3. Public & Collaborative
a program of activities created to investigate
the assertion that design can serve as a catalyst
for social innovation in public services
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4. Premises
• assumption that citizens, especially as they
become ever more connected, can collaborate
with each other and with government and to
improve their lives.
• new forms of collaboration where people,
experts, and governments can work together to
provide better public services (co-governance,
co-design, and co-production).
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6. Challenges
• not only a crisis of service delivery, but also a
crisis of governability and political representation
• traditional silos separate government apparatus
from community action
• disconnect and distrust of people in the public
institutions, politicians, planners
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Staszowski, E., Brown, S. and Winter, B. (2013) Reflections
on Designing for Social Innovation in the Public Sector
7. “Sorry for the
inconvenience, we’re
changing the country”
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Staszowski, E., Brown, S. and Winter, B. (2013) Reflections
on Designing for Social Innovation in the Public Sector
8. Opportunities for Design
a. to enhance existing service structures
b. to contribute to the creation of the conditions/spaces where
problems can be discussed, debated and eventually resolved
c. to imagine new forms of political participation and political
possibilities
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Staszowski, E., Brown, S. and Winter, B. (2013) Reflections
on Designing for Social Innovation in the Public Sector
13. Strategy
• improving NYC HPD’s services and interfaces
with current and potential residents of
subsidized housing for low- and moderateincome New Yorkers
• affordable housing developments can provide
space for new residents and neighbors to
engage in new activities and collaborations
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16. Outcomes
•
How-to-guide: kit of service ideas for increasing tenants and
landlords' understanding of the city’s housing maintenance
code and protection of tenants’ rights; simplifying application
processes for affordable units; improving information
channels and physical spaces; and creating networks among
neighbors for mutual support.
•
Four pilots in course to enhance the affordable housing
application process: new informational materials, hyper-local
marketing strategy, housing ambassadors and NYC Housing
Connect street team.
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19. Project 2
Civic Service
A platform to encourage interagency
collaboration in local government and inspire
civil servants to become social intrapreneurs
within their agencies
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20. Strategy
•
Exposure to Strategic Design
•
Training in Critical and Creative Skills
•
Networks for Collaboration
•
Incubation of Ideas
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21. Forum
• Monthly lecture series just for civil servants.
• Safe space for inspiration, exploration and dialogue.
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22. Workshop
• Space for civil servants to acquire critical and creative
problem-solving skills through project-based workshops.
• Work with municipal agencies as the workshop’s partners to
tackle real, local problems.
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23. Project 3
Public Innovation Places
Exploratory and experimental sites for working
towards innovative solutions to public/social
problems. They could be dedicated to the creation of
networks and partnerships; launching projects,
events, and platforms.
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24. TOP-DOWN
“Public Innovation Places”
• Cultural brokers
• Knowledge diffusers
• Interpreter of demands
BOTTOM-UP
Government
• Policy makers
• Public services providers
MIDDLE-UP-DOWN
Middle-Up-Down
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Design
Creative Citizens
• Hidden social innovators
• Grassroots activists
• Tacit knowledge
Adapted from Staszowski, E. (2011) From cultural heritage to social
innovation. A design-driven, community-based model for sustainable cities