Design Council John Mathers, CEO

Service Design Network Members day: 18 November 2013

Championing great design to improve lives

Our history 1944 Council for Industrial design

1924 Royal Fine Art Commission

1999 CABE

2011 Design Council (inc. Cabe)

1970 Design Council

It starts with “who”…

And what matters most?

5 hours per day

Ageing better by design

Ode Ode

Casserole

Dementia Dog

Dementia Dog

Growth by Design

Economic evaluation of the impact on the businesses… direct return for every £1 spent on design:

“Design is not just about aesthetics. It’s the creative process within the business. Design is fundamental, creating brands, products and an environment for businesses to move forward” Edward Naylor, Chief Executive Naylor Industries

Naylors Naylors

Design Summit

“People who say they generally trust others dropped from 60% in 1959 to 30% in 2005 and has since declined further”

Communities by design

Tower Hamlets

Lewisham Emergency Housing Services Lewisham Emergency Housing

“68% of men and 58% of women in England are overweight or obese”

Active by design

Working with our landlord

Championing great design

London 2012 Olympic Park London Olympic Park

Beyond2012.org.uk

Design in Business

Leading Businessby Design

Key research findings

Leading Businessby Design

Driving innovation and opening up uncontested market spaces >!Differentiating products and services to attract customers >!Strengthening branding, embodying a company’s values and improving recognition. >!

Design can add value by:!

Design in the Public Sector

Our back catalogue…

Case study

-  Design-led “challenge” run over a period of months

-  Bringing designers together with healthcare professionals to innovate new solutions to a recurring problem

-  Overseen by the Design Council but open to anyone to participate and bid for development funding

-  One team commissioned to develop and test a solution:

PearsonLloyd, Helen Hamlyn Centre at the Royal College of Art, Tavistock & Portman NHS Foundation Trust, University of the West of England’s Centre for Health and Clinical Research, University of Bath School of Management, Tavistock Institute of Human Relations.

Ethnographic research

�  Six hospitals visited

�  Over 300 hours ethnographic research at three sites:

�  Guys and St Thomas’, London �  Southampton �  Chesterfield

�  Over 60 interviews with staff and patients!

A&E patient journeys mapped

The solution in development

The solution in situ

And the impact?

Early evaluation results show substantial improvement in patient experience Full results available 28th November www.designcouncil.org.uk/our-work/challenges/Health/AE/

Value of design to the public sector

Bringing design-led innovation to the public sector

Moving from incremental fixes to systemic innovation 

Design as an innovation method

-  Traditional policymaking relies on data, impact assessments, and a defined policymaking cycle; but can miss user insights

-  Service delivery in the public sector, whilst driven by different goals, can learn much from private sector best practice

-  Design methods can support the generation of better policy and service delivery – removing risk

Public Sector Design Ladder

Mainstreaming design in the public sector

Design in the public sector !!

Wider mission To get the value of design better understood in the public sector so that more Local Government leaders use it as a change lever and it becomes a more natural part of the commissioning process

Key issues will be explored through three working groups: Vision & proposition – to clarify what we what believe can be achieved through the greater use of design in the public sector Evidence & impact – to examine the gaps in the existing evidence base for the use and impact of design in the public sector Commissioning – to explore barriers to the efficient and effective commissioning of services and service provision that optimises the citizen and delivers new services in a more innovative and user-led way.

Design in the public sector: Action Group

Workshop series AHRC are funding the development of a workshop programme to help us reach a bigger audience. It will be intensive, regionally focused and build communities from different Local Authorities around shared challenges and themes. Starting with an intensive 2 day thematic workshops participants will be exposed to a range of useful models, design principles, case studies, live speakers, deep-dive workshops and best practice visits before framing a clear and grounded project they will deliver over the next 90 day period.

1.!Engaging!key!leaders!and!decision!makers!on!shared!

challenges!!

2.!Facilitated!workshops!to!understand!the!context!issues!

and!barriers!to!change!

3.!Invi?ng!par?cipants!to!explore!the!service!problem!using!design!

tools!!

4.!Mapping!the!opportuni?es!and!aligning!them!with!the!core!

project!goals!

5.!Shortlis?ng!&!selec?ng!the!big!ideas!to!shape!project!briefs!and!commission!out!to!design!industry!

6.!Support!the!development!of!the!project!and!suppor?ng!with!prototyping!and!commissioning.!!

How will participants benefit Exploring common challenges: insights into how they scope, shape and brief design projects for commissioning around their own challenges

Learning by doing: developing leadership skills and capabilities by applying insights directly to a live project

Peer to peer learning: Develop peer group learning and professional development experiences that are project focused

Design awareness: participants will be more design aware and more likely to submit follow-on applications to products and services already available.

Measurement and evaluation: buddied with a Research Fellow participants will be encouraged and guided through how to capture and transfer knowledge inside and outside the organisation.

Why it matters -  Increase adoption and develop local advocates

-  Communicate a compelling case for design in the public sector

-  Develop the market – create opportunities by raising awareness of other programmes and initiatives

-  Uncover key themes and challenges to transfer knowledge, build awareness and scale up new services nationally

An evolving definition of design

Design as an innovation method

“And so the role of designers is changing: A designer ‘tended to be solely focused upon the making of things in the industrial economy … [now] a facilitator, researcher, co-creator, communicator, strategist, capability builder and entrepreneur’” Yee J et al. 2009

Deliver Solutions which work

Develop Potential solutions

Define The area to focus upon

Discover Insight into the problem

Design as an innovation method

Design Council on design

Multidisciplinary design: utilising interdisciplinary skills to enhance project outcomes

People /user centered: using people as the pivot point to ground innovation and shape interactions

Measurement and impact: showcasing value and demonstrating benefits by measuring tangible improvements

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3

Adoption of design principles -  Increased number of organisations and sectors are adopting and

practicing design:

-  using principles across change and improvement strategies

-  embedding systems to influence culture and transform teams

-  adopting peopled centered approaches to enhance product and service quality

-  innovating with tangible touch points to make customer experiences better and more streamlined

-  deploying design-led propositions that differentiate and create market value

-  employing whole systems thinking to reducing costs, improve performance, ensuring a valued return to the triple bottom line.

Challenges and opportunities for design

Key observations -  design as the method to define the problem as much as it is

the means to solve it

-  design is being used as the convener, shaper and facilitator – being consultative, listening and then finding a way forward

-  design is integral – no longer just a nice to have

-  design can be a shaper of skills and a leader of teams

However… -  lack of a clear compelling offer is confusing the market -  language and terminology used is not consistent or easily

understood -  design is not the panacea… how best to integrate with other

disciplines

How do we respond to these barriers to adoption? -  design is seen as decorative and informal, and not strategic

-  procurement processes disadvantage (and bewilder) design agencies

-  not seen as a safe investment for challenging social problems

-  first instinct is to reduce (Lean) not to innovate

-  complex organisational structures and politics makes it difficult and challenging and burn on an agencies resource and burn project time

-  reputational risk of doing things differently particularly in a time of austerity

-  lack of hard evidence

Bridging the gap?

Public sector needs to become more enterprising and agile to compete in a deregulated market place

Private sector needs to shift from corporate to social values to earn trust

Key points for the design sector -  keep it simple and don’t overcomplicate the offer

-  unify on language and be more concise when demonstrating value

-  start with measurable objectives and track the impacts to prove the results

-  sell the benefits as well as the features and make it compelling and fit the audience understanding

-  we need to ensure the quality supply is there meet the expected increase in demand

-  be more humble - we need to work with others to do this!

Thank you

@designcouncil