Mélodie - Nesta's Strategy to 2030. Over the last decade, we have been focused on demonstrating and growing the potential of innovation methods, by funding and researching innovation, codifying work into tools and guides used widely by practitioners, and incubating new organisations that fill critical gaps in capability.
The next challenge is to show how these approaches and capabilities can translate into large-scale, life-changing impact. Mélodie - Viewpoint: Research’s ‘lone genius’ image is unhelpful – UKRI. UKRI chief executive Professor Dame Ottoline Leyser on why we must recognise the vital contribution of everyone in research and innovation and debunk the Einstein myth.
The research and innovation system is an extraordinary place to work. DH-A Framework for Understanding Democratic Innovation in the Nesta UK June 2020. DH-Innovation and crisis: The six factors that spark radical innovation in turbulent times. ‘I think never before, outside of a wartime situation, have I seen such synergy and concordance coming together.
This response has been quite unprecedented.’ That’s how Dr Sania Nishtar, the Prime Minister of Pakistan’s Special Assistant for Poverty Alleviation and Social Protection, sums up how, in the space of a few weeks, the country flung together a social safety net for 12 million households whose cash incomes had dried up due to the Coronavirus lockdown. Votre événement est dématérialisé ? Un guide de la facilitation en ligne est à votre disposition ! Avec la crise sanitaire, les administrations ont de plus en plus recourt au travail à distance.
Papol - Behavioral strategies to promote a national COVID-19 vaccine program - Bonne catégorie? National efforts to develop a coronavirus disease 2019 (COVID-19) vaccine at "warp speed" will likely yield a safe and effective vaccine by early 2021.
However, this important milestone is only the first step in an equally important challenge: getting a majority of the U.S. public vaccinated. Authors of a viewpoint article in the Journal of the American Medical Association share five strategies and implementation considerations, informed by insights from behavioral science, for a national COVID-19 vaccine promotion program. Alison M. Buttenheim, PhD, MBA, the Patricia Bleznak Silverstein and the Howard A.
Silverstein Term Endowed Professorship in Global Women's Health at the University of Pennsylvania School of Nursing (Penn Nursing), is senior author of the article. The recommended strategies are: Make the vaccine free and easily accessible. The article "Behaviorally Informed Strategies for a National COVID-19 Vaccine Promotion Program" is available online. PP -Smart City - Un nouvel outil pour une gestion de vos projets intelligents et durables. En cette fin d’année 2020, une nouvelle contribution vient compléter notre boite à outils « Smart City » à destination des acteurs du territoire : le Smart Projet Management Model (SPMM), un modèle de gestion de projet intelligent.
Avec le SPMM, nous proposons aux gestionnaires de projets un outil méthodologique qui permet de structurer et gérer efficacement leur projet, mais avec un petit « plus », puisque nous y avons intégré le côté ‘Smart’. A travers ce modèle, l’objectif est de faire éclore des projets innovants, tout en misant sur l’intelligence collective et la participation des différentes parties prenantes, dans une logique de durabilité. – observgo
Dans la lignée du 1er Guide Pratique de la Smart City, ce modèle a pour ambition d’aider les acteurs à gérer leurs projets de façon plus durable et inclusive, tout en ayant une vision globale de leur progression, et des étapes clés à franchir.
Mélodie - Sensemaking possibilities #2: tools and analyses to support local and global sensemaking - Observatory of Public Sector Innovation Observatory of Public Sector Innovation. Recently I posted about a sensemaking project to collect, curate, and provide tools to understand and contextualize the many ideas emerging from the COVID-19 crisis.
Over the past months, there has been a deluge of articles taking the form “COVID-19 urgently proves the need for X,” where X is an investment, approach, program, policy, or complete paradigm shift. Which we think is a genuine and needed examination. “William Hynes, Head of the New Approaches to Economic Challenges (NAEC) at the OECD, has remarked that if the 2008 Financial Crisis provided us with an x-ray of the fractures in our financial system, the Covid-19 pandemic is providing us with a three-dimensional CT (computerized tomography) scan that is revealing the systemic weaknesses of our societies.”
That first post triggered a range of submissions from the community. Together, these narratives provide an initial set of concepts that the OPSI community has identified as meriting exploration. Mélodie - Moving from sprint to marathon: Lessons learned from the German #wirvsvirus hackathon and its implementation program - Observatory of Public Sector Innovation Observatory of Public Sector Innovation. This OPSI guest blog, written by Thomas Gegenhuber (Leuphana University Lüneburg/Johannes Kepler University Linz), Johanna Mair (Hertie School/Stanford University), Rene Lührsen (Hertie School/Leuphana University Lüneburg) and Laura Thäter Lührsen (Hertie School/Leuphana University Lüneburg) shares insights gathered from the #wirvsvirus hackathon on how to carry forward the ideas produced in hackathon environments into concrete action and projects.
Lessons learned from the German #wirvsvirus hackathon and its implementation program The pandemic related to Covid-19 is a global crisis; it entails challenges that manifest in all domains of social and economic life, including but not limited to, health, education, and employment. PP: guide de la facilitation en ligne : pour organiser un atelier.
Pierre - Adaptation des municipaités face au COVID 19 - Wallonnie. Mélodie - The power of partnerships: driving innovation and tackling policy initiatives - Civil Service Quarterly. There are deep-rooted social challenges in the UK that affect the lives of thousands of citizens every day.
Over 800,000 young people are not in education, employment or training, meaning they cannot secure and retain meaningful employment. Some 5.5 million people are in bad debt and do not have access to affordable credit. Additionally, many employees do not feel their mental health is supported in the workplace – an issue that costs the economy an estimated £74 billion to £99 billion per year. Tackling these entrenched challenges, to unleash the potential of people and communities across the UK and create a fairer, more inclusive society, requires a new and innovative approach. That is why we have created the Inclusive Economy Partnership (IEP), between the economy’s three major sectors, business, civil society and government, bringing together their distinctive skills, insights and networks in pursuit of a common goal.
The partnership model. Mélodie - Innovation nation - Civil Service Quarterly. The start of a new decade always prompts questions about pivot points, and this certainly feels like a key moment for research and innovation.
The huge challenges facing the human race can only be tackled by bringing together research across disciplines, and the UK’s economic prosperity outside the European Union demands innovation that draws on the very best thinking. We joined UK Research and Innovation (UKRI) as a jobshare Executive Director, Strategy, Performance and Engagement, mid-way through 2019, and are excited about what UKRI can do to support excellent research and innovation, and the potential its creation can unleash in the sector. Big business The UK has a long and proud record in research and innovation. The British state has been funding research since Charles II established the Royal Observatory at Greenwich in 1675. Co-development of a Social Innovation and Social Finance Strategy for Canada - Observatory of Public Sector Innovation Observatory of Public Sector Innovation.
Results, Outcomes & Impacts In August 2018, the Government of Canada published the Steering Group findings in a report, Inclusive Innovation: New Ideas and New Partnerships for Stronger Communities, which included 12 recommendations for Government to guide development of a Social Innovation and Social Finance (SI/SF) Strategy for Canada. In its November 21, 2018 Fall Economic Statement (FES), the Government of Canada announced its intention to begin to build the SI/SF Strategy. Responding directly to Steering Group Recommendation #6 to “create a Social Finance Fund to accelerate the development of social finance ecosystems across Canada,” the Government proposed to make available up to $755 million on a cash basis over the next 10 years to establish a Social Finance Fund.
Measuring Public Sector Innovation Part 5b of Lifecycle. Innovation accelerators in government. Many public sector organizations have begun creating formal units that can focus on innovation without fear of failure. Here are four models organizations can follow to create such units. A safe, entrepreneurial environment that tolerates and even celebrates risk-taking and the process of learning from failure is critical to innovation, especially when those innovation efforts are more transformative in nature. The more potentially disruptive a new approach or solution is to the status quo, the more quickly organizational antibodies will arise to mitigate the threat.
And this is especially true in government, where expending tax dollars on unsuccessful endeavors is frowned upon, and failures in areas important to national interests—from health care to taxes to national security—are viewed as unacceptable by both government officials and taxpayers.