ICLCity2013 - Accelerating Innovation in Local Councils: Different Perspectives by Joan Munro
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These slides were presented at ICLCity2013 http://www.city.ac.uk/centre-for-creativity-in-professional-practice/services/icl-city-2013
![Innovation definition used
Innovations are changes to services, products,
organisational arrangements or democratic
approaches that are both:
New to the council [organisation]
Deliver additional value for service users &
citizens [customers & other stakeholders]
The innovation continuum goes from small scale
improvements to radical disruptive, game
changing, breakthrough changes](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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ICLCity2013 - Accelerating Innovation in Local Councils: Different Perspectives by Joan Munro
- 1. Accelerating Innovation in Local Government: Three Perspectives Joan Munro
- 2. Innovation definition used Innovations are changes to services, products, organisational arrangements or democratic approaches that are both: New to the council [organisation] Deliver additional value for service users & citizens [customers & other stakeholders] The innovation continuum goes from small scale improvements to radical disruptive, game changing, breakthrough changes
- 3. Local government examples Vertica l pier Contact centres Annual magic festival Residents’ personal computer links New ways of avoiding potholesTele- care Council- owned private company Report rubbish on mobile Inter- agency working 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 Dementia friendly cafes App for touristsLocal forums Becoming a bank Child- friendly city Co-operative Council
- 4. Research objectives Aims Identify what local government leaders might do to accelerate innovation council-wide Disseminate and promote this learning to local councils Further the research evidence on leadership actions that help to achieve innovation in public services
- 5. Research Interviews with 18 chief executives Three discussion groups of chief executives Development and testing of Local Councils’ Innovation Framework with councils 19 employee focus groups in six councils Discussion with LGA Improvement & Innovation Board Politicians’ Masterclass on innovation Interviews with ten leading politicians (so far) Planning research with middle managers
- 7. CITIZEN & SERVICE USER FOCUS Politicians’ and chief execs’ declared central focus However…. Little in-depth research on service users’ lives & concerns Residents & service users rarely involved in developing innovations Few taking action to unlock community capacity for innovation
- 8. POLITICAL VISION & PRIORITIES All agree need to: Look ahead & anticipate issues Have clear, attainable, long term ambitions & objectives Take calculated, essential risks However…. Few clear about the priority areas for future innovations
- 9. LEADERSHIP All agree need for: Bold, united, determined top team, focused on achieving innovations Leaders to communicate priorities & reasons for innovation convincingly Leaders to listen to others Persistence However employees stress… Communication should be done personally Middle & frontline managers need to pro-actively encourage innovation
- 10. STRATEGIC APPROACH TO INNOVATIONAll agree: Capacity/time to implement innovations is a major issue Few: Set aside specific resources for innovation Recognise the need for training & expertise in innovation processes Protect innovation processes from organisational norms Right kind of technology expertise
- 11. ORGANIZATIONAL CULTURE All agree: Fresh ideas should be encouraged Intelligent failures should be learnt from However… Employees say there is little time for reflection or creative thinking Few recognise the potential benefits of learning from other sectors or abroad
- 12. CROSS BOUNDARY WORKING All agree need to work across internal silos & with other councils Politicians & chief execs major focus on external partnership However … Employees feel need more practical actions to build cross-council links Few private sector contracts appear to be delivering innovations
- 13. EMPLOYEES All agree need: Motivated, committed employees To encourage employees to contribute ideas However employees say… They need to be genuinely involved in innovation processes from the start Little or poor feedback on their ideas
- 14. DELIVERY Most innovative councils have corporate programme & project management approach However… The biggest, most expensive, services appear to be achieving less innovations Few systematically learning from successes & failures
- 15. Politicians set the strategic context for innovation Senior & middle managers lead for innovation Frontline managers & employees are engaged in key innovations Effective innovation delivery mechanisms A Strategic Approach to Innovation in Councils
- 16. Issues for council leaders Deciding: How and where innovation should sit in the organisation’s overall strategy Whether to use the word ‘innovation’ When and where the conditions are right for more major, radical innovations
- 17. Resources & contact details Local Councils’ Innovation Framework: http://www.city.ac.uk/centre-for-creativity-in- professional-practice/research/local-councils- innovation-framework LGA Creative Councils Community of Practice: http://tinyurl.com/councilinnovation (You will need to register for full access to documents) Email: joan.munro@btopenworld.com Twitter: @JoanMICL