Citizen convenience: UK problems and solutions Mark Napier The Centre for Public Innovation

1. Citizen convenience: UK problems and solutions Mark Napier The Centre for Public Innovation

2. Learning goals • Set out the problems that the UK has delivering innovative, citizen centred services. • Explore a possible solution that could be adopted in South Africa which has been developed by CPI.

3. The UK and innovation The UK public sector is starting to explore the need to innovate: • Creation of a Ministry (Department for Innovation, Universities and Skills) in 2007; • National conferences; • Publication of a UK government strategy for the public sector – “Innovation Nation”. But progress is painful and slow.

4. Service development in the UK Service development in the UK is usually characterised by procedural compliance. The service development process looks like: Data collection Problem Analysis Reporting Delivery! Planning Decision- making Health Transport Crime Education Employment Housing

5. Problems with this approach • Directed from the top/by professionals; • Expensive (time, staff, resources); • Slow; • Unresponsive; • “Doomed to succeed”. Where is the citizen in this process? UK service development is contrary to a citizen focused approach.

6. Developing citizen centred services • Allow the community to explore and express issues; • Be aware of the language that the community uses (i.e. non-technical); • Foster dialogue between front-line staff and the community; • Front-line staff are your nearest proxy to a community voice where there are no formal channels; • Front-line staff can re-conceptualise the problem in terms of service delivery; • Community and front-line staff are equal partners; • So listen to citizens and your front-line workforce.

7. The results of engagement Innovative new practices Citizens Front-line staff

8. In practice 1. Identify a problem. 3. Put this into practice quickly and inexpensively to test the new idea. 2. Identify an idea that will work better.

9. Some learning • Staff must be given permission to innovate by their line-managers. • Staff must have senior management approval. • All staff must be encouraged to innovate. • It is not the work of experts or specialists.

10. Innovation in action: a case study The Government Office for the South West Responsible for co-ordinating central government functions in the region (health, police etc.) • Population of 5 mill. • Highest rural population in UK • Largest urban centre ½ mill. • High unemployment • Isolated communities London

11. Tackling a problem The Government Office sought to tackle anti-social behaviour across the region Adopted the three step model 1. Problem; 2. Possible solution; 3. Quick pilot • Grant budget £60,000 sterling (approx R940,000); • Individual grants of up to £2,000 (R31,400); • Advertised to community workers; • 29 projects financed and started; • Projects co-delivered by professionals and members of the community.

12. Results? • Set up lunch club for vulnerable elderly people; • Migrant families integrated into local community; • Creation of a youth council; • Young men engaged in safer driver campaign; • Diversionary activities for drug users; • Media project for young people around gun crime; • Significant local media exposure; • All set up with the community in under 3 months.

13. The impact • Services and solutions created that responded to local problems that had been identified by local people; • Citizens engaged in design and delivery of solutions; • Allowed scope for innovation; • Rapid response to citizen’s concerns; • Cheap!

14. Thank you Any questions? The Centre for Public Innovation London, UK t: +44 20 7922 7823 f: +44 20 7922 7821 w: Mark.napier@publicinnovation.org.uk e: www.publicinnovation.org.uk