Brigitte Gohdes - PPMA Conference 2010

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Tuesday - Workstream 2 - Brigette Gohdes - Creativity and Innovation in the Capital to Improve Regional Skills and Capacity.

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  • “ A deal with Londoners, founded on honest dialogue about what services should be being provided and by what mechanism. Coupled to this shift in responsibility is radical market making: bold experiments in increasing civic ownership and social enterprise. This will be delivered in the context of improved London governance, and with a crucial focus on the development of the London public manager and improved shared management of London’s talent.” “ We’ll take you through each idea in turn, and then there will be opportunity to look at the ideas in more detail in the groups, to pull them apart, test them, develop them and shape what will be worked up for the next stage… “ Before handing over to the first of those, and by way of a wrap-up of the general remarks, I would emphasise the energy and impetus that all of the sessions generated about the need to grab hold of the situation that we are facing and to pull it apart and start working on solutions and preparations for the long-term future ahead. In 2015 there will be a different group of Chief Executives meeting to discuss the collaborative vision for London’s public services, and they may well look back to 2010 and reflect on how well prepared public service has been to weather the storms, transform the relationship with the public, and to deliver for London. “ You’ve seen the product of the deliberation, and it is a genuinely collaborative decision as to the four propositions that we have refined and which we present to you now. We trust that we will do justice to the Collaborative’s thinking, and that it provides you with a stimulating discussion about how we are going to go forward. “ And without further ado… [introduce the order… and then the first presenter.]”
  • The London based partnerships layer of this diagram has been added to better represent the complexity of the governance structure. Partnerships have been included where there is active representation from CELC. In doing this it is not possible to include all representation of information, advice or guidance flow (by the use of arrows) that takes place.
  • “ A deal with Londoners, founded on honest dialogue about what services should be being provided and by what mechanism. Coupled to this shift in responsibility is radical market making: bold experiments in increasing civic ownership and social enterprise. This will be delivered in the context of improved London governance, and with a crucial focus on the development of the London public manager and improved shared management of London’s talent.” “ We’ll take you through each idea in turn, and then there will be opportunity to look at the ideas in more detail in the groups, to pull them apart, test them, develop them and shape what will be worked up for the next stage… “ Before handing over to the first of those, and by way of a wrap-up of the general remarks, I would emphasise the energy and impetus that all of the sessions generated about the need to grab hold of the situation that we are facing and to pull it apart and start working on solutions and preparations for the long-term future ahead. In 2015 there will be a different group of Chief Executives meeting to discuss the collaborative vision for London’s public services, and they may well look back to 2010 and reflect on how well prepared public service has been to weather the storms, transform the relationship with the public, and to deliver for London. “ You’ve seen the product of the deliberation, and it is a genuinely collaborative decision as to the four propositions that we have refined and which we present to you now. We trust that we will do justice to the Collaborative’s thinking, and that it provides you with a stimulating discussion about how we are going to go forward. “ And without further ado… [introduce the order… and then the first presenter.]”
  • Brigitte Gohdes - PPMA Conference 2010

    1. 1. PPMA conference 23 March 2010
    2. 2. The London Collaborative: developing creativity and innovation in the capital Brigitte Gohdes , The Young Foundation About the Collaborative What we have done London Futures Challenge Lessons and reflections
    3. 3. About the London Collaborative <ul><li>A consortium set up in late 2007 </li></ul><ul><li>led by the Young Foundation and funded by Capital Ambition </li></ul><ul><li>Aims: </li></ul><ul><ul><li>to make London’s public sector greater than the sum of the parts </li></ul></ul><ul><ul><li>to create capacity and resilience </li></ul></ul><ul><ul><li>to tackle future challenges facing the city </li></ul></ul><ul><li>… first stage in a longer-term strategy to improve collaboration between </li></ul><ul><li>the people who think, plan and act to shape London’s future </li></ul>
    4. 5. DEFRA DWP DCMS MIN JUS DBERR CLG DoT HOME OFFICE DCSF GOL RCU BWB Env Agency JCPlus Benefits Agency Arts Council EH LSC HEFC Sport England Natural England Business Link Strategic Rail CAA PLA Highways Agency NHS London Transport Police Network Rail 31 PCTs 25 acute trusts 4 mental health trusts Magistrates & Courts 5 sub-regional LSC councils Govt Depts Appointed bodies and agencies Greater London Authority London Assembly Mayor of London LFEPA London Fire Brigade London Development Agency Transport for London Metropolitan Police Authority London Skills and Employment Board Met. Police Service London focused agencies London Councils Barking & Dagenham Barnet Bexley Brent Bromley Camden City of London Croydon Ealing Enfield Greenwich Hackney Hammersmith & Fulham Haringey Harrow Havering Hillingdon Hounslow Islington K&C Kingston Lambeth Lewisham Merton Newham Redbridge Richmond Southwark Sutton Tower Hamlets Waltham Forest Wandsworth Westminster Boroughs London is a complex mix of agencies and accountabilities (from T Travers 2004 diagram) CABE London based p’ships with CELC reps HEALTH Chief Executives’ London Committee Capital Ambition London Safeguarding Children Board London Community Safety Partnership TfL liaison panel London LA resilience forums NHS liaison panel PREVENT Board NHS commissioning group London Resilience Team CONTEST Board SYV Board ASB Board Border and Immigration Agency Children & Young People Partnership Board 14-19 Joint Programme Board London Apprenticeships Task Force TfL steering group London Collaborative Homes and Communities Agency
    5. 6. Early work: defining the challenge
    6. 7. Two key strands of work 1. The London Leadership Network Over 400 network members from London councils and their public sector partners 32 out of 33 London boroughs engaged Events and leadership development to develop resilience and innovation Web 2.0 site to support 2. Work on challenges and practical collaboration Behaviour change, carbon reduction, ‘tough times’, London Futures Challenge
    7. 8. <ul><li>Key driver is saving money as public </li></ul><ul><li>spending reduces drastically </li></ul><ul><li>Facing up to efficiency and cuts </li></ul><ul><li>Innovation as a response </li></ul><ul><li>Use a range of techniques and methods </li></ul><ul><li>Ideas generation with our network: prevention, behaviour change, service design </li></ul>Recent focus: ‘let’s not waste the crisis’, innovation in tough times, more for less ...
    8. 9. Leadership development and events Seminars, workshops, learning days, practice exchanges,ideas evenings ... Drawing on chief executives, other senior staff from network but also wide range of external speakers
    9. 10. “ The best solutions come from people from a range of disciplines working together”. “ The Collaborative should aim to create a space to come together and develop skills to look beyond normal budget/planning cycles.” London Leadership Network members Examples of leadership events Max Wide , Executive Director Organisational Development speaking about ‘ The truth behind EasyBarnet ’ at a tough times event Oct 2010 I left with a renewed commitment to make the time and contribute to London’s leadership and to think about the transition of the organisation to equip it for the future (back at the ranch).” London Borough Chief Executive at a workshop on leadership styles BT Tower Jan 2009
    10. 11. Wide interest in better marshalling knowledge and ideas including from elsewhere .... “ ..let’s have stimulus packages that fix society as well as the economy” Rosabeth Moss Kanter November 2008 Exchange with Beijing Municipality Dec 08 Examples of leadership events
    11. 12. Examples of leadership events – series on innovation Ideas evening: public sector Innovation with charles Leadbeater October 2008 at the Magic Circle Two ideas evenings on innovation methods and practice at Sadler’s Wells Summer 2009 Innovation methods in detail: Session on user journey mapping – young unemployed at Design Council Jan 2010 Social Innovation Camp Express Feb 2010
    12. 13. Practical work on innovation: behaviour change © British Telecommunications plc 0 10 20 30 40 50 60 70 80 % Who do you think is at fault for causing obesity among children? Who do you think is responsible for tackling obesity among children? The parents of the individual Food and drink manufacturers Restaurants and fast food outlets Schools The individual Supermarkets The government Not stated None of these Workplaces Other
    13. 14. <ul><li>Challenge to the public sector </li></ul><ul><li>Important in ‘future-readiness’ </li></ul><ul><li>of cities and organisations .... </li></ul><ul><li>‘ Social innovation’ refers to new ideas - products, services or models - developed to fulfil unmet social need </li></ul><ul><li>Innovation not just about new ideas - also about adapting, learning, grafting, copying, new to sector, new to scale, new to country </li></ul>Innovation - next step from improvement?
    14. 15. End to end innovation a Young Foundation framework
    15. 17. London futures challenge: redesigning the future shape of London public sector <ul><li>Three workshops </li></ul><ul><li>at Tate Modern – all in </li></ul><ul><li>context of ‘more for less public </li></ul><ul><li>money ’ </li></ul><ul><li>1: redesigning the relationship between the state and citizens    </li></ul><ul><li>2: redesigning our organisations with leaner management and fewer staff </li></ul><ul><li>3: redesigning the relationship between local public services and central government </li></ul>
    16. 18. London Futures challenge 52 senior staff from 24 boroughs and other organisations participated in London futures challenge. A group of six present the outcomes to an awayday of 26 of London’s chief executives on 4 March 2010 We presented a simulated landscape of 2012 where significant cuts had already taken place, to get participants thinking about the more radical steps required for 2015. Materials included information about a fictional borough and media stories to set London and national context .
    17. 19. London Futures challenge We used design insights to explore the task Leading public design agencies provided ‘one hour rapid design workshops’ to inspire creative thinking. They offered a number of tools and led interactive sessions. Illustrations of design methods: use of recorded ethnographic stories of people and their encounters with public services to get to ‘whole systems thinking Looking for inspiration on ‘more for less’ in Tate gallery – in art works (taking away creates something new) and in institution eg membership scheme and engagement
    18. 20. London Futures challenge - proposals Relationship with the public Central local relationship Local public services Local public services A deal with Londoners: honest dialogue Radical market making Talent London ‘ Right fit’ spatial levels for functions
    19. 21. <ul><li>About this kind of informal collaborative </li></ul><ul><li>useful counterpoint to formal machinery – more flexible, </li></ul><ul><li>easier to take risks, explore options </li></ul><ul><li>not end in itself but generates ideas and can speed flow of </li></ul><ul><li>knowledge and information </li></ul><ul><li>Art of collaboration </li></ul><ul><li>visible leadership and encouragement is key </li></ul><ul><li>mobilise enthusiasts first </li></ul><ul><li>use visible action and support to win over more cautious </li></ul><ul><li>time to built trust, connections and new habits </li></ul>Lessons and reflections Banksy
    20. 22. <ul><li>About using creativity and innovation </li></ul><ul><li>people are receptive </li></ul><ul><li>design insights, new approaches to problem solving are </li></ul><ul><li>useful but focus has to be on substance </li></ul><ul><li>need to be more systematic about innovation </li></ul><ul><li>Emerging trends - increased interest in … </li></ul><ul><li>reducing dependency (people helping themselves) </li></ul><ul><li>mutual aid (people helping each other), civic society </li></ul><ul><li>reducing big state: co-production, delayering, </li></ul><ul><li>less regulation and inspection, </li></ul><ul><li>new dialogue with residents/customers incl through new </li></ul><ul><li>media </li></ul><ul><li>behaviour change </li></ul>Lessons and reflections
    21. 23. The future Collaborative skills will be key – to Total Place, to making savings Leadership Network will continue For further information: www.network-london.org.uk [email_address]

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