Think fair catalyzing innovation and export in Ontario


Published on

To solve our current problems and reach our maximum individual and collective potential, we need to think differently. Here's how.

Published in: Government & Nonprofit
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Think fair catalyzing innovation and export in Ontario

  1. 1. Think Fair Catalyzing Innovation and Export in Ontario Craig Carter-Edwards WAKATA Shared Solutions
  2. 2. Contents: • WHERE WE STAND: (p. 3) – A mandate for change • WHERE WE GO FROM HERE: (p. 12) – Catalyzing culture change • CASE STUDY: Justice for Mental Health (p. 17) • BRINGING IT ALL TOGETHER (p. 24) – ThinkFair – Trade Fair for Ideas – THINK Fair – Redesigning Labour – Think FAIR – Leadership in the Knowledge Economy 2
  3. 3. WHERE WE STAND 3
  4. 4. It’s time for a change… 4 “We can perhaps shoot for a grander goal – a province that provides the best public services, delivered in the most efficient manner in the world. If this sounds impossibly ambitious, put the question another way: Why not? - The Drummond Report on reform for Ontario’s Public Service (February, 2012)
  5. 5. … again. “This review will ensure that our business support programs, which help businesses create jobs and increase our productivity, are able to better attract strategic new investments to Ontario.” - Ontario Minister of Finance Charles Sousa on Business Support Review (Nov. 2013) 5 “We have rejected 16 of Drummond’s recommendations. You will find in the budget that we’re moving on a little more than half of them. And on the balance, they require more study.” - Ontario Minister of Finance Dwight Duncan on The Drummond Report (March 2012)
  6. 6. “It is uncertain whether any incentive plan to stimulate the growth of domestic technology and innovation, or to make corporations expand aggressively into foreign markets, can achieve significant success when it is applied to companies in which the drive to do these things has not already been forced to emerge because of exposure to a real stimulus from the economic environment. What we seem to need in Canada are “small catastrophes”. - Business Quarterly 37(4) 1972 6
  7. 7. Experts Agree; the Public Doesn’t Care • The public has grown cynical about government paying for top-dollar consultants to produce actionable reports – Some conclusions reached now are exactly the same as those produced in past reports – “Actionable” is not translating into “tangible” (i.e. jobs) • There is equal mistrust of laissez-faire capitalism; companies aren’t taking chances, they’re downloading risk to their employees – Contracts vs. hires, little HR investment, interns, union-busting 7
  8. 8. Business Stagnation • Bucking global trends, Canada’s Private Sector has not been aggressively pursuing business innovation 8 “Now, because circumstances are becoming radically different from those that have shaped Canadian business culture and strategic behaviour for more than a century, business will have embrace innovation- focused business strategies to compete and survive.” - PARADOX LOST: Explaining Canada’s Research Strength and Innovation Weakness (Council of Canadian Academies, 2013) – Canada has strong and well-regarded academic research; it simply isn’t be translated into innovative products/services – Before now, there’s been no innovation imperative • Wealth of natural resources and traditional manufacturing • Innovation has been a side-bar, expected but not proactively encouraged
  9. 9. Holding the Line Faced with unprecedented challenges, Public and Private sectors are turning to tried-and-true, linear methodology for solutions: 9 Innovation R&D ProfitCommercialization Government establishes priorities and provides funding and mandates to Ministries – funding trickles down from there: PUBLIC SECTOR PRIVATE SECTOR This “funding bucket” model leads to RFPs and proposals service providers have to know about to apply to – tends to favour traditional providers who know the system and have contacts MINISTRY AGENCY SERVICE PROVIDER FRONT LINE Innovation pursued through a strictly linear model with emphasis on quick results and sales; failure is an end-point, not an iterative process:
  10. 10. What’s Missing In This Picture? • Governments are seeking affordable, practical policy solutions for today’s mounting, structural problems (healthcare costs, energy sustainability, etc.) – Need to catalyze innovation and investment in the Private Sector • Businesses are feeling the pinch of an unstable global economy and looking to diversify their offerings/build new markets – Looking for cost-savings to preserve what they have, mood is “weather the storm” not “take a risk” And… 10 Social entrepreneurs are developing out-of-the-box, practical solutions but often lack business experience and access to capital to explore them
  11. 11. A Shared Solution 11 THE WAY FORWARD “I think it's the biggest change in a century in the ways that companies build relationships and interact with other entities, institutions in the economy and in society and arguably, the nature of the corporation itself.” - Don Tapscott
  12. 12. WHERE WE GO FROM HERE 12
  13. 13. The Integration Imperative “The appeal of services integration has never been greater. Facing a delivery environment in human and social services that is growing ever more complex, public sector leaders around the world are embracing integrated delivery models to achieve both better outcomes for citizens and operating efficiencies.” – The Integration Imperative: reshaping the delivery of human and social services (Mowat Centre + KPMG) 13 Integration within government services – but also, better integration between public, private and not-for-profit partners
  14. 14. CIVIL SOCIETY HEALTHCARE JUSTICE NFP PRIVATE SECTOR The System Today - Silo effect – money poured into each silo to achieve sector-specific objectives - Some collaboration where individual benefits are seen to be realized - Competition for limited resources; “turf wars” between and within sectors over service offerings/funding - Focus on individual agency/sector achievement comes at expense of others; results in duplication, gaps, overlaps and inefficient use of resources on both services and competition for resources EDUCATION Parents, teachers and administration often in competition over best approaches to identify and address mental health in students Overcrowded and underfunded hospitals forced to address the consequences of mental illness, in addition to other illness, without ability to focus on mental illness prevention Justice system faces large number of mental health- related cases without proper training or strategies; many of these cases could be avoided with timely identification and treatment Not-For-Profits are focused on specific services, competing for resources and sometimes against other sectors who have insufficient mental health awareness to address the issue in their own setting Lack of mental health education and awareness of internal/external impacts on employee mental health or the cognitive workspace reducing productivity and opportunities for innovation JUSTICE NFP PRIVATE SECTOR
  15. 15. CIVIL SOCIETY EDUCATION HEALTHCARE JUSTICE NFP PRIVATE SECTOR The System Tomorrow - Collaboration on “front end” service provision; sectors focus on “core” services in joint settings, with clients referred within those settings for appropriate diagnostic/front-end service - Sectors able to dedicate more resources towards providing specialized services - At front end, partnerships ensure resources/funding allocated to where the need is, rather than agency by agency; reduction in required additional activity results in sector-specific funding stretching further - Focus on “core” services and collaboration with other sectors reduces duplication, gaps, and overlaps HR/ Management Job Placement/ Workspace designers Social Service Providers Healthcare Practitioners Outreach Police/ Legal Services Teachers/ Assessment Services Police/Courts focus on “hard” criminals Teachers focus on teaching, not identification and advocacy Healthcare system focuses on “core” services, not therapeutic ones Reformed cognitive workplace/ increased productivity + innovation Less duplication, gaps + overlaps; more efficient resource allocation
  16. 16. 16 Education Healthcare Justice NFP Private Sector EDUCATION HEALTHCARE JUSTICE NFP PRIVATE SECTOR CIVIL SOCIETY GOVERNMENT Or to look at it a different way: Government as catalyst, Executive function, the stone in the soup OPEN DATA OPEN GOVERNMENTCIVIC ENGAGEMENT
  17. 17. JUSTICE FOR MENTAL HEALTH CASE STUDY: 17 An Integrated Service Framework for a Mentally Health Society
  18. 18. The Challenge • Front line police officers are often first and last responders to Emotionally Disturbed Person (EDP) calls • Without appropriate supports and education for police, these calls carry an unnecessary risk for both officers and the EDPs – Post-Traumatic Stress (PTSD) for officers with impact on their work, health and families – Avoidable incarceration, injury and fatalities for EDPs 18 “While numbers are difficult to track, a 2011 study by the commission found that the mentally ill are “over-represented in police shootings, stun gun incidents, and fatalities.”
  19. 19. Existing Support Services • Toronto officers receive annual mental health training as part of a two-day “use of force” program. Training includes role-play but no exposure to persons with lived mental illness experience or education about the biology or behaviour of mental illnesses Additional Supports: • Mobile Crisis Intervention Team (MCIT) – Partnership program between St. Michael’s Hospital and Toronto Police Divisions 51 and 52. – Program partners a mental health professional and a police officer who respond to 911 emergency and police dispatch calls involving emotionally disturbed persons • Justice and Mental Health Program (JAMH) – Provides mental health education and support to front-line officers in Ontario • Generic online description of mental health basics and listing of related services in Toronto 19
  20. 20. Potential Social Entrepreneur Partners NotifEYE: Using this platform, community safety administrators and police forces are provided with a unique way to send location-targeted notifications to people located within specific geographic boundaries and buildings in real-time. Real Time Crisis: a fledgling non-profit organization to help the mentally ill 24 hours a day on social media. WalkAlong: a web-based mental health resource portal for young Canadians that also provides information and links to existing mental health care resources for friends & family and health care professionals. Creative Paramedical Education: An Emergency Response training provider addressing Compassionate Fatigue Syndrome, Occupational Stress management, etc. within the emergency response community. 20
  21. 21. 21 Service Outreach (both ways) Peer Support Emergency Services Service-Specific WalkAlong Hubs Service-Specific WalkAlong Hubs Service-Specific WalkAlong Hubs Evidence-Based SEL Training/Modular Learning Community Cluster Community Cluster Community Cluster Community Cluster
  22. 22. Flow, Not Direction 22 Individuals can use individualized web-based portals to visualize their own lives (work/life balance, physical/mental wellness, etc.) Communities can re-engage using online hubs (barbeques, sporting events, garage sales, etc.) that will, with usage, help connect individual users with the services they need Tools like NotifEYE and services like RealTimeCrisis can proactively empower communities to be self-supporting and also help fill missing service gaps (i.e. suicide prevention) Providing proactive, interactive and empowering online-supported spaces for sharing and communication, policy makers can better approach front-end solutions, cutting financial and social back-end costs. Emergency Service Providers/Supporters will have their own individual/sector-internal “WalkAlong Hub” for personal experience tracking, modular learning, best practices, etc. Training and New Resources can be presented in person, but also uploaded to sectoral hubs for further exploration, facilitating internalization, usage and comfort Emergency Service Providers/Supporters can equally use these tools to proactively engage with communities and individuals, getting in at the front end of potential crisis
  23. 23. More Than Just a Solution • Real-Time Crisis and NotifEYE have both received international attention; other jurisdictions are looking to learn from Ontario’s best practices. • Social entrepreneurs are good at identifying problems and creating solutions; they aren’t necessarily good at sales. 23 But the Private Sector is. And government works with both.
  25. 25. Disrupt Normal. Think Different. • ThinkFair (p. 26) – The world’s first government-led, intra-sector trade fair of ideas • THINK Fair (p. 35) – Redesigning Labour for the Knowledge Economy • Think FAIR (p. 42) – Leadership and management best practices for the Knowledge Economy 25
  26. 26. 1) ThinkFair: Bridging the Gap 26 “Putting the people of Ontario first and serving them better is our priority, and our initiative will make sure we’re using new ways to hear every voice and provide access to data and information when and where people want it.” John Milloy Minister of Government Services • Government can catalyze market/solution oriented partnerships between capital holders, grassroots groups and social entrepreneurs by hosting the world’s first ThinkFair
  27. 27. ThinkFair Would: Bring policy makers, businesses with capital and innovators into one space with a mandate to find individual wins that benefit the provincial economy through partnerships: – Empower social entrepreneurs to pitch services/products/approach to potential clients, funders and mentors – Help capital holders recognize existing opportunities and find potential partners/hires – Allow established businesses will discover new markets to explore and new outsource opportunities – Enable government can learn from the interaction, build new partnerships and pick up new policy; internal structuring ideas 27
  28. 28. Break Down the Silos • Theme: “Tear Down Those Walls” – Embraces concept of creative destruction, cross-sectoral collaboration • Mix Social entrepreneurs on floor space so that different sectors overlap; promote cross-pollinization • Incorporate maps and infographics – of floor space, of ideas, etc. Help people visualize forest for trees (or connect the dots) • Find opportunity to include/inform civic engagement movements – perhaps they can have booths sponsored? Speaking role? 28
  29. 29. Format • Follows structure of a trade fair • Number of Booths determined by location (display space at 900 Bay, MaRS, CSI Annex, other) with a minimum of 20 – Social Entrepreneurs pay for floor space; can market their concept/service/product through visuals and elevator pitch. Key question to be answered: how they provide a social solution – Businesses and Government pay to send representatives to learn about emerging markets, trend and ideas, build their networks and seek partners • Can be a full day/part day/ evening event depending on stakeholder input and availability (could be an interesting Queen’s Park Reception idea) – Depending on length/location, can have one or more high-profile speakers focusing on 1) how to get business as a social entrepreneur (Chang School?) and 2) creative destruction – why the best ideas are coming from social entrepreneurs (Tonya Surman) . • Social Media content – Event exists on cyberspace as well (webpage/etc sponsored) • Twitter, live video of speakers, possibly interviews on radio and programs like The Agenda 29
  30. 30. Sectors of Interest • To introduce and reinforce concept of cross- sectoral collaboration, focus on a few key, related areas: – Education - New Technology – Health - Innovative Services/Methods – Energy - New Media tools 30
  31. 31. Potential Partners/Sponsors • Government – Ministry of Economic Development and Innovation – Ministry of Training, Colleges and Universities – Ministry of the Environment • Industry – Accenture – Ontario Chamber of Commerce – Additional? • Other – The Chang School (Ryerson) – MaRS – Centre for Social Innovation – Mass LBP – Forum for the Americas 31
  32. 32. Precedent • Working with the City of Toronto and the International Economic Forum of the Americas, Ontario will host a business forum during the games. This will help companies grow and create jobs by connecting them to economic development opportunities in the Pan Americas. – Announced by Minister Hoskins at Toronto Global Forum, • Economic Forum of the Americas exploring social entrepreneur component for next Toronto Forum, to be held October 27-29, 2014 • ThinkFair could either be a prelude to the Toronto Global Forum, ensuring partnerships are in place to make deals October 2014 or could be Ontario’s pitch to EFA for the forum itself 32
  33. 33. Summary • Government, the traditional Private and Not-for-Profit Sectors are looking to address their individual challenges through traditional means • Each of these concerns are part of broader, structural challenges that can only be addressed through collective action • Social entrepreneurs are developing innovative solutions to these problems but lack the business experience/access to capital 33 • By bringing these players together in a format that builds on individual “what’s in it for me” incentive, ThinkFair will create new opportunities for each sector while empowering participants to think outside the box and consider cross- sectoral solutions.
  34. 34. Why the Rush? • Action is motivated by three factors: – Loss: the potential of losing valued resources or inopportunity through inaction – Gain: the potential to gain valued resources or opportunities – Time: a realization that the window between gain and loss is closing • The risk of losing through acting can be mitigated through a balanced presentation of: – Loss due to inaction (time or competition) – Gain through swift action (which becomes a loss over time) When the benefit of gain over time and the risk of loss through inaction over time is sufficient and clearly communicated, action is catalyzed 34
  35. 35. 2) THINK Fair: Rethinking Labour 35 “Corporations, labour groups, organizations of all kinds are clamoring for information on how to create safe workspaces both physically and psychologically.” Louise Bradley President, Canadian Mental Health Association “We can’t solve problems by using the same kinds of thinking we used when we created them.” Albert Einstein
  36. 36. A Common Challenge • $50 billion – the annual cost of mental illness to the Canadian economy • $6 million – cost of mental illness-related productivity loss to Canadian employers in 2011 (turnover, absenteeism, presenteeism) • Mental health problems and illness account for 30 per cent of short and long-term disability claims 36 • More than 80 per cent of Canadian employers rated mental illness as one of their top three reasons for disability claims • 6.7 million Canadians suffer from mental illness – that’s more than those who suffer from diabetes and heart disease combined
  37. 37. A Shared Labour • Employers in all sectors have recognized the need to do HR differently, with a renewed focus on occupational mental health and safety: – Private sector examining the Economics of Mental Health (Economic Club of Canada) – Voluntary federal standards for psychological mental health and safety – OPS HR (Service Delivery Division) Change Management Committee led by Debbie Moretta ADM, HROntario) 37
  38. 38. Innovating Outside the Box Social Entrepreneurs partnered with established organizations are using new methodologies and evidence-based practices to redesign work with occupational mental health and safety in mind • EXAMPLE: Exhibit Change is working with HROntario’s Centre for Innovation and Workplace Culture to develop psychologically safe workspaces 38 DESIGN THINKING Neuropsychology COGNITIVE LABOUR social economics CODING Dropbox
  39. 39. The Opportunity Minister Naqvi hosts a “21st Century Labour” Conference that: • Brings together employers, HR professionals and Social Entrepreneurs • Involves a brief presentation on mental health in the modern workplace • Includes presentations by Social Entrepreneurs about how their projects are positively impacting work design • Catalyzes conversation between sector players, allowing for new partnerships and idea sharing 39 “A renewed partnership with business, educational institutions, not-for-profits and labour will be at the heart of your government's plans to build a modern, competitive and dynamic economy.” Premier Kathleen Wynne
  40. 40. Desired Outcomes • Increased awareness of the impacts of occupational stress/work design on mental health and productivity • A recognition of the positive impact employers/HR managers can have on employee mental health, performance and innovation • New partnerships and policies that empower working Ontarians to reach their maximum potential in psychologically safe work environments • Nurture a culture change – occupational mental health isn’t the elephant in the room but rather an opportunity to be harnessed 40
  41. 41. Potential Partners/Sponsors • Government – Ministry of Labour – Ministry of Training, Colleges and Universities – Ministry of the Government Services • Industry – Human Resources Professionals Association – Ontario Chamber of Commerce – Additional? • Other – Exhibit Change – Milbrook Tactical – Creative Paramedical Education – Environics 41
  42. 42. 3) Think FAIR : Leadership in the Knowledge Economy 42 • “In short, when you have weak leaders on the front lines the entire organization is in peril. The high failure rate of new leaders is concerning… • “To correct such leadership deficiencies, it falls to organizations to make investments in leadership development but do it ways that are individually focused as well as focused on the needs of the organization.” – Developing Front-Line leaders Starts At The Top (John Baldoni, Forbes)
  43. 43. Round Up The Unusual Suspects • Social entrepreneurs hold key pieces to the policy and structural solutions government (and the OPS) is seeking – Focused on problem solving not procedure – See failure as iterative, not ending – See funding challenges as an opportunity to get creative not to cut • Social entrepreneurs are as wary of government as anyone – and tend to be more connected with and better trusted by grassroots partners 43 Instead of Committees of High-Priced consultants, hold ThinkFairs driven by Social Entrpeneurs
  44. 44. Growing Change From the Ground Up… • How do we empower future leaders in the OPS community to influence colleagues’ mindsets? • What can the OPS learn from citizen engagement happening at the grassroots level? • How can we, with an internally-focused mandate, meaningfully connect with social entrepreneurs? What are our next steps? • How do we keep momentum from engagements like #govmaker and #designmeets going? 44
  45. 45. … Means not structuring from the top down • Future #govmaker and #designmeet style events should be organized and hosted by front-line OPS staff, run by Social Entrepreneurs/Grassroots organizations • Instead of leading sessions, senior decision makers should be participating, listening, learning from • Level of direct Senior participation will be strong indicator of how serious government is about Open Government 45 Which brings us back to ThinkFair (p. 24)
  46. 46. Think Laterally; Think Fair 46 OPS Young Leaders Social Entrepreneurs Grassroots Organizations DMs ADMs
  47. 47. Under Construction: HEALTHCARE SUSTAINABILITY – Individual health ownership and education • What information, how present, how distribute? – Health Service Mapping • What exists, how is it being used, what’s being missed, where are the duplication, gaps and overlaps? (Ministries, service providers, HR, fitness, holistic, pharmacy, etc.) – Service Access / User experience • How do people access health? What are the barriers? How do we do online government better? POLICE TRAINING AND INFORMATION ACCESS – Up-front training – Onsite App access for tips, diagnosis and response aides GOVERNMENT SERVICE TRACKING, MAPS AND PORTALS – How to present government information so that it’s user-friendly – How to effectively and efficiently aggregate government online presence • One-stop-shop portals that help lead users to correct services, provide alternatives – Information presentation • Lists, icons, video-game like access, pop-ups, ? 47
  48. 48. DISCUSSION Notes 48