The GNB Innovation Framework is a first of its kind in the region. The framework represents a lean, agile, and emergent approach to the development of a public innovation framework, inspired by other innovation labs, guided by Dr. Christian Bason's work, and heavily informed by a mix of theories and mental models including: the Rogers Innovation diffusion curve, two loops, Theory U, breath pattern, and double diamond.

The framework takes a systemic view on the challenge of growing the innovation capacity of government: from internal/external talent acquisition and team formation, to training, practice and executive sponsorship. The result has been a comprehensive innovation framework developed in a short time period, delivering value along the way, and on a shoestring budget.

The projects supported by this initiative have been guided through the problems and opportunities, and Generating Ideas or Designing Solutions phases. The innovation framework is in the evaluation, diffusing lessons status. The team has been reflecting on the work done over the last three years with various users and project sponsors. The feedback has illustrated a strong perception of value among users, which includes improved employee experience and engagement. While demand for more training, facilitation, and support continues, a key finding is the need to have Innovation and Design Services support projects outside the lab and through iterative approaches to the adoption of innovations.

An integral aspect of the innovation has been connecting public servants to external partners and exploring the innovation ecosystem. Innovation and Design Services has partnered with:
- Civic Tech Fredericton to help public servants develop digital prototypes and make use of public data;
- NouLAB Social Innovation Lab to share in training and facilitation capacity; as well as
- Citizens and civil society organizations making the time to participate in multi-day workshops to co-create solutions.

Public servants have, at this stage, been the main beneficiaries of the innovation, ultimately to the end of benefiting citizens, be they students, entrepreneurs, industry, parents, or children. Public servants have benefited by having new tools and techniques that enable them to be better problem solvers. Additionally, participants have a better experience as employees of the government of New Brunswick. It should also be noted that citizens and partners have benefited from increased capacity

Results have been measured through surveys, interviews, and focus groups. Net Promoter Score, # of participants. To date, over 500 of GNB’s 10 000 employees across 12 departments have been exposed to the innovation and design services model of how GNB might operate in the future.

In the future our expectation is that more public servants are engaged in new ways of working and new ways of measuring the success of their initiatives, specifically how they engage with the public, measuring the public experience with solutions, and a balanced focus on effectiveness and efficiency.

Ebb and flow of executive support and resources;
Organizational defence;
The team has adapted to changes in the organisational environment by continuing with lower fidelity versions of the programming when resources are low, and surging when resources are available.

Personal values and motivation top the list. No matter what level of resourcing exists, when the team is able to tap into the motivations of staff, it is possible to generate momentum and resourcefulness that often doesn’t necessarily flow from financial resourcing.

Highly replicable.

Public Innovation challenge was replicated after the Nova Scotia Policy Hack. The DM Council was replicated after the Government of Canada’s DM Innovation Task Force.

In GNB the department of tourism has replicated the physical innovation lab, the Department of Justice is establishing an innovation team, and other departments are looking to the Innovation and Design Services to help build similar capacity.

One of the biggest factors of success is continuous contact with and learning from other jurisdictions. Not through transactional events like jurisdictional scans, but through relationships and study tours. Seeing and experiencing their work on the ground, connecting with them through social media channels, being exposed to new resources and perspectives through articles, opinions, and case studies. This helps avoid or mitigate lock-in to the organization's path dependency.

Taking a portfolio of prototypes approach is key. Often public servants will have multi-year proposals that either get funded or not. When the resourcing is not there, they take no action on it. Rather than waiting for resources, build the smallest, cheapest, most generative thing you can with what you have. Start small, build momentum, and be open to non-traditional resources (like passion or external collaboration with a civic tech community).