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Skill sharing

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Skill sharing Skill sharing Presentation Transcript

  • How can we unlock the skills of local innovators?
  • Synopsis of the local authority business need (200 words)
    • There are increasingly complex needs that lead to the necessity for “niche” public services, beyond the “one size fits all” local government framework that we work in. However, there are also less and less resources to deliver core public services, let alone niche services.
    • Using the principle of the “long tail” [1] , the greater access and ease in using online collaborative tools to co-produce “niche services” not only reduces the cost but also the need in local authorities delivering such services.
    • A way of narrowing the gap between the performance of our services and satisfaction of our customers could be to enable them to develop collective ways of developing their communities.
    • It is widely recognised in the business and public community that these tools have the potential to significantly change the way people and organisations interact and behave. What is new is that they exploit its connectivity to support people to network and create content, just like KCC is increasingly supporting people to co-produce services.
    • We have developed an idea which not only uses creative solutions to harnesses technology to tackle social and economic problems, but provides the tools for citizens to do all three of these.
  • Describe the scope of the submission understand your customers involve your communities uncover your innovators
    • We need to enable citizens to benefit from our resources to develop innovative solutions for the community. We need to highlight that it is the energy of people across Kent that drive innovation. We need to demonstrate how daily innovative practices are making a real difference to the wellbeing of the county. We need to put our residents’ needs and skills first in the delivery of innovation.
    • We have developed an idea which not only uses creative solutions to harnesses technology to tackle social and economic problems, but provides the tools for citizens to do all three of these.
    • It would also answer the following challenges
      • How could we use user generated innovation to enable local developers to mash our data to make our information more meaningful?
      • How can we capture insight from online communities?
      • How can we mobilise networks of people to collaborate on their themes of interest/expertise & pledge support to community activities?
  • Criteria
    • Demonstrates originality, imagination and excellence: uses transformative ways of developing local innovators[1] & intermediaries[2] and enabling them to match make people with skills they want to share and people with skills they want to learn
    • The extent to which the idea can bring benefits to all of local government in the UK: uses collaborative tools which can be adapted to other local areas and situations or even used as a national resource for all local areas
    • The extent to which the idea solves a key challenge faced by local authorities and the communities they represent: links up the Public Innovation , Power of Information , Community Empowerment and Unlocking Talent government agendas
  • Unlocking innovation through the Power of Information
    • What?
    • Develop a section of the platform for local residents to submit, share & rate ideas and innovations to
      • improve services and access funding
      • develop their own “niche” services using the “long tail” principle
    • How?
    • This would be inspired by the platform that enables members and micro-networks to mashup the data they have provided on their network with external web tools, to filter their skills and skill needs
    • Why?
    • Develops skills in enterprise and innovation
    • Long Tail principle: “democratise the tools of distribution”
    • “ When enough people can collect, re-use and distribute public sector information, people organise around it in new ways, creating new enterprises and new communities.” ( Power of Information )
    Power of Information, Cabinet Office, 2007
  • Turning individual ideas and skills into community solutions
    • What?
    • Develop a section of the platform which connects and match makes users with each other on
      • activity sharing
      • resource sharing
      • time trading
      • matchmaking users and providers
      • collaborative fundraising or collaborative translation
    • How?
    • This would recreate online the technique to match make people who have a skill to share and those who want to learn that skill and the service that engages employees and community partners to match make employees who want to improve existing skills or develop new skills with community groups that require those skills
    • Why?
    • Develops skills in innovation and intermediaries and the long tail principle - connecting supply and demand”
    • “ Intermediaries and brokers…can spot, assess and adapt innovations. They see the potential value of innovations that have succeeded elsewhere or how they need to be changed…More work is also needed on developing the key skills for successful intermediaries…They include the skills of spotting, investigating and discovering what elements of a particular innovation are transferable.“ (NESTA & Young Foundation)
  • Influencing behaviours to encourage participation
    • What?
    • Develop practical projects to
      • Lead citizens directly to online transactional services
      • Influence behaviours on democratic participation through viral marketing
      • Enable citizens to build coalitions of support on specific issues
    • How?
    • Use the two online tools mentioned in the previous two sections ( Unlocking innovation through the Power of Information & Turning individual ideas and skills into community solutions)
    • Why?
    • Develops community capacity and learning and the long tail principle of democratising the tools of production”
    • “ Community empowerment is central to the choice agenda and the effective personal tailoring of services. It can contribute to a number of outcomes including…enhanced community capacity and learning: better levels of public knowledge, individual skills, self-esteem and community capacity.” ( Community Empowerment)
  • Involve people in the design of the services and understanding how they work Define the relevance of the tools Streamline the balance between online and offline activities Select the tools Facilitate, empower and value activity Build interest Allow different levels of participation Allow time Invite stakeholders, customers and residents to create critical mass Build trust
  • Attention must be given to how online activities are displayed Communicate clearly Knowledge must be built on in real-time and customised to meet outcomes and develop skills Keep the environment flexible Customise to needs and skills of individuals or group and agreed outcomes Know your audience Access specialist software and technical expertise to operate free software Choose the technology
    • “ More people than ever before can be involved in innovation. Thanks to the falling costs of technology, cheaper communications, rising educational attainments and longer life spans, more people have more time and capacity to be creative, if only in small ways, than ever before. Ideas do not just flow down the pipeline from the back room boys to consumers. Increasingly ideas are flowing the other way: consumers are increasingly a source of creativity…We need to encourage a wider culture of ‘citizen innovation’ in which many more people see themselves, if only in small ways, as potential contributors to innovation.” (NESTA)
    NESTA forms part of the Department for Innovation, Universities and Skills (DIUS)
  • Contact
    • Noel Hatch
    • Kent County Council
    • t: 01622 696830
    • e: [email_address]
    • http://www.kent.gov.uk/innovation