THIS PROJECT IS FUNDEDBY THE EUROPEAN UNION

Policy Dialogue: How Public Policymakers can stimulate and resource Social Innovation

European School of Social Innovation : 8th July 2014

Professor Peter TotterdillJoint Chief Executive, UK Work Organisation Network

A founding Director of UK WON, a partnership between public agencies, employers’ organisations, trade unions and universities (www.ukwon.net)

Background in local economic development

Close involvement with the NHS as an action researcher and Non-Executive Director

Several previous university roles in building partnerships with public policymakers and business

Visiting Professor at Kingston University London

Director of Workplace Innovation Limited and consultant on employee-centred change (www.workplaceinnovation.eu)

Public policy as disengagement

Thinking about public policy and social innovation

Identifying different approaches to public policy?

How does policy support or inhibit social innovators?

Taking partnership seriously

Towards a policy framework for social innovation

Please continue the discussion by joining our Social Innovation and Public Policy Group on LinkedIn: www.linkedin.com/groups/Social-Innovation-Public-Policy-8131036?trk=groups_most_recent-h-dsc&goback=.gmr_8131036

Agnès Hubert

“Social innovation is not a panacea but if encouraged and valued it can bring immediate solutions to the pressing social issues citizens are confronted with. In the long term, I see social innovation as part of a new culture of empowerment that we are trying to promote”

More flexible use of the structural funds Funding capacities for ground level and

scaling up + a venture capital approach In depth evaluation methodologies Introduce rewards (annual SI award

conference) Support social innovation incubators and hub

of networks of social innovators Create an open innovation digital platform Establish an innovation incentives model to

national, regional and local gov + social innovation plans at city level (with mix of funding mechanisms)

Suggestions

Evolving modes of policy

KEY QUESTIONS

1. How have changes in the approach to public policy design and implementation in recent years affected the capacity for social innovation? In other words have they enhanced or reduced the potential for dialogue, creativity and collaboration between diverse stakeholders?

Evolving modes of policy

• Bureaucratic

• Programmatic

• New Public Management

• Entrepreneurial

Think of a really good case . . .

Innovation and the implementation of creative solutions to complex problems and needs

KEY QUESTION2. What can be done to encourage potential innovators,

including staff within public agencies and those representative of other stakeholders?

The Social Innovator

How do you stop an innovator from innovating?

Power: the explicit use of authority and the threat of sanctions to prevent ‘insubordinate’ questioning by employees or beneficiaries.

Anticipated reaction: previous experience or subtle cues that ideas will be met with hostility or indifference.

Hegemony: the status quo is so deeply embedded and reinforced that alternative practices become unimaginable.

The Innovation Cycle

Building and sustaining dialogue and partnership

Why partnership?

Cost effectiveness

Hard to reach groups

Mobilising untapped resources in other organisations and the community

Creating bespoke teams based on the best combinations of expertise and experience

Stimulating social innovation

What partnerships?

• Between public agencies including shared services

• Between central and local government

• Between public and private sectors (including PPP, PFI and outsourcing partnerships)

• Between public commissioning bodies and providers

• Between public and voluntary sectors

• Between public sector and service users/communities

• Between the public sector and its employees

• Multi-sector partnerships and development coalitions

• Between universities and their “Third Task” stakeholders

Building and sustaining dialogue and partnership

KEY QUESTIONS3. What prevents policymakers from establishing long-term,

trust-based partnerships with diverse stakeholders? What can be done to remove these obstacles?

Barriers to effective partnership working

Inter-organisational barriers• Lack of trust• Weak communication• Poor relationships• Lack of shared language

Barriers to effective partnership working

Organisational barriers• Lack of relevant data/information• Workplace culture and working practices• Silo mentality• Inadequate processes• Lack of know-how• Lack of capacity• Inadequate commitment or buy-in

Barriers to effective partnership working

Partnership barriers• Conflicting goals and priorities• Unclear roles• Lack of leadership• Confused authority• Constrained capacity• Loss of focus and lack of clarity• Partnership operation and culture

Forms of partnership

MergerJoint Venture

Scope

Form

ality

Lobbying

Functional Outsourcing

Shared Resources/Services

Co-location

Formal Partnership

Joint Projects

‘Loose’ Collaboration

Subcontracting

Outsourcing, commissioning and partnership:Are they the same thing?

Outsourcing, commissioning and partnership:Are they the same thing?

• A strategic, not just a transactional, relationship

• Dialogue extends beyond compliance

• A deepening appreciation of each partner’s competence and contribution

• Inter-organisational teamworking and reduced demarcations at every level

• Sustained knowledge sharing

• Collaborative improvement and innovation

• Trust develops beyond contractual obligations

• Convergence of strategic goals

Partnership success criteria

Achievement of specific objectives

Public value and impact

Staff satisfaction and engagement

Contribution to stakeholders’ overall aims

Financial and budgetary factors

Sustainability and capacity development

Long-term relationships

Building and sustaining dialogue and partnership

KEY QUESTIONS4. What methods can be used to build trust, knowledge

sharing and convergence of strategic goals between partners?

A policy framework for social innovation?Adapted from The Social Enterprise Guide for People in Local Government, Social Enterprise UK (2012)

Staff Customers

Resources Innovation

A policy framework for social innovation?Adapted from The Social Enterprise Guide for People in Local Government, Social Enterprise UK (2012)

Staff Customers

Resources Innovation

Involving staff in governanceDeveloping and rewarding staffEmpowering staffRemoving administrative burdens

A policy framework for social innovation?Adapted from The Social Enterprise Guide for People in Local Government, Social Enterprise UK (2012)

Staff Customers

Resources Innovation

Involving staff in governanceDeveloping and rewarding staffEmpowering staffRemoving administrative burdens

Involving customers in governanceCo-producing and tailoring servicesEmpowering service usersBuilding trust and support

A policy framework for social innovation?Adapted from The Social Enterprise Guide for People in Local Government, Social Enterprise UK (2012)

Staff Customers

Resources Innovation

Involving staff in governanceDeveloping and rewarding staffEmpowering staffRemoving administrative burdens

Involving customers in governanceCo-producing and tailoring servicesEmpowering service usersBuilding trust and support

Accessing new marketsJoining up public servicesHarnessing resourcesStreamlining processesAttracting alternative investment

A policy framework for social innovation?Adapted from The Social Enterprise Guide for People in Local Government, Social Enterprise UK (2012)

Staff Customers

Resources Innovation

Involving staff in governanceDeveloping and rewarding staffEmpowering staffRemoving administrative burdens

Involving customers in governanceCo-producing and tailoring servicesEmpowering service usersBuilding trust and support

Accessing new marketsJoining up public servicesHarnessing resourcesStreamlining processesAttracting alternative investment

Freedom to be flexibleInvesting in technologyCombining business & social practiceKnowledge sharingProductive reflection

Some questionsWhich type of leadership?

Can performance measurement build effective partnership?

Quality assurance and quality improvement: twins separated at birth?

Do procurement policies get in the way?

How to build capacity in the voluntary & social enterprise sectors?

Do tendering cycles destroy the accumulation of knowledge and sustainable improvement?

How to stimulate the entrepreneurial behaviour needed to sustain effective partnerships?

How can partnership stimulate innovation?

Staff and user involvement: opposition or synergy?

Let’s continue the discussion

How does policy shape social innovation?

Considering examples of social innovation

Sharing knowledge and experience of “what works”

An opportunity for critical reflection

Imagining the future

Please continue the discussion by joining our Social Innovation and Public Policy Group on LinkedIn: www.linkedin.com/groups/Social-Innovation-Public-Policy-8131036?trk=groups_most_recent-h-dsc&goback=.gmr_8131036