creative councils - how to innovate in local government
Post on 22-Oct-2014
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From the Public Services Launchpad event on 5/11/13TRANSCRIPT
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A charity with a mission to help people and organisations bring great ideas to life. We do this by providing investments and grants and mobilising research,
networks and skills, funded by a £320m endowment
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The Innovation Lab
• Runs practical programmes across a number of areas including health, ageing, digital education, giving and local government
• Awards grants and commission non-financial support
• Produces research reports and publications to stimulate and inform debate
• Supports the development of innovation skills
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How do you “do” innovation?
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TRIZ
Brainstorms
Aim to generate LOTS of ideas
“The way to get good ideas is to get lots of ideas, and throw the bad ones away.”
Dr Linus Pauling, American chemist and
bio-chemist
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Implementation involves...
• Building operational systems and processes to
deliver for customers
• Evaluation• Quality assurance • Building brand profile• Marketing
• Organisational structure• Governance structure
• Legal forms• Recruitment
• Skill development
• Loans• Equity• Quasi-equity• Crowd-funding
Business models and
finance
People and governance
Intellectual capital
Reputations and
effectiveness
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Systemic change
To get from here... ...to here...
...many things need to change in tandem
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Creative CouncilsThe programme and what we’re learning
Melani Oliver
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Today’s presentation
• Creative Councils – what is it and what are we trying to achieve?
• The process
• The five councils’ ideas
• What we’re learning
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Core mission and purpose
• Raise the profile of innovation in local government.
• Support the development, implementation and spread of transformational ideas to meet the biggest challenges facing public services – and demonstrate impact.
• Support the development of innovation skills across local government.
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Why the Shift?
• Austerity
• Demographics
• Self-determinism
• Broader definition of value
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The process
Assumptions: • Incremental change is not enough• Local government can lead the
development of solutions• Solutions must be replicable to
have impact• It is possible to codify innovation
methods
Call for ideas137 responses
6 months practical and financial support to develop and test ideas
Five most promising get support for further year, including £150k grants, coaching, and expert advice on communications, business modelling, ethnography and prototyping
17 shortlisted2 day camp
Selection process for final stage of the
programme
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The five councils’ ideas
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Derbyshire
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Monmouthshire
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Rotherham
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Wigan
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Stoke
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Planning
Heating homes
Running the grid
Insulation
Generating electricity
Profit making
Innovating
Billing people
Subsidizing
Supplying gas
Keeping the lights on
Addressing fuel poverty
Promoting market share
Reducing carbon
Creating new supply
Fuelling industry
Promoting efficiency
Supplying businesses
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What are we learning?
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Barriers
• Capacity – finding time away from the day job
• Remaining faithful to user insight
• Strategy vs culture
• The ‘innovation paradox’ – the more it’s needed, the less likely it is to happen
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Enablers
• Strong political and managerial leadership
• New skills – sometimes unexpected ones
• Building coalitions and movements around the work
• Non-financial support
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For more information please contact:
Katy [email protected]
Melani Oliver [email protected] more information on the Stoke-on-Trent experience please email [email protected] or [email protected] Or visit:www.nesta.org.uk/creativecouncils