Public Outcomes and Service Co-Design - GovInnovate

Service co-design for better public outcomes

Jane Treadwell, CEO, DesignGov

GovInnovate – Canberra Australia Nov 2013

Last week’s conversation about the public service+…

• Open, connected, dynamic, disrupted environment• Old business model is broken• Options going forward?

dissolution revolution evolution

+ National Conference, Institute of Public Administration

Australia

21st century challenges

Food Security

Global Warming

Asylum Seekers

Terrorism

ObesityDeregulation & Red Tape Reduction

Structural Economic Change

Disruptive Technologies

Productivity

Economic, Social & Digital Inclusion &

Participation

Management of ‘Entitlement’/expe

ctationsMigration Policy

Early Childhood Development &

Childcare affordability

Sustainable Indigenous Societies

Drought Policy & Water Distribution

Big Society//Smaller Government

Government Procurement & Industry Development

Asian Century

One Service – Seamless Government(s)

Healthy Ageing

National Disability Insurance

Traffic CongestionGFC

A product of fragmentation and a rich social network of interests

agility and effectiveness in governance

[email protected] | (02) 6125 4974 | GPO Box 9839, Canberra ACT 2601

Resource fluidity

Strategic Sensitivity

Third Sector

Private Sector

Collectiv

e

Commitment

Strategic Agility FrameworkHamalainen, Kosonen, Doz,

INSEAD 2011

Public Value Economy(W.Eggers)

Public Sector

DesignGov• Collective commitment

Secretaries Board – 20 Departments+ ATO + CustomsPeak Business organisationsDesign companies & academicsInternational Advisory GroupPublic Sector Leaders Forum

• Resource FluidityPilot4 core investing agencies5 foundation supporters12 project investors (Departments)2 agencies = staff internshipsCloud services

• Strategic OrientationOutside – in approachCitizen CentredCollaboration MO

Whitespace for problem searching and solvingShared interest & curiosityLeverage constraints and networksBuild APS capabilities & shared design

language/tools

Not one size fits all

[email protected] | (02) 6125 4974 | GPO Box 9839, Canberra ACT 2601

Stability Uncertainty

Single/Silo

Collective

Wicked System Problems

Simple KnownProblems Ineffective

Inefficient

conditions

involvement

What’s the problem?

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

Innovation is the fuel for a stronger economy and enriched society

But

• the ‘system’ is fragmented and costly

• Customer/citizen focus is ‘conditional’

• Same old processes deliver same old results

• Demand for better performance & >productivity

• $$$

Design-led innovation = method and mindset

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

The ladder of design Danish Design Council 2003

Non-Design

Design as Styling

Design as Process

Design asInnovation

Where and when do you apply design?

Design closes the gap between the need and the desirable endpoint

Do it from the start!

Disciplined steps

Involve the network of interests Process

Service

Policy

Societal/ System Change

Communication or Product

Target Group

Controllers

Influencers

Indirect stakeholders

[email protected] 10

design-led innovationBlending 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

Design thinking = Blending Mindset + Methods = Design By Doing

Business Thinking Design Thinking Creative ThinkingLeft Brain Using both sides of the

brain to solve problemsRight brain

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

There is no problem

Analyse> decide Analyse>ideate>proto-type> evaluate>decide

Perceive>ideate>decide

Focused on parts of the problem

Zooming in and out, taking the problem apart to reassemble it in a different way

Holistic focus

2013

http://www.slideshare.net/brandriveninnovation?utm_campaign=profiletracking&utm_medium=sssite&utm_source=ssslideview

Design thinking = Blending Mindset + Methods = Design By Doing

Business Thinking Design Thinking Creative Thinking

2013

Process & Methods What (UK Design Council) How

Understanding Immersive FieldworkEthnographyRe(framing) = 5 whysStrategic conversationsStakeholder & (Eco)System MapsKafka Brigade

AnalysisSynthesisInsights

PersonasUser pathways & Customer journeysScenarios & StoriesEnactmentsVisualisationInfoGraphicsForesighting

Ideation, Prototyping Behavioural Economics -trials - EASTCo-created Service BlueprintsBusiness Model CanvasPrototypes – hi and lo fidelityStory boardsRe-engineering processes/experiences

Evaluate and scaling Refine/abandonProject managementChange management

Start - General Problem

Specific Problems

Impact - Specific Solutions

DISCO

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DEVELO

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DELIV

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Measu

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Itera

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DEF

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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 ImmersionPrototypingIteration

Invest $1 to save $7: need for future out-of-home 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

ObservationPrototypes Scaling

nursing time at bedside 18.9%; satisfaction, patient safety, creation of Innovation Centre

EU Ministerial Council Process, MindLab, Denmark

Digitalisation – iPads, pollingUsers @ core – filmsVisualisation of abstract data

Improved ministerial satisfaction

Designing Out Crime – Kings Cross

ReframingUser JourneysMulti-disciplinary teams

Solutions beyond bouncers

07/04/2023

15

examples

business and government interactions

Field Work & Rapid Ethnography15 businesses6 intermediariesKafka Methodology in SAPublic servants

Peak Body Meetings• BCA• AiG• Aus Services Roundtable• ACCI• COSBOA

Dialogue AppOnline Collaboration for issues and 50+ ideas

X-sector Workshops

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

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

findings: public sector

•Limited capacity and innovation authority to ‘fix’ the system

•Cross-agency coordination impeded by poor information sharing systems and associated governance

•Compliance police or industry partners

•Has difficulty with its own red tape, impersonal relationships and complex operating environment

prototyping: testing some new ideas

What I know now & wish I had known before

• 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

methods mindset

competence commitment

faith

What I know now & wish I had known before

methods + mindset+ competence + commitment+ faith

= better outcomes

Wearing the customer’s

shoes is just the beginning

There are lots of techniques you

can use to engage,understand,

create,test concepts and

deliver value

The way you frame the problem

determines the nature of the

ultimate solution

Understanding their lived

experience creates

opportunities for reducing cost and improving

outcomes

The network matters and

wants to collaborate -

openly

Involving the ecosystem in co-

design + prototyping are effective risk

mitigation steps

‘First mover’ governments have innovation intermediaries

http://blog.la27eregion.fr/Design-for-Policy-100-people-and

‘First mover’ governments have innovation intermediaries

http://nyc.pubcollab.org/files/Gov_Innovation_Labs-Constellation_1.0.pdf

Thank you.

[email protected] | (02) 6125 4974 | GPO Box 9839, Canberra ACT 2601