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

1. Think Fair
Catalyzing Innovation and
Export in Ontario
Craig Carter-Edwards
WAKATA Shared Solutions

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. WHERE WE STAND
3

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. … 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. “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. 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. 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. 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. 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. 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. WHERE WE GO
FROM HERE
12

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. 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. 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
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. JUSTICE FOR MENTAL HEALTH
CASE STUDY:
17
An Integrated Service Framework for a
Mentally Health Society

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. 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. 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
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. 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. 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.

24. BRINGING IT ALL
TOGETHER
24

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. … 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. Think Laterally; Think Fair
46
OPS
Young Leaders
Social
Entrepreneurs
Grassroots
Organizations
DMs
ADMs

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. DISCUSSION
Notes
48