Improve agility of decision-making

This solution addresses lack of agility in Bristol, UK for local community

Problem Description

Bristol citizens and leaders make agile decisions based on shared priorities and real time information. Being more agile will help to futureproof Bristol’s infrastructure and wider assets, whilst also promoting long term resilience planning rather than just short-term financial returns. It will also help to deliver jobs and skills for local people, whilst empowering citizens to support projects they are passionate about, and providing key infrastructure assets for Bristol.

Building Blocks

Story

"Focus on agility" is 1 of 5 goals of Bristol's Resilience Strategy. Bristol is an independent-thinking, sustainable and culturally diverse city with a high quality of life. Bristol is thriving. But there is no room for complacency. Changes are occurring at unprecedented rates in our economy, job markets, technology, environment, politics and population, and consequently our challenges are becoming both more severe and more unexpected. The vision of resilience articulated here is a distinctively ‘Bristol’ vision, and it is a genuinely collective one, emerging from not only rigorous data analysis but also the experiences and opinions of thousands of Bristolians, as well as national and international friends. We have co-created this Resilience Strategy, comprising a 50 year vision, resilience pillars, goals and transformative actions.

Resources

Organisations Involved

Contributed By

  • Sarah Toy, Strategic Resilience Officer, Bristol's Resilience Strategy

Solution Stage

One of the 7 stages of an innovation. Learn more
STAGE SPECIALIST SKILLS REQUIRED EXAMPLE ACTIVITIES RISK LEVEL AND HANDLING FINANCE REQUIRED KINDS OF EVIDENCE GENERATED GOAL
Developing and testing3
Mix of design and implementation skills
  • Rapid prototyping
  • Service, product and process design
  • Co-design
  • User-design
  • Light-touch evaluation
  • Cost-benefit modelling
  • Randomised control trials
  • High failure rate should be an explicit expectation
  • Visible senior leadership essential
HIGH
  • Grants, convertible grants/loans
MEDIUM
A stronger case with cost and benefit projections developed through practical trials and experiments, involving potential users
Demonstration that the idea works, or evidence to support a reworking of the idea

Key Details

Activity