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Another world is possible! Well, maybe. Simon Parker, Director, NLGN

Another world is possible! Well, maybe. Simon Parker, Director, NLGN. This is the default position…. Maybe…. You know where you need to innovate. But there are big barriers. And we’re moving too slowly. Types of innovators emerging. Where next?. Making some big bets.

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Another world is possible! Well, maybe. Simon Parker, Director, NLGN

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  1. Another world is possible! Well, maybe.Simon Parker, Director, NLGN

  2. This is the default position…

  3. Maybe…

  4. You know where you need to innovate

  5. But there are big barriers

  6. And we’re moving too slowly

  7. Types of innovators emerging

  8. Where next?

  9. Making some big bets

  10. From internally-driven change to external reform Demand-led transformation Supply-side transformation Support Costs Cost of back office and support arrangements Value Demand Genuine demand that drives service design Commissioning Access Costs The cost and complexity of citizens accessing services Excess Demand People demand services they don’t need Co-production Efficiency Personalisation Delivery Costs How much is paid for service delivery Avoidable Demand Arises from behaviours which are escapable Client side advisory Demand management Future Council Supply costs The cost of the services and materials procured Process improvement Preventable Demand Need not have arisen had an earlier intervention been made Behavioural change Service integration Management costs The cost of managing people and processes Early intervention Co-dependent demand Arises from the need of the supplier Cultural change Assessment costs How much the Council spends on determining service needs Failure Demand Arises as the result of errors in supply Change management Leadership development Strategy and policy

  11. Scenario planning

  12. Three scenarios

  13. Design futures

  14. Simulations

  15. Emerging ideas… • P2P public services: how could tech enable people to deliver services to each other with minimal state involvement? • Open source reform: how do we engage the community, business and VCS in a different conversation about a new social contract? • Preventative tariffs: can we open them up to councils and social enterprises?

  16. In conclusion… • Everyone’s looking for someone to copy, but it’s not clear there are any ready-made answers • Progress probably means placing some big bets on new approaches to service delivery • New processes for internal innovation and sharing new practice are very badly needed.

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