1. Reimagining public servicesHow Public Design? Copenhagen Design Week 2 September 2011 Philip Colligan Public Services Lab

2. Reimagining public services (and the role of design in making it happen) The innovation imperative People powered public services Why it’s difficult and how could it be easier

4. Cumulative impact of economic situation and public sector finances

5. No prospect of returning to previous levels of investment anytime soon

6. Longer term challenges: ageing society, long-term health conditions, consequences of lifestyles, changing expectations and more complex needs

8. Longer term challenges, ageing society, long-term health conditions, consequences of lifestyles, changing expectations and more complex needs

9. A model of public services that is ill-equipped to respond to new challenges and opportunities

11. People powered public services Age Unlimited Transforming Early Years Prototype Barnet

12. Age Unlimited Nesta supporting the creation of innovative services that help people age well Focused on prevention (people in their 50s and 60s), planning for retirement and keeping people healthy and active Scotland – working with individuals in their 50s and 60s to establish new community and social ventures England – working with organisations to involve users in the design of new services

13. Age Unlimited Meet Lynne Wealleans from the Beth Johnson Foundation in Stoke on Trent Started with a recognition that people needed to plan better and earlier for their retirement Supported to test and develop the idea by involving users of Beth Johnson’s services

14. Age Unlimited Age Unlimited Users involved at all stages of the process Interviews, storyboards, user review and prioritisation, support from experts in design methods and social innovation Beth Johnson is now prototyping ideas co-created with users for volunteer-led retirement planning services Learning about how to make user-led innovation easier and more accessible Meet Lynne Wealleans from the Beth Johnson Foundation in Stoke on Trent Started with a recognition that people needed to plan better and earlier for their retirement

15. Age Unlimited Meet Lynne Wealleans from the Beth Johnson Foundation in Stoke on Trent Started with a recognition that people needed to plan better and earlier for their retirement Supported to test and develop the idea by involving users of Beth Johnson’s services

16. Transforming Early Years NESTA and Innovation Unit working with early years services in six localities Groups of families and professionals co-creating different, better and cheaper services (radical efficiency) Mixed teams, resource audit, ethnography, horizon scanning, co-design and prototyping Consistent themes - changing relationships between families and professionals, creating opportunities for peer support, user-led services

17. Transforming Early Years

18. Transforming Early Years Children’s Centre in Whitley interviewed 32 families (over 90 children) Found that they weren’t getting the support they wanted or needed, despite the services being regarded as highly performing Co-created an innovative model that does meet those needs, including a new role for expert parents Melani now supporting other teams to apply ethnographic techniques to their services

19. Prototype Barnet Nesta and thinkpublic working with London Borough of Barnet to use prototyping to develop new services Initially focused on a community coaches programme for high needs families Exploring how prototyping and other design methods could be used by council staff and community members Community coach service being tested and prototyping being applied to projects to prevent deaths in cold weather and offender management

20. Prototype Barnet

21. Why it’s hard and how it could be easier

23. Some exceptions that suggest potential for scale (Department of Health, Circles, Life, Dementia Advisers)

24. Real challenges on both sides“more highly paid consultants that don’t have to implement any of the ideas they come up with” “I don’t want to go into another public service and just generate insights”

25. Why it’s hard and how it could be easier Culture eats strategy for breakfast Peter Drucker

28. Get political commitment and permission, investment not purchasing

29. Small enough to fail, big enough to have impact, address core challenges and costs