Coffee bean model
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Ideas as discussed at the UNDP global innovation meeting held in Montenegro in 2013. Ideas partially attributable to discussions held in the city of Vinnytsia, Ukraine, earlier that year.
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Coffee bean model
- 1. The coffee-bean lab Tackling challenges through a two-pronged lab model
- 2. The WHY CITIZENS Complaints rather than action SUBOPTIMAL PUBLIC SERVICES / POLICIES MUNICIPALITY Absence of inclusive mindset Lack of resources? Resources underutilized! BusinessesAcademia argues…
- 3. The COFFE-BEAN LAB model Assisting the municipality Strengthening city innovators Innovation for public good
- 4. The 5-D modus operandi MUNICIPALITY CITY INNOVATORS Discover Design and Develop Decide Deliver Determine the problem to be put into the Lab Take up the challenge and bring different insights Generate prototypes through lab Startup crash testing Implement co-designed solution Share lessons learned => becoming evangelists
- 5. Issues waiting to be addressed Identify incentive structure for each of the stakeholders University? (internships for students; creation of practically-oriented theses) Local businesses? (improvement of environment for doing business, CSR, PR opportunities) National-level experts (gain access to real-time data and controlled social experiment environments) Proactive youth, including IT geeks? (internships or work experience, gamification, “warm glow”) Spot the innovators Itch workshops? (going beyond the usual suspects through an open call) Snowballing? (using the already existing UNDP networks to identify potential players) Define the business-model and ensuring sustainability Public entity? (municipality-shaped organization) Semi-private? (proceeds from rental or co-working spaces) Non-governmental entity? (registered as an NGO but with local university being co-founder)
Editor's Notes
- The proposed Lab prototype stems from the experiences already gained and highlighted in yesterday’s presentation and discussed here;
- As we have already discussed it, one of the issues that municipalities and citizens face alike are oftentimes sub-optimal public services and policies (click) While the citizens – at best – provide their criticism and complaints vis-à-vis the services received without gaining any feedback (click) The municipalities are more often than not lacking in inclusiveness when devising services or policies for their localities. Even when town-hall meetings are held, the results rarely transpire into tangible and robust amendments to originally proposed policies (click) The municipalities would (and do) argue that the resources for service improvement are lacking (but then again, the cost of collaborative policy design may result in lower public spending in the future if smart ideas are taken up by the cities) (click) On top of that, the already existing resources are underutilized – including both academic rigor and student-body skills and creativity of the universities, and the business partnerships possible in the sectors of innovation and provision of services at below market prices through PPPs.
- The Lab prototype has benefited from multiple pieces of advice and insights of innovation practitioners present here We have selected the image of a coffee-bean for the Lab, as it symbolizes the vision of indivisible cooperation needed from both the municipality and the city innovators (citizens, non-governmental organizations, higher educational establishments, businesses) for the system to produce desired results in terms of generating innovation for public good
- Using the 5-D model we can present the Lab’s actions in terms of activity cycles As the municipality itself discovers an issue to be addressed by running it through the Lab (or takes up an issue that has been pointed out to by the citizens), it channels the problem to the Lab’s creative space, where it is taken up by different innovators led by varied incentives As the prototypes for addressing the challenge are designed and developed, all participating entities and individuals take active part in testing the solutions offered, building and re-shaping them as new information or feedback comes in The prototypes are “crash-tested” to decide which ones realistically could be taken up by the municipality or in possible PPPs The delivery stage arrives when the developed prototypes are developed into full-fledged solutions An additional step, no less crucial, but which spans several other stages simultaneously is information and experience sharing and “spreading the word” of what worked and what didn’t
- There are three core issues that are waiting to be addressed at this point of time, and they are the next concrete steps to make the prototype live: We are to determine the incentive structures for each of the possible Lab innovators Spot them through one of several models and Determine the business-model for Lab’s functioning