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eInclusion days – Inclusive eGovenment Brussels, 13 October 2010 Collaborative public service

eInclusion days – Inclusive eGovenment Brussels, 13 October 2010 Collaborative public service innovation Jeremy Millard Danish Technological Institute. Paradigm shift…..?. New times and challenges New visions and approaches New everyday technology – cheaper, embedded and pervasive

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eInclusion days – Inclusive eGovenment Brussels, 13 October 2010 Collaborative public service

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  1. eInclusion days – • Inclusive eGovenment • Brussels, 13 October 2010 • Collaborative • public service • innovation • Jeremy Millard • Danish Technological Institute

  2. Paradigm shift…..? • New times and challenges • New visions and approaches • New everyday technology – cheaper, embedded and pervasive • New outcomes and impacts needed • New types of value chain, business models and collaborative innovation • Two examples of these changes: social entrepreneur and small business

  3. Social entrepreneur supported by LA (1) Southwark Circle, UK: the neighbourly way to sort the everyday • Networks of users, helpers/carers, volunteers, entrepreneurs and the LA, to solve any problem • Focus on elderly people (but little distinction in practice) • LA funding enabled a team to spend time with 250 elderly in their homes and networks (ethnographic research) to involve in own service design • Elderly no longer seen as a burden or group to do something to – but rather as a resource for their self/mutual help

  4. Social entrepreneur supported by LA (2) Southwark Circle, UK: the neighbourly way to sort the everyday • £2.4m LA savings expected over 5 years: a threefold return on investment • People are core, but enabled by ICT, e.g.: • website for information and matching needs with solutions/volunteers • club and other events • earning/buying and spending tokens • access to other services • mobile/SMS alerts, ICT training, etc. • coordination and data exchange between LA, NGO and volunteers

  5. SME supported by national innovation fund (1) MediNeuvo: social care markets in Finland & Sweden • Merging concepts of homecare, telecare, healthcare and independent living • Target: various groups of elderly people • Piloting Digi-TV, IPTV, mobile TV and videoconferencing • In future: electronic service vouchers and credit cards with different ‘wallets’ for different expenditure, i.e. personal budgets • ICT combined with the reorganisation of work and new carer competencies

  6. SME supported by national innovation fund (2) MediNeuvo: social care markets in Finland & Sweden • Business model: LA outsources everything except the decision and the resources • Institutionalising people costs the LA €250,000 p.a. compared to €50,000 p.a. for keeping them in their own home • c. 25% of otherwise institutionalised elderly instead live at home • Effective time spent with the elderly increased from about 35% to 60% over six months • 70% of the problem is loneliness, so e.g. ICT used to put elderly in touch with family and friends

  7. New, diverse, interdependent ‘value chains’ Financial & institutional capital Enabled by ICT – coordination, communication, new resources & value, etc. Top-down: centralised, institutional innovation professionals Large scale -- Services provided FORpeople: Strategic efficiency, minimum standards, regulation Middle-around: centralised-decentralised balance: firms,social entrepreneurs, etc. Bottom-up: decentralised, localised users & communities Medium scale -- Services developed WITHpeople. Collaborative design & development, scalable Small scale -- Services developed BYpeople & their carers. Flexible, diverse, responsive, relationship-based effeciveness Individual, social & community capital

  8. New bottom-up business and innovation models • Mainly a bottom-up ad-hoc process which exploits existing resources • Contextual implementation of ICT – start from the needs of the user (perhaps mediated by people or organisations closest to them) rather than government • Leadership, ownership & accountability at the grassroots • New (power) relationships between professionals and users • Builds widespread skills and competencies • Re-use existing public sector information (open government / open data) • Involves much less finance, has much shorter development cycles, and includes a whole range of stakeholders • More experimental and may ‘fail’ as often as large scale top-down government initiatives, but being cheap and small can be quickly corrected, and then scaled up if successful (Clay Shirky: “publish then filter, rather than filter then publish”) • Because they start from the bottom, many address not just the physical needs of disadvantaged users but also helps give them self-fulfilment and esteem, etc. • Lessons: just do it, get it wrong, then learn, do it better and scale up.

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