A year ago, the R.I. Office of Innovation launched the Government Innovation League, an initiative where representatives from state agencies spend 20 percent of their time on innovative ideas. The goal is to solve problems collaboratively, create a culture of innovation and prepare Rhode Island for jobs in the modern economy. Kevin Parker is director of government innovation.
PBN: The R.I. Government Innovation League was said to be the first in the nation. Do you know if this is still the case?
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PARKER: To our knowledge, we are still the only state with a government innovation league as we have designed it. There are other states and large counties and municipalities that have adopted some of the principles or elements of our work, such as professional learning and engaging in technology projects to support efficiency and innovation. But due to our geographic size, Rhode Island is uniquely positioned for this holistic approach to government innovation. We connect employees within the state organization, prototype projects, host outside speakers and guest coaches, and give true space for professional growth.
PBN: What have been some of the main things to come out of the league so far?
PARKER: We’ve seen great success in relationship building, new partnerships and a deeper understanding of how league members can leverage their own expertise to support innovation across state government. For example, after hearing from a guest speaker and learning more about behavioral nudges (or light-touch positive reinforcements), a team from the Rhode Island Department of Education designed a simple app that schools can add into their data systems to help stop chronic absenteeism. The team piloted the app this winter at Hennessey Elementary School in East Providence; the school has seen a 3 percentage-point decrease in chronic absenteeism.
PBN: Did the representatives of these areas of state government that took part find common ground with some issues or solutions, even though they deal in different areas?
PARKER: We are all learning together. It has been eye-opening for all involved to see how similar systemic and organizational issues are across departments. It has also been helpful to be able to collaborate across sectors to create a network of co-innovators and deepen the culture of creativity, design and innovation in Rhode Island.
PBN: Were state agencies very “behind the times” when it came to innovation and technology?
PARKER: No, I don’t believe that’s the case. Technology and our society are rapidly changing. Most of our systems, no matter the sector, find themselves too quickly behind the times. We work very closely with the talented teams from Division of Information Technology and the Division of Purchases to build off of their successes on keeping Rhode Island moving forward on technology projects that serve the needs of our citizens.
PBN: What has the reaction been to this innovation-training program among state agencies such as the Department of Labor and Training or Department of Administration, for example?
PARKER: We have incredible interest. … In all, we’ve had 40 league members representing 15 departments and divisions – all of whom must be recommended by their supervisors and approved to participate in the league by their department leads.
One of the goals of the office is to cultivate innovation ambassadors to share new techniques and nontraditional approaches within their agencies. With consistent leadership and tenacious staff, the momentum has become contagious.
Susan Shalhoub is a PBN contributing writer.
