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This is a PDF of the longer version of Local Councils' Innovation Framework Review Tool. Leaders in councils can use it, individually or together, to review whether there is more they might do to achieve more major innovations, more quickly. (A Powerpoint version of this, and a shorter version, is also available on SlideShare.)
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©Accelera(ng Innova(on in Local Government Research Project
Innova&on = New + Relevant
New ways of saving
money
New ways of
delivering
New organisa&onal arrangements
New ways of improving democracy ©Accelera(ng Innova(on in Local
Government Research Project
Local government examples
Ver(cal pier
Contact centres
Annual magic fes(val
Residents’ personal
computer links
New ways of avoiding potholes
Tele-‐care
Council-‐ owned private company
Report rubbish on mobile
Inter-‐agency
integra(on
Shared services
Pay on mobile Community run
libraries
Community volunteers mentoring unemployed
Publish data for open use
Elected Youth Council Older peoples’
mutual support ‘circles’
‘Tell Us Once’
Portable traffic lights
Social enterprises
Private sector partnerships
Demen(a friendly city
App for tourists Local
forums
Becoming a bank
Giving users control of their
care
Co-‐opera(ve Council
Parking App
Simplified innova(on process
Inves&gate issues to fully understand problems & opportuni&es
Generate & consider many poten&al crea&ve solu&ons
Select, prototype, test & develop most promising poten&al solu&ons
Execute
©Accelera(ng Innova(on in Local Government Research Project
How can local government leaders achieve more major innova(ons, more quickly?
©Accelera(ng Innova(on in Local Government Research Project
Research Findings
Chief Execu(ves’ perspec(ves
Leading Councillors’ perspec(ves
Middle Managers’ perspec(ves
Frontline Employees’ perspec(ves
Learning from other sectors
Learning from other research
©Accelera(ng Innova(on in Local Government Research Project
THE LOCAL COUNCILS’ INNOVATION FRAMEWORK SUMMARISES THE FINDINGS
©Accelera(ng Innova(on in Local Government Research Project
Leaders can use the Framework’s eight factors to review what more they might do
to achieve more successful major innova(ons, more quickly
Ci&zen & service user
Focus
Culture promotes innova&on
Effec&ve delivery
mechanisms for innova&on
Cross boundary innova&ons
Strategic approach to innova&on
Leaders & managers lead for
innova&on
Clear poli&cal vision & priori&es
Employees skilled &
mo&vated for innova&on
©Accelera(ng Innova(on in Local Government Research Project
1. Are ci&zens’ and service users’ priori&es and aspira&ons central to
the council’s approach to innova&on?
©Accelera(ng Innova(on in Local Government Research Project
“It is only by examining the fundamentals of service purpose from the ci(zens’ perspec(ve can we begin to uproot service costs and rese\le them in new ways.” Barry Quirk, Chief Execu&ve,
Lewisham
©Accelera(ng Innova(on in Local Government Research Project
“We need to restore trust and build a more sustainable rela(onship between the local state in all its many forms and our ci(zens.” Mar&n Reeves, Chief Execu&ve,
Coventry
E.g. could more be done to: • Understand residents’ aspira(ons, needs & priori(es more deeply?
• Develop innova(ons with service users? • Unlock & develop more capacity for innova(on with local communi(es?
©Accelera(ng Innova(on in Local Government Research Project
2. Is the council’s poli&cal vision, & its priority areas for innova&on clear?
©Accelera(ng Innova(on in Local Government Research Project
“There is no point in trying to innovate if you have no idea what your
vision is.” David Hodge, Leader, Surrey County Council
“You can’t do everything at once. You have to understand
the capability of your organisa(on for change.” Mar&n TeU, Leader,
Buckinghamshire County Council
©Accelera(ng Innova(on in Local Government Research Project
“Build innova(on into strategic objec(ves”
“Set a clear strategic direc(on – wider than own directorate & the
council”
“Iden(fy areas where there may be opportuni(es”
“Iden(fy things to stop doing”
“Be honest & clear about desired
outcomes & s(ck to them”
“Recognise that some(mes
innova(ons are not quick wins”
“Priori(se”
“Face
reali(es”
“What will council look like in 5 years
(me?”
“Don’t be overambi(ous” “Members are too
geared to the next elec(on”
“Accept what the financial situa(on
means”
“Start the hard conversa(ons now”
“Put effort into the right
places”
©Accelera(ng Innova(on in Local Government Research Project
Middle managers’ comments
E.g. • Is poli(cians’ vision inspiring, but a\ainable?
• Have poli(cians agreed the innova(on priority areas?
• Are poli(cians prepared for experimenta(on, & considered risk taking? ©Accelera(ng Innova(on in Local
Government Research Project
3. Are leaders and managers leading for innova&on?
©Accelera(ng Innova(on in Local Government Research Project
“Communicate with & engage
staff”
“Take concrete ac(on to implement decisions”
“Empower & trust staff”
“Go for it – leap forward when you know you have got to do something”
“Passion needs to be passed on”
“Senior managers need to be visible, get out of their ivory tower”
“We need less control, more support”
“We want listening, straight talking, trust building; more open,
honest communica(on” “Sell the corporate vision”
“Be brave & courageous”
“Provide clarity to the vision & expecta(ons”
“Be united”
“Put members’ ambi(ons into a realis(c plan ”
©Accelera(ng Innova(on in Local Government Research Project
Middle managers’ comments
E.g. Are leaders & managers: • Focusing enough (me & effort on innova(on? • Bold, united, convincing communicators? • Involving, & listening to others? • Persis(ng un(l innova(ons are delivered?
©Accelera(ng Innova(on in Local Government Research Project
4. Is the council taking a strategic
approach to innova&on?
©Accelera(ng Innova(on in Local Government Research Project
“Make (me for crea(ve thinking”
“Invest to save”
“Ensure there are adequate resources to deliver the agreed priority schemes”
“Do less, but do it properly”
“Need to allow (me to think, reflect & engage”
“Create more (me to think &
(me to implement priori(es”
“Free up (me, we are the squeezed middle”
“Stop trying to do change on a shoestring”
“Give us enough resources to get head above the parapet -‐-‐
(me away from the day job to look upwards &
outwards”
©Accelera(ng Innova(on in Local Government Research Project
Middle managers’ comments
E.g. Does the council have: • Enough resources & (me devoted to innova(ons?
• Sufficient digital exper(se? • Clear plans & accountability for innova(ons?
©Accelera(ng Innova(on in Local Government Research Project
5. Does the council’s organisa&onal culture promote innova&on?
©Accelera(ng Innova(on in Local Government Research Project
“Innova(on is ofen understood as a mysterious fringe prac(ce by geeks.
What we are about is trying to create an eco-‐system, and the DNA of innova(on, as a daily part of the way the
organisa(on organises itself to deliver.”
Kersten England, City of York Chief Execu&ve
©Accelera(ng Innova(on in Local Government Research Project
©Accelera(ng Innova(on in Local Government Research Project
E.g. Is innova(on promoted through: • Leaders’ & managers’ everyday behaviours?
• Safeguarding (me for reflec(on & crea(ve thinking?
• Healthy debates? • Looking elsewhere for fresh ideas?
©Accelera(ng Innova(on in Local Government Research Project
Is innova(on promoted through: * Leaders’ and managers’ everyday behaviours, prac(ces and stories? * Values, norms and working prac(ces? * Safeguarding (me for reflec(on and crea(ve thinking? * Healthy debates, that challenge and test accepted assump(ons? * Pro-‐ac(vely looking elsewhere for fresh ideas, from other councils, other organisa(ons (including those in other countries)? * Celebra(ng innova(ons?
6. Are cross-‐boundary approaches genera&ng significant innova&ons?
E.g. Is the council innova(ng through: • Cross-‐council working? • Partnerships with external organisa(ons? • Its commissioning and contract management arrangements?
©Accelera(ng Innova(on in Local Government Research Project
7. Are the council’s employees mo&vated and skilled for innova&on?
©Accelera(ng Innova(on in Local Government Research Project
E.g. Does the council: • Have enough employees with the ajtudes & skills needed to deliver innova(ons?
• Encourage employees to develop be\er ways of doing things?
• Involve frontline employees in innova(on processes?
©Accelera(ng Innova(on in Local Government Research Project
8. Does the council have effec&ve, disciplined, delivery mechanisms for
innova&ons?
©Accelera(ng Innova(on in Local Government Research Project
E.g. Does the council have: • Effec(ve ways of tracking innova(ons to ensure they are delivered?
• Sufficient innova(on exper(se? • A straighkorward approach to learning from successful & unsuccessful innova(ons?
©Accelera(ng Innova(on in Local Government Research Project
Ci&zen & service user
Focus
Culture promotes innova&on
Effec&ve delivery
mechanisms for innova&on
Cross boundary innova&ons
Strategic approach to innova&on
Leaders & managers lead for
innova&on
Clear poli&cal vision & priori&es
Employees skilled &
mo&vated for innova&on
©Accelera(ng Innova(on in Local Government Research Project
Your overall reflec(ons In rela(on to innova(on: • What is the council doing well? • How can you build on these strengths? • Where do you need to do things differently? • What significant opportuni(es do you have? • What should you stop doing? • Which ac(ons are most important? • What do you need to do in the next year? • What will you personally do?
©Accelera(ng Innova(on in Local Government Research Project
Resources & contact details Local Councils’ Innova(on Framework: hUp://&nyurl.com/LGIF2014 Framework Self-‐Assessment tool: hUp://&nyurl.com/LGISA2014 Summary of latest findings: hUp://&nyurl.com/LGILF2014 Presenta(ons on innova(on: h\p://www.slideshare.net/joanmunro joan.munro@btopenworld.com Tel: 0779 2952 498 @JoanMICL
©Accelera(ng Innova(on in Local Government Research Project
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