Latest Research Findings on Accelerating Innovation in Local Government

Accelera'ng Innova'on in Local

Government: Latest Findings

Joan Munro October 2014

©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

A 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


Innova'on is not just about having bright

ideas!


How can local government leaders achieve more major innova'ons, more quickly?

What’s shared? What’s different? What’s missing?

Chief Execu'ves’ Perspec'ves

Leading Councillors’ Perspec'ves

Middle Managers’ Perspec'ves

Frontline Employees’ Perspec'ves

Research undertaken


FIVE KEY ACTIONS

UNIVERSALLY AGREED


Agreeing a clear

strategic direc'on & innova'on priori'es


Leading for innova'on


Fostering an organisa'onal culture that encourages innova'on


Devo'ng sufficient 'me & resources to priority innova'ons


FutureGov photo

Building effec've cross-‐council working on major innova'ons


DIFFERENT PERSPECTIVES


Turning rhetoric into reality


Many middle managers & frontline employees said

that their leaders needed to put the 5 key ac'ons into prac'ce more effec'vely

Communica'ng, face to face


Many middle managers & frontline employees said it

was vital that leaders communicate in person

Involving & listening to managers & employees


Many middle managers & employees felt that consulta'ons on proposed

innova'ons were tokenis'c & too late

Ensuring corporate services help to deliver innova'ons


In some councils, middle managers felt that their corporate services block

innova'on

Providing technology exper'se


In some councils, middle managers felt that the

necessary digital exper'se was not

available

Using effec've, disciplined, delivery

mechanisms ©Accelera'ng Innova'on in Local Government Research Project

Many chief execu'ves felt programme &

project management helped to ensure

delivery

Persis'ng un'l innova'ons are achieved ©Accelera'ng Innova'on in Local


Many middle managers & employees felt that their

leaders did not maintain their interest for long enough

Areas needing a^en'on?


Involving residents more?



Looking more widely for inspira'on? Look abroad, as well as other sectors

Focusing more on partnerships & on commissioning for innova'on?


Developing more

innova'on exper'se?


THE LOCAL COUNCILS’ INNOVATION FRAMEWORK


Dis'ls the findings from the research

Can be used by leaders individually or in groups to review what they might do to achieve more major

innova'ons

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


Resources & contact details Local Councils’ Innova'on Framework: h^p://'nyurl.com/IFMarch2014 Framework Self-‐Assessment tool: h^p://'nyurl.com/LGInnSA Summary of latest findings: h^p://'nyurl.com/LGinnLF814 Presenta'ons on innova'on: h^p://www.slideshare.net/joanmunro [email protected] Tel: 0779 2952 498 @JoanMICL ©Accelera'ng Innova'on in Local


Government & Nonprofit

Latest Research Findings on Accelerating Innovation in Local Government