A quote….

“We are tackling 21st century challenges,

evaluating them with 20th century ideas

and responding with 19th century tools.”  

Madeleine Albright, former US Secretary of State

WHAT TO DO?

PWGSC Innovation Lab - Lion’s Den Activity 

Prepared by:  Mr. Raza Moghal, Administrative OfficerMinisters Regional Office Regina, SK

June 19 2015

Introduction

Among the New Public Service Actions mentioned in the Government of Canada’s Destination 2020 document, Change Labs were mentioned. These innovation labs may offer new and more effective ways to tackle departmental and cross-government challenges. This proposal thus supports and builds on commitments in Destination 2020.

The Lab could enable PWGSC to take advantage of the department’s existing business intelligence by implementing a feedback loop between policy, program and service delivery, including frontline service delivery.

Qu’est-ce que c’est un laboratoire d’ innovation?

Équipes multidisciplinaires collaborant pour

repenser des solutions aux défis systémiques qui ne peuvent pas être

traités en travaillant en vase clos.

Les approches en

matière de laboratoires peuvent être mises en place

presque partout, mais elles sont plus

efficaces dans des espaces qui favorisent

la collaboration, la créativité et un

nouveau type de pensée.

Les laboratoires utilisent une variété

d’approches collaboratives axées sur les clients pour générer des idées et

procéder à des simulations, pour

établir rapidement des solutions applicables.

Il s’agit d’approches qui rassemble les équipes pour cocréer des solutions à des problèmes pressants. Les laboratoires sont la symbiose entre les personnes, le lieu et les processus.

LIEU

PROCESSUS

Modifié de “People, Place and Process A Lab Approach for ESDC” par Brian Enright (Mars 2015)

What are Innovation Labs?

Multi-disciplinary teams collaborating

and generating responses to

persistent issues that cannot be

resolved through working in silos.

Although lab initiatives can be

implemented almost anywhere, they

flourish in spaces that stimulate collaborative

teamwork and innovation.

*Deployment of multiple client-centered and collaborative projects *Generate concepts *Stress-test to produce timely practical solutions.

Innovation labs are both a process and a work space that bring units of employees together to co-develop responses to critical issues. They provide spaces for the creative interaction among people, place and process.

PLACE

PROCESS

Modified from: “People, Place and Process A Lab Approach for ESDC” by Brian Enright (March 2015)

Additional Innovation Lab Benefits• Diminishing hierarchies and enabling newcomers, fostering

opportunities for creative thinking, as well as engaging the enthusiasm and ingenuity of the next generation of employees.

• Assembling multiple outlooks and skill-sets to generate a comprehensive perception of the system in order to address complex issues

• Listening to key-stakeholders and fashioning user-centred and co-created solutions

• Initiating horizontal innovation, capacity and flexibility

• Implementing ideas through a process involving continuous re-testing

The Continuum of Social Labs

• Government-led• Internal focus• Small projects• Clients are

interviewed or observed

• Multiple governmental partners

• Clients can take a larger role

• Medium-sized projects

• Multi-partner (public and private)

• Larger issues with longer timeframes

• Government as participant or funder

Exa

mpl

esLabs range from those that tackle complex problems over a period of years, to public sector labs that address challenges that, while not necessarily complex, are complicated for governments to address.

MindLab (Denmark)

IN.spire(Natural Resources

Canada)

Public Policy Lab(US Not-for-Profit)

MaRS(Toronto)

REOS

OPM Innovation Lab(US)

DesignLab (Helsinki) Participle

(UK)

Public Sector Labs

Social Labs

• Aim at the root of complex issues

• Shared ownership

• May spin off multiple related projects and new organizations

ESDC Change Lab

UK Cabinet Office Policy Lab

Modified from: “People, Place and Process A Lab Approach for ESDC” by Brian Enright (March 2015)

How can rapid prototyping work?

Source: Social Labs Fieldbook by Zaid Hassan (January 2015) p. 30

What can a Public Sector Innovation Lab look like?

The Office of Personnel Management (OPM) Innovation Lab at OPM Headquarters in Washington, DC.

What can a Public Sector Innovation Lab look like?

Concept Plan for the OPM Innovation Lab

Market Analysis / Our niche

PCO• Policy

Innovation• Data

Analytics• Design• Behavioural

Economics• Social

Innovation

CRA• Predictive

Analytics• Behavioural

Economics• Integrity/Tax

Compliance

NRCan• Policy

Innovation• Corporate

Learning• Employee

Engagement

potential projects to work on:

• Program & Service Delivery Design

• Human/Client-Centric Design

• Co-Design with End Users

• Rapid – prototyping

ESDC Change Lab• Program/

Service Design

• Client-Centric Design

• Behavioural Economics

• Policy Innovation

Modified from: “People, Place and Process A Lab Approach for ESDC” by Brian Enright (March 2015)

Sommaire : stratégie et mise en oeuvreAdopter une approche par étape à l’établissement des programmes, des politiques et des priorités relativement au laboratoire et à son utilisation. Chaque étape peut intégrer des éléments d’expérience ou d’examen, et les modifications de la stratégie sont fondées sur les leçons retenues.

Avant l’étape 1 en août 2015, nous pourrions organiser un prélancement avec une journée portes ouvertes pour présenter le laboratoire.

L’étape 1 durera de septembre à décembre 2015 en tant que mise à l’essai bêta de l’installation.

L’étape 2 durera huit mois, de janvier 2016 à août 2016, et pourrait comprendre principalement des séances facilitées avec les équipes de TPSGC.

L’étape 3 pourrait durer un autre huit mois, de septembre 2016 à avril 2017. Lors de cette étape, le laboratoire pourrait devenir le centre de réunion d’une collectivité de plus en plus grande des innovateurs fédéraux et de la collectivité de pratique en innovation. À ce moment-là, les membres des équipes régionales de TPSGC pourraient participer directement dans la programmation du laboratoire.

Strategy and Implementation SummaryAdopt a phased approach to developing lab programming, policies governing lab use, and priorities. Each phase can incorporate an element of experimentation, review, and a shift in strategy based on lessons learned.

Prior to Phase 1 in August 2015, we could host a soft launch with an open house to showcase the lab.

Phase I will last September through December 2015, as the Beta test” of the facility.

Phase II will last 8 months from January 2016 through August 2016 and could consist mostly of facilitated sessions with PWGSC project teams.

Phase III can last 8 months from September 2016 through April 2017. In this phase, the lab becomes a hub of a growing community of federal innovators. PWGCS’s regional team members should be given opportunity to participate in lab programing.

Management Summary  

Modified from: “GCDesign: Prototyping a Change Lab” by GovCan Design, 2013

Who: Assistant Deputy Minister

Role:• In collaboration with steering

committee, assigns people to work on projects & tasks

• Plans and guides the direction of the lab

• Charged with day to day oversight of lab projects and employees

• Builds and maintains networks with key stakeholders

Who: • Consists of 3 to 4 department senior

officials (best to partner with an existing ADM committee)

• Champion of the Lab

Role:• Develops and monitors the lab’s

strategic direction, priorities and budget,

• Meets every quarter• Assigns people to work on projects &

tasks

Modified from: “GCDesign: Prototyping a Change Lab” by GovCan Design, 2013

Who: • Consists of the Champion, & 6 FTE

Staff Members: Lab Director, Strategic Analyst, Admin. Person, Designer with Interior and Graphic Skills, Facilitator, and Researcher + 1 or 2 student interns.

Role:• Researches problem, re-frames

problem, identifies implementation team members, develops project proposals for approval for by steering committee.

Who: • A combination of subject matter

experts, employees, graduate students, software developers, & policy analysts and business analysts

Role:• This team will work with core staff to

develop prototypes, conducts user tests, iterates and refines concepts, and presents solutions to the steering committee.

Modified from: “GCDesign: Prototyping a Change Lab” by GovCan Design, 2013

Plan financier

 

Coûts des articlesLe concept du design & meuble 3,000L'equipement et technologies de l'information 3,000Formation 5,000Salaires**

Directeur de laboratoire EX-01Analyste de politiques EC-03Admin. AS-01Designer

(Interieurs et graphique) GT-03Facilitateur PM-2Chercheur SE-RES-2

Total des salaires 0**Fournitures 1,000Total $12,000

**Le personnel de base du laboratoire pourrait être détaché sur la cession pour travailler sur ce projet.

Table 1: Les coûts de pré-exploitation ($) l'année fiscale 2015-2016

Financial Plan

 

Item CostConcept Design & Furniture 3,000Equipment & Information Technology 3,000Training 5,000Salaries**

Lab Director EX-01Policy Analyst EC-03Admin. Person AS-01Designer

(Interior & Graphic) GT-03Facilitator PM-2Researcher SE-RES-2

Total Salaries 0**Supplies 1,000

Total $12,000

**The lab’s core staff could be seconded on assignment to work on this project.

Table 1: Breakdown of Lab's Start-Up Costs ($) Fiscal Year 2015-2016

 

Item CostConcept Design & Furniture 6,000Equipment & Information Technology 6,000Training 10,000Salaries**

Lab Director EX-01 112,200Strategic Analyst EC-03 66,300Admin. Person AS-01 51,000Designer GT-03 57,120

(Interior & Graphic)Facilitator PM-2 56,100Researcher SE-RES-2 67,3201 Univ. Intern*** FSWEP 33,660

Total Salaries 443,700Supplies 2,000

Total $467,700

Table 2: Lab Operating Costs ($) Fiscal Year 2017-2018

 

Item CostConcept Design & Furniture 10,000Equipment & Information Technology 10,000Training 15000

Salaries**Lab Director EX-01 114,444Strategic Analyst EC-03 67,626Admin. Person AS-01 52,020Designer GT-03 58,262

(Interior & Graphic Skills) Facilitator PM-2 57,222Researcher SE-RES-2 68,6662 University Student Interns***FSWEP 68,666

Total Salaries 486,907Supplies 3,000Total $524,907Funding for the lab can continue from participating branches.

Table 3: Lab Operating Costs ($) Fiscal Year 2019-2020

Appendix A: Federal Labs Under DevelopmentCIC: focus on multi-stakeholder partnerships (external-facing); potential pilot/project stream; link to a potential Social Innovation Fund and new advisory council associated with the Settlement Program

Natural Resources: dedicated staff (5), funding and physical drop-in space; mandate to deliver on Blueprint commitments

Health Canada: exploring funding and business model approaches as well as physical space options

DFATD: internal innovation hub focused on development innovation, with 20 staff anticipated and planned funding of $10-20M; multi-stakeholder approach (external-facing); planned call for ideas/X-Prize approach

Corrections Canada: no physical or virtual hub but four discrete project streams (safe hack-a-thon for parole programming; two-hour innovation challenges; “better videoconferencing” initiative; virtual tour of Kingston Pen hosted by Virtual Museum of Canada)

CRA: focus on ideas development and scaling local solutions; strong regional engagement planned (80% of CRA staff are outside NCR); two-year project horizon; staffing and re-purposing of physical space under way; planned emphasis on behavioural economics/nudges and data analytics using administrative data

TBS: internal red tape reduction initiative, focusing on common process irritants; online community of practice dimension

PWGSC: small team of volunteers exploring options for formal project work

DFO: small project team; focus on lean process management; online portal planned

Industry Canada: origins in service to business task force (service focus); small core staff and board of directors with external membership; physical space recently opened for multi-department use

Source: “People, Place and Process A Lab Approach for ESDC” by Brian Enright (March 2015)

Questions/ Comments

 Thank You/ Merci

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