Mock 1-Innovation in the Public Services

Nota:

• http://www.theguardian.com/innovation-nation-awards/proud-public-sector-innovation

1. G-Cloud

   Nota:

   • By creating an app of approved cloud suppliers, govt has made it much easier for PS orgs to move computing services to the cloud. Can look through online catalogue, assured that all suppliers are fully approved to provide service.
2. gov.uk

   Nota:

   • Hoped that online hub for all e-govt services, saving more than £60m in online publishing costs each year
3. Remote diagnosis systems

   Nota:

   • To provide patient care remotely in rural areas
4. Interactive learning facilities in local schools
5. Talent pools

   Nota:

   • Point: Council having talent pools instead of 'at risk' list of staff' Justify: Change of approach to internal recruitment and development, enabled existing staff's skills, knowledge and experience to be redeployed in other areas of the organisation. Illustrate: As above.
6. Internal job market

   Nota:

   • Point: Create internal job market to deliver on commitment of zero redundancies Justify: Enabled council to radically reshape and redesign services whilst also allowing them to offer jobs, rather than role, security to workforce. Therefore developed a flexible and adaptable workforce better suited to meet future challenges Illustrate: As above
7. Health
   1. Individual

      Nota:

      • Tools to enable them to manage their own health conditions and/or care and support arrangements, getting information, advice, peer support etc
      • http://www.theguardian.com/healthcare-network/2014/mar/17/technology-health-care-integration-discussion-roundup
   2. Professionals

      Nota:

      • Information sharing, shared records and assessments; happening in places but much nervousness about information governance issues
      • http://www.theguardian.com/healthcare-network/2014/mar/17/technology-health-care-integration-discussion-roundup
   3. Organisations

      Nota:

      • In communicating and engaging with the public they serve, crowdsourcing etc
      • http://www.theguardian.com/healthcare-network/2014/mar/17/technology-health-care-integration-discussion-roundup
8. Public sector spin-offs

   Nota:

   • Point: Run a service as an independent (generally soc ent) business and sell service back to council and other markets Justify: Empowering current staff, creative solution to redundancies/service provision, generally know the provider so element of trust/quality. Can lead to improved quality, cost savings and staff satisfaction. Illustrate: Provide-a £32m business providing community healthcare services. Has doubled in size and won awards. Has worked in NHS, libraries, school support services, woodland management and social care among others. 
   • http://www.theguardian.com/social-enterprise-network/2014/mar/31/public-sector-spin-outs

Nota:

• Point: Saves money Justify: Innovative thinking can reduce costs by avoiding waste, duplication and finding other efficiencies in demonstrating value for money. Illustrate: Shared services, Cloud computing and shared networks will save around £1bn in ICT costs alone by 2014.
• http://www.theguardian.com/innovation-nation-awards/sharing-technology-networks-across-public

1. Improves communication across services

   Nota:

   • Point: improves communication Justify: creates a more sharing environment, good ideas can be shared when working together. Illustrate: A good data system can be shared as orgs come together
   • http://www.theguardian.com/innovation-nation-awards/sharing-technology-networks-across-public
   1. Improves quality

      Nota:

      • Point: can improve quality Justify: more tailored services, giving choice to public, efficiencies may lead to cost savings Illustrate: 8 hospitals in Cumbria and Lancashire have developed round-the-clock services which have saved lives and shaved £8m from NHS budgets.
      • http://www.theguardian.com/innovation-nation-awards/sharing-technology-networks-across-public
      1. Staff satisfaction

         Nota:

         • Point: May have better staff satisfaction Justify: Innovation may give rise to more flexible and mobile staff arrangements, so staff will have more autonomy over working arrangements Illustrate: Remote working

Nota:

• Point: people can work collaboratively between depts/users Justify: Councils can mobilise existing knowledge and skills to generate new solutions to increasing demands. Illustrate:
• http://www.cipd.co.uk/pressoffice/press-releases/three-local-councils-prove-innovation-public-sector-beyond-more-for-less-170413.aspx

1. Senior teams with open leadership

   Nota:

   • Point: Senior teams with open leadership help encourage innovation Justify: More open behaviours help to create climates of trust and self-belief, giving staff at all levels the confidence to explore both incremental and radical ways of changing the way they work. Illustrate:
   • http://www.cipd.co.uk/pressoffice/press-releases/three-local-councils-prove-innovation-public-sector-beyond-more-for-less-170413.aspx
   1. Clear drivers

      Nota:

      • Point: Clarify drivers and offer incentives Justify: There needs to be clear drivers for innovation and incentives for organisations and individuals to innovate.
      • http://www.nao.org.uk/wp-content/uploads/2009/03/080912es.pdf
      1. Means for learning and replicating success

         Nota:

         • Point: Ability to scale up and replicate innovations Justify: Strong organisational learning helps successful ideas get scaled up and replicated
         • http://www.nao.org.uk/wp-content/uploads/2009/03/080912es.pdf

Nota:

• Point: Poor leadership due to political pressuresJustify: Political tensions (esp coalitions) may compromise LAs ability to ensure effective leadership, demonstrate good governance and weaken public's trust and confidence Illustrate: Shared service proposals are often scrapped or brought back on the agenda depending on leadership changes rather than changing requirements for the council
• http://www.publicfinance.co.uk/news/2014/03/innovation-needed-to-beat-spending-squeeze-scots-councils-told/

1. 'Too distracted by cuts'

   Nota:

   • Point: Council's are so caught up with making cuts and keeping heads above waterJustify: LG may be so beset and preoccupied by coping with spending cuts, it lacks the energy and intellectual resilience to think afresh about the nostrums of public service deliveryIllustration: Departments being cut, down to bare bones, non-essential work being stopped (such as research and innovation) Counteraction: Have an appreciation for the potential benefits/savings, create culture of innovation
   • http://www.theguardian.com/local-government-network/2014/mar/14/procurement-decisions-hands-councils-spending-cuts
   1. 'Top down thinking'

      Nota:

      • Point: Top down thinking without involving service users/service level staff Justify: High level view fails to capture real value to users or potential efficiencies to be gained. Illustrate: Changes imposed on health authorities without consulting nurses, so unforeseen consequences arise. Counteraction: Consult with users and allow innovation to come from all staff
      • http://www.theguardian.com/innovation-nation-awards/sharing-technology-networks-across-public
      1. "A fetish for new shiny stuff"

         Nota:

         • Point: Preference to commit to new projects Justify: Inappropriate allocation of scarce resources, lack of willingness to invest in 'risky' new projects Illustration: White elephant new builds
         1. Evaluation systems, which are not designed to support innovation/narrow focus on financial measures

            Nota:

            • Point: Evaluation systems, which are not designed to support innovation Justify: If evaluation doesn't support innovation, people are not incentivised to be creative Illustrate: Evaluation frameworks tend to be based on quantitative measures, which doesn't capture qualitative/best value aspects Counter action: Allow depts. to  keep a share of efficiency/budget gains, thus incentivising innovation

Nota:

• "New" in this context can be new to the sector or the organisation, taking an idea from one context and adapting it to another
• http://www.nao.org.uk/wp-content/uploads/2009/03/080912es.pdf

1. Range of political philosophies which prioritise the local

   Nota:

   • Councils being at the centre of Public Service reform, thus delivering more effective services for local people
   • Government policy continues in a localist direction and a thriving voluntary and community sector is encouraged
   • Councils are supported to develop new models of local public service delivery and commissioning, including community budgets
   • http://www.local.gov.uk/localism