This document provides an overview of a service innovation course at the Manchester Institute of Innovation Research. It discusses why innovation is important in public services given pressures from social change and political demands for efficiency. It examines different types and levels of innovation in public services and highlights challenges such as resistance to change. Examples of health service innovations are provided. The document also discusses approaches to stimulating innovation in public services through reform and new agencies as well as measuring innovation in this sector.

1. Service Innovation Course Innovation in public services Manchester Institute of Innovation Research IAN MILES [email_address] MIoIR, University of Manchester

6. Manchester Institute of Innovation Research Drawing on http://www.step.no (and other MIoIR work) Specific Research on PSI is limited, though many studies of, e.g. New technology in hospitals, local gvt.

7. Confronting the received wisdom: Geoff Mulgan Manchester Institute of Innovation Research

8. “ Public Sector Modernisation” Manchester Institute of Innovation Research

9. Public sector IT project failures Manchester Institute of Innovation Research Government IT projects July 2003 Report 200 http://www.parliament.uk/post/pr200.pdf “• Difficulties with IT delivery occur in both the public and private sectors. ... the public sector has specific issues to address, including long procurement timescales, high publicity, the need for accountability and the political environment. • ... some factors ... lead to particular problems with IT, such as rapidly changing technology, difficulties in defining requirements and high complexity. • Much government IT is now delivered by external suppliers, so government needs to be an intelligent client. Departments require a range of skills to scrutinise bids, keep up to date with technology, be realistic about what systems are likely to deliver, understand commercial drivers and actively manage suppliers. • Breaking projects down into smaller parts increases the chances of success and makes contingency planning easier, but requires considerable time and effort. • It is important to include the final users in project development and provide time and resources for training.”

11. Private / Public Services Contrasted Manchester Institute of Innovation Research

12. Private / Public Services Contrast 2 Manchester Institute of Innovation Research

21. Results Manchester Institute of Innovation Research

22. Mulgan : sources of innovation Manchester Institute of Innovation Research

23. Mulgan again: innovation checklist Manchester Institute of Innovation Research

28. End of presentation - extra slides from previous years follow – see also my presentations at http://www.slideshare.net Manchester Institute of Innovation Research

29. SOME SLIDES ON RESULTS OF MANCHESTER STUDY FOR PUBLIN OF HEALTH SERVICE INNOVATION Manchester Institute of Innovation Research

34. SOME SLIDES ON INNOVATION POLICIES AND INITIATIVES FOR PUBLIC SERVICES - Manchester Institute of Innovation Research The present crisis and government worldview means that many of these activities are now very different (if they exist)

36. Discussion and Exchange Manchester Institute of Innovation Research

37. Policy for innovation? Manchester Institute of Innovation Research

39. http://www.dius.gov.uk/innovation/public_sector_innovation Manchester Institute of Innovation Research But the effort seems to be diminished with the new government and its focus on top-down reforms (of the sort the parties promised not to make before coming to power). Thus this BIS activity now seems stalled.

40. EFFORTS TO MEASURE PUBLIC SERVICE INNOVATION Manchester Institute of Innovation Research