Class of 2019 Innovation Academy Rapid Fire Project Presentations - - PowerPoint PPT Presentation

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Class of 2019 Innovation Academy Rapid Fire Project Presentations - - PowerPoint PPT Presentation

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Class of 2019 Innovation Academy Rapid Fire Project Presentations Transforming Local Government Conference 1 cc: Charlottes Photo Gallery https://www.flickr.com/photos/63546643@N04 About the Innovation Academy OUR SIGNATURE CIRRICULUM

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Class of 2019

Innovation Academy Rapid Fire Project Presentations

cc: Charlottes Photo Gallery ‐ https://www.flickr.com/photos/63546643@N04

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Transforming Local Government Conference

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cc: Rosmarie Voegtli ‐ https://www.flickr.com/photos/94212497@N00

OUR SIGNATURE CIRRICULUM

  • Understand the innovation process and how

to integrate it into your organization

  • Build cross-functional teams
  • Expand organizational capacity for ongoing

innovation

  • Learn more about your organizational

culture and how to cultivate innovation leadership

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About the Innovation Academy

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cc: Rosmarie Voegtli ‐ https://www.flickr.com/photos/94212497@N00

  • Complete an innovation proj ect which will make a contribution

to the organization and/ or address a community issue

  • Apply learnings and tools from sessions
  • R

ecommendations to strengthen innovation culture

  • Leadership Innovation Advance
  • Jumping off point (or re-igniting effort) for innovation teams

and innovation efforts

  • Alumni serve as a peer mentors, guest faculty, and write

articles/ serve as panelists on virtual learning events

Learn more:

  • https:/ / transformgov.org/ innovation-academy
  • Email: academy@

transformgov.org

  • Ask any Alliance staff person about it today!

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About the Innovation Academy

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cc: Game of EPL5 & LUMIX G20/F1.7 ‐ https://www.flickr.com/photos/110402963@N02

Class of 2019

  • Coconino County, Arizona
  • Dallas County, Texas
  • Hennepin County, Minnesota
  • Raleigh, North Carolina
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cc: John‐Mark Kuznietsov ‐ https://unsplash.com/@mrrrk_smith?utm_source=haikudeck&utm_medium=referral&utm_campaign=api‐credit

Team Presentation

Coconino County, AZ

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Co c o nino Co unty I nno va tio n Ac a de my Pre se nts:

L ig ht I t Up!

E MPOWE RI NG COMMUNI T Y I MPACT T HROUGH SUN POWE R

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Wha t ha ppe ns whe n yo u c o mb ine so la r e ne rg y with c rimina l justic e issue s?

Innovative solutions!

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Co c o nino Co unty: Our

Co mmunity a nd Org a niza tio n

Co c o nino Co unty is a la nd o f va st a nd e ndle ss b e a uty, ho me to ma ny c ulture s… Rura l, b ut b ig g e r tha n Switze rla nd, with o ve r 18,000 sq . mile s Dive rse re g io ns fro m the Gra nd Ca nyo n to the hig he st po int in AZ Ho me to se ve ra l c itie s, to wns, a nd Na tive -Ame ric a n c o mmunitie s

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Co c o nino Co unty’ s I nno va tio n Ac a de my T e a m

Ama nda Ac he so n, CD-Susta ina b ility

Bria n Ba rg , Pub lic He a lth Se rvic e s Distric t

Chris Gre e nwa y, Adult Pro b a tio n

E slir Musta , F a c ilitie s Ma na g e me nt

F lo ra Ha tc h, Cle rk o f the Bo a rd

K a thy F a rre tta , Adult Pro b a tio n

Ma rg a re t Pe na do , HR-Risk Ma na g e me nt

Ma tt Mitc he ll, Pub lic Wo rks

Na dia I va no va -Pfe nning , HR

Sc o tt Ca re y, I T

  • GI

S

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T he L ig ht I t Up Pilo t Pro je c t

T he Coc onino County L ight It Up Pilot Pr

  • je c t e mpowe r

s positive c ommunity impac t by:

 F

unding e duc a tio na l o ppo rtunitie s fo r lo c a l yo uth who se pa re nts a re inc a rc e ra te d, he lping to b re a k a multi-g e ne ra tio na l c yc le in the Co unty’ s c rimina l justic e syste m

 Building o n e xisting e nviro nme nta l a nd e ne rg y ste wa rdship

pra c tic e s a nd mo de ls in Co c o nino Co unty, fo c using o n o ur pa rks

 Pro mo ting e ffic ie nt, dive rse , a nd e ffe c tive use o f funding

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Co mmunity Ne e d

 L

  • ss o f inc a rc e ra te d pa re nt’ s inc o me

c a n impa c t fa mily fina nc ia l sta b ility

 Childre n ma y live with a se rie s o f info rma l

c a re g ive rs re c e iving inc o nsiste nt c a re

 Childre n o fte n e xpe rie nc e limite d fa c e -

to -fa c e c o nta c t with the ir inc a rc e ra te d pa re nt

T hr

  • ugh no fault of the ir
  • wn, c hildr

e n of inc ar c e r ate d par e nts ar e e xpose d to c r iminoge nic fac tor s.

*Co c o nino Co unty CI P T a sk F

  • rc e Re po rt

A sc holar ship c ould he lp the m e ar n post-se c ondar y e duc ation and tr aining, whic h is an impor tant indic ator

  • f futur

e suc c e ss

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L ig ht I t Up! Pro je c t De ve lo pme nt

 So la r, F

ina nc e , a nd Co mmunity I mpa c t te a ms wo rking o n pro c e ss, c o mmunic a tio n, a nd c o lla b o ra tio n with sta ke ho lde rs a nd spo nso rs.

 De ve lo ping a fe a sib ility re po rt fo r

pro je c t imple me nta tio n in Co c o nino Co unty

 I

de ntifying re so urc e s, risks, b o unda rie s a nd de c isio n ma king pro c e sse s

 Pilo t Pro g ra m fo r two ye a rs

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I nitia l F inding s

 Pub lic use is inc re a sing , so is

e ne rg y de ma nd

 E

xisting la nd a nd infra struc ture g o o d fo r so la r insta lla tio n

 Po pula r pub lic a re a ,

pro vide s g re a t o ppo rtunity fo r de ve lo ping e duc a tio na l mo de l a nd o utre a c h fo r pro je c t pa rtne rs a nd spo nso rs

 Suppo rts the Co unty Pa rks

missio n a nd visio n

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Co mmunity I mpa c t

“T he r e is a str

  • ng c or

r e lation be twe e n e duc ation le ve l and pe r sonal inc ome , pr

  • duc tivity,

c ivic par tic ipation, life e xpe c tanc y, e mployme nt status and the str e ngth of a c ommunity.”*

*Arizo na T

  • wn Ha ll Re po rt # 102
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F

  • r

war d Planning

  • Dra ft a nd

issue RF P fo r so la r e ne rg y

  • Struc ture

sc ho la rship pilo t pro g ra m (le g a l re vie w)

  • Se le c tio n o f

F isc a l Ag e nt fo r sc ho la rships

  • Awa rding o f

sc ho la rships

  • Attra c t pa rtne rs

to c o ntrib ute to sc ho la rship fund/ pro g ra ms

  • Re vie wing pilo t

fo r sc a la b ility a nd fe e db a c k

  • De ve lo pme nt
  • f fina nc ing

struc ture

  • Co st b e ne fit

a nd e va lua tio n

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L ight It Up!

L e sso ns L e a rne d

 I

mpo rta nt to e sta b lish a c le a r visio n o f the pro je c t to c o mmunic a te with po te ntia l sta ke ho lde rs a nd spo nso rs

 I

nvo lve sta ke ho lde rs a t the b e g inning to he lp sha pe pro je c t

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Que stio ns?

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Team Presentation

Hennepin County, MN

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Hennepin County Innovation Academy 2019

Hennepin County 19

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Hennepin County 20

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Hennepin County Innovation Academy 2019

2019Innovation Academy Participants

Julie Baker Mark Brooks John Doan Cassie Ellison Ayanna Farrell Wyatt Fertig Lori Imsdahl Markus Klimenko Vinnie Kutty Becki McDonald Deb Peterson Bill Rodgers Liz Runnels Alisa Salewski Amy Schrempp Rachelle Tait Rachel Walch Cassondra Whittley Hannah Dietrich

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Why do we need an innovation framework?

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  • To provide a shared definition and understanding
  • f innovation in order to embed it throughout the
  • rganization.
  • The framework needs to:
  • Follow an intentional process
  • Drive towards implementation
  • Include measurement
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Who is our innovation framework for?

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  • Lines of business,

departments, teams

  • Staff at all levels of the
  • rganization
  • To use as a co-creation

platform with residents

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What will our innovation framework help us accomplish?

Hennepin County 24

  • Grow capacity for

innovation and improvement

  • Build a learning
  • rganization
  • Support disparity

reduction

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Hennepin County Innovation Framework

Hennepin County

Start with empathy Focus on end user

Build multi‐ disciplinary teams Follow a design process: prototype and iterate Make data‐ driven decisions

Build a culture that values innovation

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Residents and end users feel understood and heard. Tools to gather end user feedback are utilized and the data is reviewed and acted upon regularly. Acknowledge and mitigate bias in the problem-solving process.

Start with empathy

Hennepin County

MINDSETS

  • Adaptability
  • Flexibility
  • End users are experts of

their needs

  • One size does not fit all
  • Listen
  • Value what you hear
  • Address bias

METHODS

  • Prototype and testing
  • Empathy mapping
  • Stakeholder analysis
  • Mindful listening
  • Culturally-responsive
  • utreach
  • User input
  • Engage people in their
  • wn success
  • Co-creation

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Greater clarity about resident needs. Residents are incorporated into the problem-solving processes. Resident input demonstrates improved satisfaction over time.

Focus on end user

Hennepin County

MINDSETS

  • Open to

constructive critique and alternatives

  • Flexibility
  • Priority is to meet

end user need

  • Value end user’s

time METHODS

  • Equitable,

inclusive, responsive design

  • Survey
  • Interview
  • Simulation

modeling

  • Define need
  • Human-centered

design

  • Person-centered

thinking

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Build diverse, collaborative, inclusive teams. Diverse teams seek out new

  • pportunities to improve the

resident experience.

Build multi-disciplinary teams

Hennepin County

MINDSETS

  • Open, trustworthy,

honest and safe

  • We vs. I thinking
  • Being passionate
  • Curiosity
  • Focus on residents
  • Inclusive

collaboration METHODS

  • Involve staff at all

levels

  • Involve end users
  • Volunteerism
  • Peer system
  • Mobility

assignments

  • Inclusive think-

tank

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Test on a small scale in order to iterate and drive greater value to residents. Improvement is a continuous process through resident input and feedback.

Follow a design process: prototype and iterate

Hennepin County

MINDSETS

  • Open-minded
  • Do not have a

defined solution at onset

  • Recognize small

changes are significant

  • Persistence
  • Imagination
  • We don’t need to

have it right the first time

  • Calculate risks

METHODS

  • Innovation by

Design

  • Collaborative

partnerships

  • LEGO building
  • Prototyping
  • Testing
  • Storytelling

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Decisions are based on qualitative and quantitative data. Data teams exist to support the data needs of the organization. Measure outcomes from successes and failures.

Make data-driven decisions

Hennepin County

MINDSETS

  • Sharing

information

  • Self-service
  • Proactive

problem-solving

  • Understand and

value all data: qualitative and quantitative

  • Shared

knowledge is power

  • Multiple

interpretations METHODS

  • Data science
  • Analytics
  • Research
  • Open data
  • Empathy

mapping

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Creativity comes from all levels of the

  • rganization and our community.

There is a proactive response and excitement for innovation. Policies and procedures support staff decision-making. The organizational structure supports sharing and implementation of learning.

Build a culture that values innovation

Hennepin County

MINDSETS

  • Innovation is tied to
  • rganizational goals
  • Engagement &

collaboration

  • Failure is catalyst for

change

  • Mistakes are a part of

the process

  • Learn from the process
  • Core values
  • Communicating success

and failure

  • Learn from others
  • Growth mindset

METHODS

  • Innovation incorporated

into performance expectations

  • Multi-disciplinary teams
  • Communication
  • Staff have a level of

discretion

  • Change management

practices are part of change process

  • Feedback loops (Plan,

Do, Check, Act cycle)

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  • User-centered communication is a

foundational, standard practice through all phases of the work.

  • All voices are considered in decision-

making.

  • Find common ground through

transparency, radical candor, and removing jargon.

Communicate the “why” using plain, meaningful language

Hennepin County

MINDSETS

  • Sharing

information

  • Shared

knowledge is power

  • Everyone is

responsible for change

  • Accessibility is for

everyone

  • Transparency
  • pens the door

to success

  • Cultural

awareness METHODS

  • Communication

plan

  • Change readiness

assessment

  • Sponsor roadmap
  • Diversity and

inclusion training

  • Plainlanguage.gov

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Next steps

Hennepin County

  • Identify opportunities
  • Market and communicate
  • Build capacity

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cc: John‐Mark Kuznietsov ‐ https://unsplash.com/@mrrrk_smith?utm_source=haikudeck&utm_medium=referral&utm_campaign=api‐credit

Team Presentation

Raleigh, NC

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Exploring Returnships in Raleigh, NC

AFI 2018-19 Innovation Academy

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Agenda

Opportunity Definition Idea Generation Development & Testing Implementation

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  • Alignment with Strategic Plan
  • Met need of organization
  • Allowed opportunity to test a

framework

  • Human Centered Design is target

Developed 30 project ideas

Innovation Frameworks

Opportunity Definition

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Returnships

Project Identification

Opportunity Definition

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Potential populations could include:

  • Homeless
  • Justice Involved
  • Substance Abuse
  • Veterans
  • Post-retirement
  • Prolonged absence from workforce

Returnships: Building a pipeline between hard-to-fill positions and workforce- challenged community members

Project Identification

Idea Generation

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  • Raleigh Pathways Center
  • TROSA (Durham nonprofit)
  • City of Durham
  • A Place at the Table
  • Carol’s Kitchen
  • City of Tempe, AZ/Tempe Works
  • Denver, CO
  • Path Forward (returnships nonprofit)

Learning from existing sources

Research in Progress

Idea Generation

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Potential Project Barriers

Idea Generation

Resources Built in Barriers Legal Risks Measuring Success

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  • Partner with other organizations (ex. TROSA)
  • Comprehensive transitional program

Wrap-Around Services

Potential Approaches

  • Temporary positions
  • Temp to full-time positions
  • Permanent positions

Position Types

Development & Testing

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  • Strategic Plan Initiative Team
  • Identify hard to fill positions as submitted by departments
  • Review job requirements/barriers
  • Talk with folks currently in the job
  • Identify partner organization that best fits
  • Long-term goals: Potential for performance

measurement, results analysis, permanent City programming

Proposed Approach

Framework for Returnships

Development & Testing

Resources Built in Barriers Legal Risks Measuring Success

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  • To provide vetting of candidates’ “returnship” status
  • That provide workforce training
  • That provide wrap-around services (transportation,

housing, etc.)

Proposed Approach

Partner with other organizations (ex. TROSA)

Development & Testing

Resources Built in Barriers Legal Risks Measuring Success

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Work with Human Resources to address:

I. Education A. High School B. College Degree/Work Experience II. Background Check III. Controlled Substance Test IV. NCDL/Transportation V. Specialty Certifications/Qualifications

Built-in Barriers

Development & Testing

Resources Built in Barriers Legal Risks Measuring Success

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  • Working towards implementation
  • Seeking support from City leadership/Human Resources
  • Forging partnerships outside of the organization
  • We learned.

Current Project Status

Implementation

The key to [the innovation journey] is to focus not on success but significance, and then even the small steps and little victories along your path will take on greater

  • meaning. ‐ Oprah
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Questions / Discussion

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Photo by digicacy - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/23010381@N08 Created with Haiku Deck

Class of 2019!!

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Interested in more information? Email academy@transformgov.org

cc: Charlottes Photo Gallery ‐ https://www.flickr.com/photos/63546643@N04

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