2. GeneveLab
•Download as PPTX, PDF•
0 likes•100 views
Presentation of the webinar session GeneveLab (2)
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to 2. GeneveLab
Similar to 2. GeneveLab (20)
More from European Network of Living Labs (ENoLL)
More from European Network of Living Labs (ENoLL) (20)
Recently uploaded
Recently uploaded (20)
2. GeneveLab
- 1. Living Labbers Webinar #1: Etat de Genève (GE-LAB / Genève Lab) WELCOME to the Living Labbers webinar! The presentation will start shortly, we’re waiting a few minutes for all attendees to arrive. Please, remain muted until the Q&A session at the end. You will be given the opportunity to ask questions later. If you have questions arising during the presentation please enter them in the chat box, we will go through these questions first before opening the floor to others! This webinar is recorded and will be shared online. However, there is no need to be shy - you can ask questions at the end & these will not be included in the recording without your permission!
- 2. Living Labbers Webinar #2: Etat de Genève (GE-LAB / Genève Lab)
- 3. Genève Lab Experiences with Living Labs for public administration by Alexander Barclay, Patrick Genoud and Christopher Larraz 1
- 4. What makes us special? 1. Public sector LL 1. Internal clients 1. Wide range of topics
- 5. Innovation at Genève Lab In two key areas : Digital transformation & innovation methods 2
- 6. Our position / principles ● User-centered approach ● Co-construction / co-design ● Pluridisciplinarity ● Prototyping and experimentation ● Connection with the ecosystem ● Networks (including ENoLL :) ) Appropriate, tested & legitimate methods (Design Thinking)
- 7. Our action : examples of our interventions 1. Digital transformation & innovation a. Can be involved as a form of “internal consultants” i. Co-constructing the State’s digital policy ii. Co-constructing e-government services with citizens iii. IT office cultural transformation iv. Rethinking the evaluation form for managers in an HR context b. Can identify relevant topics and push them i. Consultation platform ii. Experimenting with chatbots iii. Experimenting with blockchain 2. Events
- 8. Co-creating the State’s digital policy Involving the public sector, academic sector and civil society
- 10. Co-constructing e-government services with citizens
- 12. Events
- 13. Engagement activities with citizens in Geneva Working with our clients 3
- 14. Reaching out to citizens Working with different policy fields, we do not use a LL CRM, but rather use the databases of our internal clients. Both online & offline ● Opportunity: ○ Large, relevant set ● Risk: ○ Bias ● Example: ○ Policy to support continuous education for adults by granting financial aid based on clear conditions ○ Rethinking the form to request this financial aid with citizens
- 15. Succeeding as a Living Lab team 4 Lessons learned
- 16. What makes a successful team in our context ● Message: “We are not the hero” ○ Aim for empowerment ● Credibility & brand ○ Supports the development of a “brand” ○ Through projects and workshops ○ The brand carries both legitimacy and trust ● Ecosystem, network ○ Internal & external ● Shared values ○ Collaboration & mutual support ○ Humility ○ Curiosity ○ Trust ● Diversity of profiles and competencies
- 17. What we are thinking about / working on 1. Citizen consultation platform 2. Administration digital literacy 3. Intrapreneurs community / Gov Spots 4. Building our community : people want to contribute to the development of the services 5. Exploring digital issues
- 18. Where to find us 5 Web : lab.ge.ch Email : geneve.lab@etat.ge.ch Facebook : Ge-Lab Twitter : Ge_Lab Instagram : Ge.Lab
- 19. Discussion 6 Back to you, Inès
- 20. Questions? 1/ questions from the chat are introduced by moderators 2/ questions from the audience?
- 21. Thank you! The next webinars in the series: 10/07/19 @ 11:00 CET: KTP experiences with Living Labbing for air pollution 23/08/19 @ 11:00 CET: *Research edition: Abdorasoul Habibipour shares insights from his research on drop-outs in Living Labs
Editor's Notes
- (ENoLL will facilitate this slide, and give a very brief few sentence introduction to start the webinar - usually a few minutes late, to allow participants to join)
- (After ENoLL introduction, you can begin with this slide) Introduction: what is Geneve Lab, and who are you? NOTES : Genève Lab is a “young” living lab, founded in late 2016. Alexander, Christopher and Patrick are civil servants, working for the State of Geneva (Switzerland) (cantonal, 25’000 persons serving a population of half a million, and in a transborder context). Our mission is to accompany the public administration in facing the challenges of the digital era, which notably calls for more user centricity, co-creation, … As an internal unit, our clients are project managers and senior civil servants within our administration. Our role is thus seldom to carry entirely a project, but rather to ensure that strategic projects or smaller ones use a living lab approach.
- Introduction: what is this presentation about? (suggested: “experiences with LLs for public administration” - feel free to change this, but please keep us in the loop via email so we update dissemination materials, too) > Think about adding a personal touch! Maybe, introduce a question you’d like the participants to think about during the presentation and to come back to during the Q&A, or tell a personal story about yourself/the experiences of your LL that relates to this topic. Or maybe take the opportunity to share a lesson learnt, achievement, or challenge you’ve faced in this area! NOTES : Thanks for joining us and thanks to ENoLL for the kind invitation. In our presentation, we will address the following points : What makes us special Innovation at Genève Lab (and examples of projects) Citizen engagement activities We’ll share a few lessons learned And then open for a discussion While going through this presentation, we suggest you keep in mind this key idea / question: COMPLETER
- Introducing your lab in more detail, for example by showcasing your projects, talking about the sector you are working in, or introducing the structure of your LL. > Focus on whatever element you think is important in highlighting in your case: what makes your LL special? NOTES Genève Lab is a specific living lab in 3 regards. These may be discussed naturally, but for the sake of clarity we present these three key points. First, it is a public living lab, i.e. its team are civil servants. Second, our clients are project managers within the state administration, working in any of the ministries -- the eventual aim is that the state overall works better for its clients: citizens. Third, and linked to the previous point, we can be involved in projects related to topics as varied as mobility, healthcare, finances, e-government or education policy. Further in our presentation, we will mention a range of examples.
- Notes : We now move on to our key missions, accompanying the public administration’s digital transformation and the innovation it requires. > Here you can think about, for example: What is the innovation you are working on / have reached? What were the challenges that you focused on? What solutions have you reached? The key element of ‘innovation’ as explained by the ULL framework Most innovations emerge from gaps between existing solutions and human expectations. This process can be driven by the technological possibilities, societal needs, human needs or an inventor’s visions. Thus, to innovate means to create something new and different and to be creative. These innovations can be services, products, processes and/or brands, but in general it means that a need is met by new means. Working with innovations is expensive, risky and time consuming. Additionally, the work with innovation is unpredictable. Due to this, it is important to decrease these factors and to create opportunities for success for the innovation. In the ULL this means to have structured and well- considered processes to support the experimentation process with the innovation. This is one of the main objectives of an ULL. When setting up and running an ULL it is also important to understand the innovation(s) and to have a viable and sustainable ULL. In ULL settings, it is very important to have an innovation to experiment with and which contributes to some societal challenge. In this context, an innovation should create some value for its stakeholders and it should be developed by active stakeholder participation and by using multiple-methods.
- This may be redundant for your guys, but we systematically present this key point on the principles of our approach, our living lab principles. In a public sector context though, these principles are not necessarily considered as natural. However, we increasingly find ministries and departments applying these principles or feeling the need for them. We find an increasing maturity of project managers who feel the need for support in taking these principles into account in their projects. Here we go. ...
- Digital transformation Innovation Events Events are a shared basis for gather civil servants around important topics pertaining to the digital transformation and innovation in the context of Geneva’s public sector. These events target a variety of audiences, including the ecosystem through meetups, civil servants through “café de la république numérique” over a lunch break, an annual half-day event with reference international speakers on the impact of a technology on our context, etc.
- Digital transformation & Innovation We broadly intervene in two manners. What we are considering next in relation to this work is to pick relevant topics that are considered relevant by the policy-makers in several ministries and conduct an exploration of the technology (such as IA), including legal and ethical questions. This implies naturally working with academia, the private and public sectors, and civil society. Events Events are a shared basis for gather civil servants around important topics pertaining to the digital transformation and innovation in the context of Geneva’s public sector. They are an instrument for us to mobilise civil servants and get them involved in our work, and them to involve is in theirs. These events target a variety of audiences, including the ecosystem through meetups, civil servants through “café de la république numérique” over a lunch break, an annual half-day event with reference international speakers on the impact of a technology on our context, etc.
- Notes : Tasked by the government to define a common, shared view We want to stress here that we ensured a logic between the policy topic at hand and the approach, including the public sector broadly, as well as researchers from local universities and the population during a final online consultation.
- NOTES For this online consultation, we conducted an experiment using a tool that allows citizens to respond to proposals by the State. The elements you see here are public, and you can take a look on the consultation’s website. This input was used in the production of the final report and the government took into consideration the input of citizens. We also want to stress here that this consultation had several goals: Allow to challenge the input and improve it Identify players Get new ideas Communicate to the public about the issue
- Think about including pictures here!
- An example of a project : the chèque annuel de formation. Redesign the form ; was done with civil society.
- All kinds of events…. From big conferences with prestigious speakers … to community meetups and experience sharing., with other actors in our ecosystem, such as the innovation center of Geneva university hospital, on the picture left.
- Provide an example of an activity, or several activities, that you’d like to showcase in engaging with citizens / quadruple helix stakeholders The key element of ‘engaging citizens’ as explained by the ULL framework Within an ULL, engaging citizens in the innovation process is of crucial importance. Citizens with different roles must be engaged when it comes to designing, co-creating, testing and evaluating innovation. Citizens might be visitors in the area where the innovations are developed. They could either be actively or passively involved in the innovation process. As previously mentioned, citizens with passive role can be considered as affectees who are affected by the innovation or solution. Other factors to successfully engage citizens in an ULL are to understand how to communicate with them, how to engage them and how to keep them engaged throughout the whole development and innovation process. The drivers to engage citizens are also different depending to the roles and degree of engagement in the innovation process. In an ULL, the role of citizens can be different, such as: experimenters, innovators, lead participants, co-creators, and finally citizens as co-testers and evaluators. Accordingly, in order to set up and run an ULL, multiple questions should be considered when it comes to engaging citizens in the development and innovation process of the solutions developed.
- The citizens contacted through this are often interested. However, we also are on social networks which allows us to reach out ; events allow us to build our brand awareness ; the online consultation for digital We
- Getting up-close and personal: who are the people in your team? Who is working for your LL? Key Stakeholders and Roles in ULL - Internal roles from the ULL framework The most apparent internal role that needs to be defined and engaged in ULL processes and activities is the ULL manager. This role has the responsibility to manage everyday practices of the ULL and also be the front-person of the ULL. In this role, the focus is on developing ULL projects and to ensure that the ULL is maintained and used by its intended users and that it creates value for the city in which it is implemented. This role is employed in the ULL and can be a person who covers more than one internal role. This role has a mutual dependency with the ULL. One important role in the ULL is the human interaction specialist who is an important stakeholder to support an ULLs’ processes. The relationship dependency between this role and the ULL is oftentimes mutual, since the human interaction specialist is interested in implementing user centered interactions and analysing the results from different human interaction methods. This role can either be employed by the ULL or be engaged on a project level. Viewed from the ULLs perspective, they are dependent on this roles’ competence within the area of interacting with users and affectees. This role can be involved in activities such as planning the innovation process, designing concepts and principles, need-finding studies, testing and evaluating. In addition, this role also tests the solution prior to the implementation in the real world context to be able to design the process for experimentation for the people to be involved in the experimentation and feedback on the solution. To facilitate the implementation and test of the innovation being developed in the project, one important role is the pilot manager. This role is involved in activities such as planning, coordinating and implementing real world experimentations that are centered on users and affectees. Hence, this stakeholder is very important for the ULL and can be employed by the ULL, but that is not always the case. The pilot manager has a strong and contractual relationship with the ULL and are mutually dependent on each other. This role involves many activities they need to master such as planning, building relationships and diffusing insights from interactions among the stakeholders. The pilot manager also coordinates the interaction between the other roles such as innovators, users, problem owners, and project manager when the pilots are being carried out. One potential, but not always present role in an ULL is the panel manager. This role can have the responsibility to recruit and interact with a panel of citizens, users, affectees and others being involved in test and evaluation activities. This role has a strong relationship with the ULL and can also be an internal part of the ULL, which puts them in a contractually bound relation with the ULL. The panel manager has the power to determine which users to involve in the process as well as how to interact with them in correspondence with the human interaction specialist. Thus, this role holds the key to the people being involved in the innovation process. Viewing this from one perspective it is positive that there is one contact point with the panel of users, and affectees in the pilots, since the total amount of interaction activities these citizen panels want to be exposed to are limited, hence having the panel open to anyone to interact with might lead to an overburdened panel. In addition, it is also important that the panel is interacted with professionally, hence having a panel manager who is responsible for the communication, invitations, privacy protection, etc. with the panel is a requirement to maintain a lively and healthy panel to interact with. The panel manager is involved in phases such as pre-studies and need-finding as well as test and evaluation. This role distributes information about experimental pilots externally and they also work in the background in the pilots. They plan and coordinate the interaction with the panel, they coordinate the communication between the different stakeholders involved in the process and they inform the other stakeholders of what is going on in the pilots. The last role, but perhaps the most important role we have identified is the project manager. This role is responsible for the management of a city development project as a whole, for instance, it can be a person employed by the city who is responsible for a larger development project in which the NBS is one part. This role might not be so heavily engaged in the ULL activities as such since the pilot manager usually manages these activities in communication with the project manager. This relationship is built on mutual dependencies since the ULL needs someone to drive the project, and the project manager needs an experimentation arena as well as methodological support. The project manager often has the role of being the initiator who decides on potential actors to engage in a project.
- Team : diverse and If we grow, we would like to add profiles along the lines of psychology, sociology, ethnography, digital expertise, etc. Our role is definitely to help the projects, but eventually we are tasked with helping the administration in its digital transformation, which is broader in terms of impact. We are legitimate to help the administration not only in the projects and policy fields, but also in projects or issues that are across policy fields. Our aim is empowerment :
- NOS QUESTIONS We are working on involving a representative panel of citizens: how can we best achieve that? We must get all civil servants on board: how can we best achieve that? In regard to our consultation approach, does any one participating in the discussion have experience in setting up a successful governance structure? IMPACT
- Take this opportunity to connect with your audience, let them know what’s in your agenda, what you’re interested in collaborating in, who to contact to get in touch etc. etc. You are welcome to visit us !
- Take this opportunity to connect with your audience, let them know what’s in your agenda, what you’re interested in collaborating in, who to contact to get in touch etc. etc. NOTES While we are open to a broad discussion and will do our best to answer any questions you may have, we would also like to propose the following issues for discussion.
- (ENoLL will facilitate the Q&A section: first, going through the questions entered in the chat, then opening the floor for the audience to ask questions. You will be the one answering all questions - except, if someone is asking about when the next webinar will be held etc. about the webinar series, rather than content wise)
- (ENoLL will conclude with this slide)
- Here, you can introduce an example of a project, activity etc. that shows the element of ‘real-life environment’ in your LL. How is your LL operating in the ‘real-life environment’? > Practical examples are best, and depending on the time you can spend here you can focus on one or give an overview of several different ones! The key element of ‘real-life setting’ as explained by the ULL framework In an ULL it is important to know the physical setting in which the innovation will be implemented to be able to develop a solution that supports the context. In this process it is important to get a view of the physical prerequisites for the context and its potential. Here, answering these questions and analyzing the possibilities and challenges in the context is relevant from an ULL perspective. A place is formed both by its physical environment and by the pattern of events that people experience there. It is important to gain insights into features of a place: geographical location, material form, and investment in value and meaning. Hence, when it comes to understanding and designing environments of different types, we need to focus equally on their location, the structure of the environments, and on the activities that take place there
- Provide an example of an activity, or several activities, that you’d like to showcase in engaging with citizens / quadruple helix stakeholders The key element of ‘Partners and stakeholders in the ULL’ as explained by the ULL framework In general, an ULL follows the Quinto Helix approach including stakeholder groups such as: public sector, academia, citizens, companies and the environment. These stakeholders are divided into private actors such as citizens, visitors, inhabitants, refugees, micro-companies, SMEs and large enterprises and public actors such as cities, researchers and government. In an ULL, the following stakeholder groups should be considered and potentially involved in ULL activities: (1) an innovator (brings the idea); (2) a human interaction specialist (to support the process); (3) the users (of the NBS); (4) the affectees (affected by the solution); (5) the problem owner (e.g. the city); (6) financiers (bringing funds); (7) a pilot manager (facilitating implementation and testing); (8) the panel manager (responsible for interaction activities); (9) context provider (involved in implementation activities and the relationship dependencies); and, (10) a project manager (responsible for the project management). To develop a sustainable and viable ULL, the stakeholders need to be analyzed and connected.
- Think about including pictures here!
- What about the stakeholders, roles & organisations outside of your Living Lab? Who are you connected to, who is crucial in your operations? The key element of ‘governance’ as explained by the ULL framework The ULL has the aim to contribute to increased public value, which can take the form of economic, social and ecological value, both in public and private contexts. In these real-life implementation of innovations in urban contexts, local governments and other stakeholders who aims to gain insights into new ways of handling societal challenges. Currently, cities need to reflect on their governance strategies to find new ways of handling the growing number of complex societal challenges. Governance includes a set of actors from business to civil society and puts emphasis on social processes rather than on the state. Developing the governance and management model for an ULL requires some activities to be performed and decisions to be made in order to form the best model for the ULL.
- Think about including a diagram or illustration here!
- How does your Living Lab sustain itself, where is the money / other resources coming from? The key element of ‘financing model’ as explained by the ULL framework Financing model can be considered as one of the key components of Urban Living Labs. Despite the fact that some Living Lab studies have considered financing model as a part of the governance and management component, but within the urban context, financing the ULL and its activities is crucial to make it happen and thus it is key to its sustainability. Considering an Urban Living Labs as either a long-term program, an environment or as a place, it is of vital importance to establish a long-term commitment that in turn needs its financing model and well as a maintenance plan. Accordingly, financing model can influence different activities to engage citizens and other stakeholders and building relationships with them that are parts of the ULL business model.
- Think about including diagrams or graphs here!
- Take this opportunity to connect with your audience, let them know what’s in your agenda, what you’re interested in collaborating in, who to contact to get in touch etc. etc. NOTES : citizen consultation platform Administration digital literacy -> getting prepared for …. Intrapreneurs community Gov Spots