Design-led innovation in the public sector is growing, and actively involving citizens, businesses and communities in defining, developing and delivering better solutions is being adopted across the world. DesignGov, is an 18 month pilot seeking to bring an innovative cross-agency design culture to the Australian public service.
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Public Outcomes and Service Co-Design - GovInnovate
1. Service co-design for
better public outcomes
GovInnovate – Canberra Australia Nov 2013
Jane Treadwell, CEO, DesignGov
2. Last week’s conversation about the
+
public service …
dissolution
revolution
evolution
• Open, connected, dynamic, disrupted environment
• Old business model is broken
• Options going forward?
+ National Conference, Institute of Public Administration
Australia
3. 21st century challenges
A product of fragmentation and a rich social network of interests
Government Procurement
& Industry Development
Structural
Economic
Change
Obesity
Deregulation & Red
Tape Reduction
GFC
Food Security
Big Society//Smaller
Government
Traffic Congestion
Global Warming
Disruptive
Technologies
Asylum Seekers
Productivity
Terrorism
Asian Century
Economic, Social &
Digital Inclusion &
Participation
One Service – Seamless
Government(s)
National
Disability
Insurance
Healthy
Ageing
Management of
‘Entitlement’/expe
ctations
Sustainable Indigenous
Societies
Drought Policy & Water
Distribution
Early Childhood
Development &
Childcare affordability
Migration Policy
4. agility and effectiveness in
governance
Public Value
Economy
(W.Eggers)
Strategic
Sensitivity
Public Sector
Resource fluidity
Third Sector
Private Sector
Strategic Agility Framework
Hamalainen, Kosonen, Doz,
INSEAD 2011
design@design.gov.au | (02) 6125 4974 | GPO Box 9839, Canberra ACT 2601
5. DesignGov
• Collective commitment
Secretaries Board – 20 Departments
+ ATO + Customs
Peak Business organisations
Design companies & academics
International Advisory Group
Public Sector Leaders Forum
• Resource Fluidity
Pilot
4 core investing agencies
5 foundation supporters
12 project investors (Departments)
2 agencies = staff internships
Cloud services
• Strategic Orientation
Outside – in approach
Citizen Centred
Collaboration MO
Whitespace for problem searching and solving
Shared interest & curiosity
Leverage constraints and networks
Build APS capabilities & shared design
language/tools
6. Not one size fits all
Collective
Wicked System
Problems
Inefficient
conditions
Stability
Uncertainty
Simple Known
Problems
Ineffective
Single/Silo
involvement
design@design.gov.au | (02) 6125 4974 | GPO Box 9839, Canberra ACT 2601
7. What’s the problem?
Innovation is the
fuel for a stronger
economy and
enriched society
But
•
•
•
•
•
the ‘system’ is
fragmented and
costly
Customer/citize
n focus is
‘conditional’
Same old
processes
deliver same old
results
Demand for
better
performance &
>productivity
$$$
To provide better and sustainable public
solutions:
• That build collective capacity and
• That break some or all of the following
trade-offs:
• Price or performance
• Access or performance/cost
• Speed or quality
• Level of effort or result
• Customer satisfaction or silo
optimisation
Design-led innovation = method and mindset
8. what is design?
A disciplined set of actions
that takes you from your
current state to a preferred
future state
“Design is a funny word.
Some people think design
means how it looks. But of
course, if you dig deeper, it's
really how it works “…Steve
Jobs
‘Evolve to perfect rather than
require perfection from the
outset’….Bill Clinton
Design as
Innovation
Design
as Process
Design
as Styling
NonDesign
The ladder of design
Danish Design Council 2003
9. Where and when do
you apply design?
Design closes the gap
between the need and
the desirable endpoint
Do it from the start!
Societal/
System
Change
Policy
Disciplined steps
Service
Involve the network of
interests
Indirect
stakeholders
Influencers
Controllers
Target
Group
Process
Communication
or Product
10. design-led innovation
Blending an inside-out execution with an outside-in orientation
•
•
•
•
Champions and Commitment
Start with people –Citizens/staff/suppliers
Be clear about the why (this is a problem)
Engage the network of interests –wicked problems aren’t
solved by silos
• Ignore the average – go to the extremes for insight
• Visualise what’s happening – eg painpoints, relationships
• Surface the assumptions – why not?
• Design by doing – prototyping cf perfecting the rationale
• Be concrete, ‘fail forward’ & deliver
jane.treadwell@design.gov.au
10
11. Design thinking = Blending Mindset + Methods = Design By Doing
Business Thinking
Design Thinking
Creative Thinking
Left Brain
Using both sides of the
brain to solve problems
Rationale and structured
The ability to switch at
will between a rational
and structured approach
to a more emotional,
intuitive approach
Emotional and intuitive
Focused on analysis
Iterating between
analysis and synthesis
Focused on syntheses
Dealing with well-defined
problems
Dealing with ill-defined
problems
Dealing with undefined
problems
A problem is something to
get out of the way
A problem is the start of
the process
Analyse> decide
Analyse>ideate>prototype> evaluate>decide
Focused on parts of the
problem
Zooming in and out,
taking the problem apart
to reassemble it in a
different way
Right brain
There is no problem
Perceive>ideate>decide
Holistic focus
http://www.slideshare.net/brandriveninnovation?utm_campaign=profiletracking&utm_mediu
m=sssite&utm_source=ssslideview
2013
12. Design thinking = Blending Mindset + Methods = Design By Doing
Business Thinking
Design Thinking
Creative Thinking
2013
13. Process & Methods
What (UK Design Council)
Understanding
#!
Impact - Specific
Solutions
Measurable
Outcome
Iterate
Specific
Problems
D E S I G N - L E D
?
I N N O VAT I O N
Start - General Problem
How
Immersive Fieldwork
Ethnography
Re(framing) = 5 whys
Strategic conversations
Stakeholder & (Eco)System Maps
Kafka Brigade
Analysis
Synthesis
Insights
Personas
User pathways & Customer
journeys
Scenarios & Stories
Enactments
Visualisation
InfoGraphics
Foresighting
Ideation, Prototyping
Behavioural Economics -trials EAST
Co-created Service Blueprints
Business Model Canvas
Prototypes – hi and lo fidelity
Story boards
Re-engineering
processes/experiences
Evaluate and scaling
Refine/abandon
Project management
Change management
14. Evidence
Example
Methods/Mindset
Results
NZ 150 companies
Integrated Design applied to business
Revenue by 15% + 24%
export growth
Family By Family – SA; NSW
(TACSI)
Ethnographic Immersion
Prototyping
Iteration
Invest $1 to save $7:
need for future out-ofhome care and child
protection services; <$80
million direct savings over
the next ten years.
School ‘drop-outs’ in
Netherlands
Kafka Brigade methodology –removal
of bureaucratic waste
in drop-out rate by 25% in
3 years
Nurse Knowledge Exchange
- Kaiser Permanente
Hospitals
Observation
Prototypes
Scaling
nursing time at bedside
18.9%; satisfaction,
patient safety, creation of
Innovation Centre
EU Ministerial Council
Process, MindLab, Denmark
Digitalisation – iPads, polling
Users @ core – films
Visualisation of abstract data
Improved ministerial
satisfaction
Designing Out Crime – Kings
Cross
Reframing
User Journeys
Multi-disciplinary teams
Solutions beyond bouncers
10/12/2013
16. business and
government interactions
Field Work & Rapid
Ethnography
15 businesses
6 intermediaries
Kafka Methodology in SA
Public servants
Peak Body Meetings
•
•
•
•
•
BCA
AiG
Aus Services Roundtable
ACCI
COSBOA
Dialogue App
Online Collaboration for
issues and 50+ ideas
X-sector Workshops
17. findings: businesses
•Businesses have difficulty
navigating government and
finding the right information
•Small businesses value
personal relationships, trust
and respect, and often feel
marooned in dealing with
government agencies
•Continual changes in policy
and compliance
requirements are a source of
deep frustration
18. findings: intermediaries
• Intermediaries play
a valuable role in packaging
and translating government
information to business
community
•Intermediaries often find
the consultation processes
inadequate, poorly scoped
and possibly with
pre-determined outcomes
19. findings: public sector
•Has difficulty with its own red
tape, impersonal
relationships and complex
operating environment
•Compliance police or
industry partners
•Cross-agency coordination
impeded by poor information
sharing systems and
associated governance
•Limited capacity and
innovation authority to
‘fix’ the system
21. What I know now & wish I had known before
•
•
methods
mindset
competence
commitment
faith
Start designing by doing…………..NOW!
It expands your problem solving, decision-making and innovative
capabilities
•
When applied systemically to complex matters, it can reduce
costs, improve productivity and lift satisfaction of both customers
and staff
•
The ecosystem is keen to shape and participate
•
Leadership & preparedness to experiment and fail forward in risk
averse climate = tough but do-able
•
DesignGov by working in the white space experiences the impact
of (weaknesses in) public sector culture, capacity & operations,
for inter-agency collaboration, co-ordination and co-operation but also the curiosity
•
Measuring value of the ‘design dividend’ is important; the way to
measure it without dampening the innovation opportunities is the
challenge
22. What I know now & wish I had known before
methods
+ mindset
+ competence
+ commitment
+ faith
= better
outcomes
23. ‘First mover’ governments have innovation intermediaries
http://blog.la27eregion.fr/Design-for-Policy-100-people-and
24. ‘First mover’ governments have innovation intermediaries
http://nyc.pubcollab.org/files/Gov_Innovation_Labs-Constellation_1.0.pdf
Today public hierarchies seem too rigid and path dependent to meet the new systemic adjustment challenges of industrialised societies (OECD, 2005)Clear division of labour and lack of horizontal cooperation among public sector organisations can lead to tunnel vision in stable conditions where external circumstances or resource scarcities do not challenge the established cognitive frames (Doz, 2011)Carrying out systemic changes requires collective commitment from all key stakeholders and has to attract a growing size and specialisation of public sector organisations and their management, policy drivers, policy measures and resources (Doz, 2011)Government for the Future –There is a growing recognition that conventional approaches are insufficient to face the challenges of the 21st century – PGI, Jocelyn Bourgon.Shared responsibilities.-An increasing number of public results require the active contribution of users and beneficiaries working with public agencies to bring about viable solutions to the problems of our time.Applying new design practices concerned with the production and distribution of public goods, including public services and utilities, public policy and government institutions.
Sony, Microsoft, Motorola, Pepsi, Procter & Gamble and Steelcase(IDEO)The project brief was to reduce the negative effects of alcohol consumption in Kings Cross on weekends focussing specifically on the problems of loitering and antisocial behaviour such as assault and public urination.The project aims to implement a design solution that would retain the party atmosphere of Kings Cross while minimising alcohol-related offences.Whilst intoxication is an important causal factor there are environmental factors which contribute to crime levels. Loitering results from the commercial and physical aspects of the environment.Prolonged loitering can cause street crowding which can exacerbate acts of aggression as strangers are forced into close contact. Similarly the high incidence of public urination is aggravated by the lack of public toilet facilities.The proposed solution is a way-finding system which combines temporary signage and street wardens to help (alcohol-affected) patrons navigate their way around and away from Kings Cross.Large, brightly-coloured signs providing information on wayfinding, public amenities and transport could be affixed to the footpath at key points to provide clear directions for (alcohol-affected) patronsIn addition street wardens in casual yet clearly visible uniforms could be engaged on a voluntary basis to answer questions and provide information to patrons in a friendly and personable way. These measures will help guide and control the flow of people during peak times.
Lessons learnt
Challenge the status quoEncourages reframing of the problems and expanding who’s involvedDemands new tools, techniques and networksRequires new skills and comfort with ambiguity and different forms of controlGovernment as a Platform
Challenge the status quoEncourages reframing of the problems and expanding who’s involvedDemands new tools, techniques and networksRequires new skills and comfort with ambiguity and different forms of controlGovernment as a Platform