 25. Making the Case
  26. 26. Cost benefit modelling Cost figure Activity measure Unit cost= Step 1: Identify all inputs to the service Step 2: Identify all outputs to the service Step 3: Estimate the costs of all the inputs Step 4: Calculate the unit cost How is it a better use of resource? How is this different, better, cost effective, likely to be profitable?
  27. 27. Delivering and implementation
  28. 28. Design tools Brainstorms Collaborative enquiry DELIVERING AND IMPLEMENTATION Policy commitment Business models Loans, equity and quasi-equity Programme fundingGrants for growth Organisation and management models Leadership and governance Designing teams Skill and capacity development Venture finance Public regulation Crowd funding Social Impact Bonds
  29. 29. Implementation involves... • Building operational systems and processes to deliver for customers • Evaluation • Quality assurance • Building brand profile • Marketing • Organisational structure • Governance structure • Legal forms • Recruitment • Skill development • Loans • Equity • Quasi-equity • Crowd-funding Business models and finance People and governance Intellectual capital Reputations and effectiveness
  30. 30. Growing, scaling spreading
  31. 31. Design tools Brainstorms Collaborative enquiry Growing, scaling and spreading Growing an organisation or venture Changing behaviour Campaigning Storytelling Networking Coaching Training BroadcastingDissemination Networking Advertising Incentives Franchising Open source Licensing Federations and chains Mergers and acquisitions Copying Adopting
  32. 32. Different ways to scale Business growth Franchising Licensing Which growth model is most suitable?
  33. 33. Scaling in the public sector 4,000 schools
  34. 34. System change
  35. 35. Systemic change To get from here... ...to here... ...many things need to change in tandem
  36. 36. Our ambitions • To support a small number of innovations come to life and have real impact. • Help to spread innovations • Raise the level and quality of debate about innovation in local government • Help develop innovation skills across local government.
  37. 37. Assumptions • The challenges demand radical, transformative innovations • Local government has the responsibility and capabilities • Need to get better at systematically creating and spreading innovations Call for ideas 137 responses 6 months intensive practical and financial support to develop and test ideas Six most promising get support for further year. Focus on spreading 17 shortlisted 2 day camp
  38. 38. Derbyshire
  39. 39. Stoke
  40. 40. Wigan
  41. 41. Four key factors • Challenging assumptions through new insights • Decision making and risk management • Communication and engagement • Making it real
  42. 42. Where does this get us? • It is extremely hard but make everyday count • Vision- remember you moral purpose. • Learn , travel and reflect • Stop doing what you have always done/decommissioning • Build collaborations and know your authorising enviroment.
  43. 43. Segmentation based on Pressures (Credit to John Flowers – Veredus) LA NewCo JV SE VC Private Sector
  44. 44. Taking control of your own destiny Four Futures for Local Government (Credit John Flowers – Veredus)
  45. 45. For further information contact:- Melani.oliver@nesta.org.uk Or visit: www.nesta.org.uk/creativecouncils

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