Public Outcomes and Service Co-Design - GovInnovate
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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
- 15. examples 15
- 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
- 20. prototyping: testing some new ideas
- 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
- 25. Thank you. design@design.gov.au | (02) 6125 4974 | GPO Box 9839, Canberra ACT 2601
Notas del editor
- 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