Transforming Public Service

GOV ERNMENT & NON -‐ P RO F I T

Toolk i t for Publ ic Serv ice Transforma@on S O C I A L I N N O V A T I O N P L A Y B O O K S E R I E S

eden strategy institute

eden strategy institute | 2 Sources: Wikipedia Images; Eden research and analysis

Emergence of complex, large-‐scale, and non-‐linear “wicked” problems of different yet domains requiring holis&c solu&ons

Budgetary constraints force governments to innovate in achieving more, faster and with less resources

Increasingly acAve ciAzens expressing demands from governments to do more through public protests moAvate governments to be more proac&ve and responsive

Recent global developments have created the need for public service innova@on


Climate change is an example of a ‘wicked problem’ with incomplete, contradictory, and changing requirements

More innova@ve solu@ons are required for increasingly complex, interdependent and large-‐scale public challenges

Economic Development

Climate Change

Poli@cal dimensions Technological solu@ons

Climate change soluAons involve immense economic investments

Only countries with economic resources have access to technological soluAons

Uneven ability to bear economic costs cause a power imbalance

No single view towards the

effects of climate change

Industrial acAvity increases green house emissions, worsens climate change

Climate instability affect economic producAon

Broader poliAcal interests come into play in signing internaAonal treaAes (E.g. Kyoto Protocol)

No central authority

Long @meframes affect ra@onal decision making


Global Day of Ac@on (2005, 2007) on how humans affect global warming

Global ci@zens are increasing their demands from governments, expressed through recent social movements and protests

Camp for Climate Ac@on (2009) at Blackheath

eden strategy institute | 5 Sources: OECD; Eden Research and Analysis

-‐15%

-‐10%

-‐5%

0%

5%

Luxembo

urg

Switzerland

Estonia

Denm

ark

Germ

any

Finland

Portugal

Austria

Belgium

France

United Kingdo

m

Italy

Nethe

rland

s

Greece

Norway

Sloven

ia

Korea

Slovak Rep

ublic

Czech Re

public

Canada

Swed

en

Poland

Hungary

New

Zealand

Ireland

Israel

United States

Australia

Iceland

Percentage Change of Government Tax Revenues as a Propor@on of GDP of OECD Countries between 2007 and 2011

The recent economic crisis has @ghtened public resources in many countries; governments now must innovate to do more with less

Percen

tage

eden strategy institute | 6 Sources: Eden research and analysis

A Public Service Innova@on Framework can help government agencies respond to resource constraints with new approaches

TRADITIONAL PUBLIC SERVICE PUBLIC SERVICE INNOVATION

Organiza@onal Design

•  Government agencies are organized in silos •  Top-‐down communicaAon driven by bureaucraAc

control and hierarchy

•  Whole-‐of-‐Government approach •  VerAcal communicaAons, such as ‘gangplank’ approaches •  Senior officers align their personal moAvaAons to policy goals

Role of the government

•  Sole bearer responsible for service and programme delivery

•  Outsourcing of programmes, with government acAng as regulator and quality monitor

Problem framing •  Broader poliAcal agenda influences problems framed

by elite groups of policymakers, oden with short Ame horizons

•  Crowdsourcing problem sets and agenda to be addressed •  Root causes idenAfied via on-‐ground ethnography

Solu@ons design •  Bureaucrats and senior public officers oden use

secondary informaAon and dispassionate data to design policies and programmes

•  Co-‐design and co-‐creaAon processes with users, grassroots organizaAons, junior and senior policy level officers, and a broader set of stakeholders (e.g. corporaAons, civil society)

Tes@ng •  Public consultaAon to validate exisAng soluAons •  Large-‐scale pilots of enAre programmes

•  Constant evoluAon and improvement via rapid prototyping •  ConsultaAon as a means to surface issues

Implementa@on •  Programme and execuAon done in agency silos •  Clearly-‐defined job scopes and responsibiliAes taken

up by specific agencies and organizaAons

•  Integrated coordinaAon, building trust through Public-‐Private Partnerships

Evalua@on •  Firm output-‐driven KPIs

•  Mission-‐driven KPI evaluaAon, sensiAve to actual outcomes of programmes and real concerns of users

•  Constant re-‐iteraAon and pivoAng of soluAons based on evaluaAon

•  Theory of Change arAculated to focus on end-‐outcomes


Our research with governments iden@fied five core issues of concern, associated with ten Public Service Innova@on Tools

ISSUE IMPETUS PUBLIC SERVICE INNOVATION TOOLKIT

1.   Consulta@on Users are increasingly expectant, willing, and able to to co-‐create beher soluAons with public sector agencies

•  Community Dialogues and Engagement

2. Building Trust Building public trust is difficult. The lack of trust or credibility can render policies and programmes irrelevant, and further affects the effecAveness of future policies

•  Open Innova&on

3. Power Decentraliza@on

Decentralizing decision-‐making powers to ciAzens and communiAes can help government agencies design more representaAve and relevant policies and programmes

•  Stakeholder Mapping

4. Collabora@on and Co-‐Crea@on

Public-‐Private Partnerships enable stakeholders to cross-‐pollinate ideas and resources

•  Par&cipatory Policymaking •  Human-‐centered Service Design •  Ethnography •  Visual Thinking •  eGovernment

5. Educa@on and Learning

Public officers need to internalize the success stories and methodologies of public service innovaAon. Officers will benefit from training on public service innovaAon so as to incorporate these principles into their mainstream work

•  Best Prac&ce and Knowledge Sharing •  Theory of Change

Expected Outcomes of Community Engagement

Inform

Provide balanced and objecAve informaAon to both officers and ciAzen users, in comprehending the problems, soluAons, and alternaAves

Consult Gather feedback from users and surface challenges, constraints, and opportuniAes for soluAons and improvement

Involve Work directly with users to ensure that their concerns and aspiraAons are addressed in decisions

Collaborate Partner with users and the public in decision-‐making, when developing soluAons and alternaAves

Empower Place final decision-‐making in the hands of the users and the public

TOOL 1: COMMUNITY DIALOGUES & ENGAGEMENT

RUNNING COMMUNITY DIALOGUES

1. HosAng logisAcs •  Role of host: •  Mapping concerns, building mandate •  ModeraAng: Tone and mode, develop

agenda, framing quesAons, transiAon points, summarising, driving acAon

2. Organizing dialogues •  Pre-‐dialogue engagements •  Design goals of dialogue

3. Outcomes •  Facilitate frank feedback and true understanding among stakeholders

•  Influence each other’s aktudes •  Sustainable partnerships in solving

idenAfied challenges

4. DocumenAng •  Interview notes and wrihen verbaAms

5. EffecAve Media, Advocacy, and Lobbying

•  Networking •  Mobilizing •  Media Coverage

eden strategy institute | 8 Sources: C-‐Hub Online; Revit; Human Service; The Australian Government; Community Dialogue; Eden research and analysis

Community Dialogue and Engagement Community dialogue is a way to challenge thinking and encourage ‘quesAoning-‐imagined’ soluAons, by offering an unfolding process that helps to understand oneself and others

Limita@ons of Community Dialogue •  Challenges in: •  Scoping decisions that can be decided by the everyman •  CreaAng a trusAng and safe environment for sharing •  Erasing fear of dialogue and sharing as weakness and

vulnerability •  Ensuring full and genuine commitment from parAcipants

•  Risk of using dialogues as tools for negoAaAon, or to promote pre-‐conceived ideas or hidden agenda

Consulta@on

eden strategy institute | 9 Source Kaga Brigade; Flickr Image; Eden research and analysis

KaIa Brigade: Humanis@c engagement with end-‐users in the UK

POLICY CONTEXT

The Rhondda Cynon Taff Local Service Board strives to improve on its services to the large number of vicAms affected by domesAc abuse

INNOVATION

Human stories and dialogue. By engaging senior leaders with end-‐users in the same room to listen to their personal stories, officers develop deep empathy and form policies and programmes that beher ahend to the needs of the vicAms

METRICS

•  Increase in early idenAficaAon of symptoms of abuse •  ReducAon in number of abuse cases in the long run

IMPACT

Engaging directly with individual end users shids public officer mentaliAes and aktudes about the weight of their work, and ahaches humanisAc consideraAons to policies and programmes. This differs from tradiAonal policy imaginaAon exercises which someAmes discounts direct user emoAons and experiences

Innova@on starts by engaging stakeholders with a clean sheet, free of assumed solu@ons to imagined problems

Consulta@on in Ac@on

eden strategy institute | 10 Sources: Open Innova&on: The New Impera&ve for Crea&ng and Profi&ng from Technology, Henry Chesbrough; Reinven&ng Corporate Growth, Slowinski; Eden research and analysis

Find

Want

Get

Manage

•  IdenAfy resources needed •  Determine which resources can be found

internally and externally •  PrioriAze want briefs with planning

outcomes •  UAlize structured process for make/buy/

partner decision

•  Find and evaluate external sources of technology and capability to fulfill wants, treaAng this as a bilateral process (e.g. knowledge banks, crowdsourcing)

•  Use informaAon gathered to refine wants

•  Establish and maintain internal alignment •  Develop processes to plan, structure, and

negoAate agreements to access external resources

•  Assign tools and metrics to implement ongoing collaboraAve relaAonships

•  Hold a kick-‐off session to integrate management systems, and to ensure parAes truly internalize the same key principles

•  Train managers in the principles of conflict resoluAon

THE WANT, FIND, GET, MANAGE MODEL

8 Differen@a@on Principles for Open Innova@on Ahaching equal importance to external knowledge

ConverAng R&D into commercial value

Purposive outbound flows of knowledge and technology

ProacAve and nuanced role of IP management

Tapping into abundant knowledge landscape

Rise of innovaAon intermediaries

New metrics for assessing innovaAon capability and performance (e.g. % of insourced innovaAon, rate of patent uAlizaAon)

Open Innova@on “The use of purposive inflows and ou9lows of knowledge to accelerate internal innova;on” – Henry Chesbrough Expected Outcomes. Build public trust by increasing transparency and sharing informaAon, catalyzing and embracing innovaAons from the public

Limita@ons of Open Innova@on •  Increases complexity in managing overall processes

due to increased number of actors •  Loss of control •  Requires officers to manage organizaAon internal

and externally

Building Trust TOOL 2: OPEN INNOVATION

Reframing unexpected results as opportuniAes

eden strategy institute | 11 Sources: Whitehouse.gov; Data.govl; Wikipedia Image; Eden research and analysis

White House: Open Government Ini@a@ve in the US

POLICY CONTEXT

The “secrecy” of the White House in Washington affects people’s trust in the government. There is a need to unveil informaAon on how public funds are disbursed

INNOVATION

Transparency. The Open Government Plan is a roadmap to make operaAons and data more transparent, and allow ciAzens to oversee and parAcipate in the work of the Government Open Innova&on. The website has an “Open InnovaAon Toolkit” where bohom-‐up innovaAon is encouraged.

METRICS

•  Percentage increase of new ciAzen iniAaAves uAlizing open data •  Costs saved from reducing spending on issues solved by ciAzen iniAaAves

IMPACT

This unveils the secrecy of government informaAon and processes. CiAzens, including students, sodware developers, business owners use this data to make informed decisions for themselves, and to create designs and prototypes that reduce pressure on city budgets

“My Administra&on is commiSed to crea&ng an unprecedented level of openness in Government… to ensure the public trust and establish a system of transparency, public par&cipa&on and collabora&on. Openness will … promote efficiency and effec&veness in Government”

-‐ President Obama, 2009

Holis@c transforma@on of public service builts upon trust earned from users and stakeholders

Building Trust in Ac@on

TOOL 3: STAKEHOLDER MAPPING

eden strategy institute | 12 Sources: Development Impact and You; Eden research and analysis

Indirect Stakeholders Local Community/ CiAzens/ Public

Direct Stakeholders Families of target audience

Core Stakeholders Target Audience

Na@onal and Interna@onal Stakeholders

STAKEHOLDER MAPPING The stakeholder mapping tool can help visualize and idenAfy stakeholders (individuals and organizaAons) to include, when decentralizing public services to local bodies or organizaAons. This may be used across a range of situaAons, such as when sekng agenda, analyzing plans, or working out budgets Expected Outcomes. Visual idenAficaAon, mapping, and connecAons between relevant and valuable stakeholders for policy and programme design

Success Factors •  Sufficient Ame, resources, and networks

to approach all stakeholders for their contribuAons to the overall strategy

Limita@ons of Stakeholder Mapping •  Alignment. DifficulAes in aligning

interests and moAves of stakeholders involved into holisAc strategy

Power Decentraliza@on

eden strategy institute | 13 Sources: World Bank; Wikipedia Image; Eden research and analysis

Ministry of Educa&on: Educa@on Decentraliza@on in South Africa

POLICY CONTEXT

In a context of unsaAsfactory educaAon services, and the failure of governments to deliver basic services such as educaAon, community efforts and involvement need to increase to meet basic needs

INNOVATION

Stakeholder engagement. A real empowerment of ciAzens and the community to deliver public services was observed in educaAon decentralizaAon. Through Parents’ AssociaAons and School Councils, schools are kept responsive to local needs and requirements. Parents, ciAzens, and relevant stakeholders parAcipate in School Council advisory bodies to make decisions in terms of purchasing materials, hiring teachers, even curriculum design. Some schools also rely on funding from the community in South Africa.

METRICS

•  General enrollment, graduaAon rates •  Reduced spending on educaAon

IMPACT

South Africa is one of the more successful cases in Africa to have achieved EducaAon DecentralizaAon. It remains as the highest among African countries in terms of degree of decentralizaAon and primary school coverage

Decentraliza@on allows public services to be delivered more adequately and appropriately to a broader base of ci@zens

Power Decentraliza@on in Ac@on

TOOL 4: PARTICIPATORY POLICYMAKING

eden strategy institute | 14 Sources: Par@cipatory Budge@ng UK; People and Planet; Eden research and analysis

Steps to high-‐quality Par@cipatory Policymaking

Long-‐term strategy •  Define desired outcomes, sources of sustainability, and Ameframe s •  Increase parAcipaAon of community and public

Ensure commitment •  Ensure commitment from all levels of public sector officers •  Gain commitment from the community and voluntary sectors to help deliver

high levels of parAcipaAon and to relieve workload

Establish steering group •  Involve and empower local residents in a steering group •  Increase transparency to the locals and collaborate with residents

Define objec@ves and outcomes •  Decide on metrics on community cohesion, parAcipaAon levels, improved

services, and the confidence of local people

Project planning and evalua@on •  Determine informaAon required for project evaluaAon •  Benchmark implementaAon results with pre-‐implementaAon baseline

Develop marke@ng strategy •  Design strategy to inform and engage community at key project stages •  Consider launch event, compelling project name, consAtuAon of steering

group, bidding processes

Design delibera@on space •  Enable people to discuss respecAve prioriAes to build beher engagement

Precondi@ons for Par@cipatory Decision Making q  Universal commitment to achieve consensus q  AcAve parAcipaAon from group and good facilitaAon q  Thorough comprehension on the process, with clear

methods of driving to a consensus q  SubstanAal decision to be made q  Sufficient Ame available for the process

PARTICIPATORY POLICYMAKING ParAcipatory policymaking is a creaAve process that empowers groups to take ownership of decisions, in order to moAvate them to implement their soluAons Expected outcomes. Increased levels of ciAzen involvement and empowerment that influences public policy. To discuss and decide on policy soluAons with the consensus from users

Difficul@es of Par@cipatory Policymaking •  ConAngent upon: o  Context o  Levels of ambiAon and commitment of iniAators o  Involvement and parAcipaAon of actors o  Knowledge, power, and strategic behaviour

•  FormalizaAon of decisions •  DifficulAes in appreciaAng and apprehending failures

Collabora@on and Co-‐crea@on

TOOL 5: HUMAN-‐CENTERED SERVICE DESIGN

eden strategy institute | 15 Sources: IDEO The Human-‐Centred Design Toolkit; Eden research and analysis

HUMAN-‐CENTERED DESIGN Human-‐Centred Design is a process and a set of techniques used to create new soluAons, including products, services environments, organizaAons and modes of interacAon. It begins by examining the needs of the people policymakers want to affect with their programmes. Expected Outcomes. To build constantly iteraAng service soluAons (programme or policy) or concepts that target the key pain-‐points faced by users

Design Process

HEAR

1.  IdenAfy design challenge 2.  Recognize exisAng knowledge 3.  IdenAfy people to speak with 4.  Choose research methods 5.  Develop interview approaches 6.  Develop empatheAc mindset

CREATE

Hear

1.  Develop ideaAon approach 2.  Share stories 3.  IdenAfy paherns 4.  Create opportunity areas 5.  Brainstorm new soluAons 6.  Make ideas concrete 7.  Gather feedback

DELIVER

1.  Develop a sustainable revenue model 2.  IdenAfy capabiliAes for delivering soluAons 3.  Plan a pipeline of soluAons 4.  Create implementaAon Ameline 5.  Plan mini-‐pilots and iteraAon 6.  Create a learning plan

Research Methods •  Individual in-‐depth interview •  Group interview •  Self-‐documentaAon •  Community-‐driven discovery •  Expert and network interviews •  QuanAtaAve surveys

Approach •  ParAcipatory co-‐design •  Empathic design

Pakerns •  Extract key insights •  Find themes •  Create frameworks

Learning plan •  Track indicators •  Evaluate outcomes

Limita@ons of Human-‐Centred Design •  Challenges in structuring the distribuAon of

control and autonomy •  Costlier and more Ame-‐consuming than

normal methods •  Requires the involvement of new team

members and other stakeholders •  Some features cannot be easily prototyped or

iterated

Desirability

Viability Feasibility

SoluAons hikng the overlap of these lenses

Lenses


eden strategy institute | 16 Source Life|Work; The Par@cipatory Budge@ng Project; Wikipedia Image; Eden research and analysis

Live | Work and Haringey Borough Council: Community-‐centered housing in the UK

POLICY CONTEXT

The North London local government sought to improve services for the homeless, and reduce the number of people requiring temporary accommodaAons

INNOVATION

Innova&on team and Human-‐centered Service Design. By including staff, managers, public officers, and residents to come up with new design housing services, the group was able to design new approaches beher catered to customers needs

METRICS

•  Behaviourial change in public officers, such as their openness and readiness to embrace change

•  Reduced numbers of people requiring temporary accommodaAons, and resulAng cost savings

IMPACT

This method leverages the collaboraAve power of different stakeholders to address users’ needs. Public officers do not imagine soluAons for the users, but design experiences together with them.

Local officers and communi@es are typically forthcoming in co-‐crea@ng solu@ons and policies

Collabora@on and Co-‐crea@on in Ac@on

Porto Alegre Municipal Government: Par@cipatory Budge@ng in Brazil

POLICY CONTEXT

The government enacted a reform in 1989 to ahend to ciAzens’ needs and problems arising from a lack of public faciliAes and inequality in living standards among ciAzens

INNOVATION

Par&cipatory decision making. Allowed community members to idenAfy spending prioriAes. Selected budget delegates to develop proposals for subsequent voAng and implementaAon

METRICS

•  More responsive spending on public faciliAes in line with ciAzen needs • 40% increase in educaAon budget • 21% increase in the total budget

IMPACT

This method transformed the tradiAonal way of deciding on budgets, where ciAzens feel powerless before the public consultaAon process. CiAzens build greater trust in the public sector by co-‐creaAng a budget together.

TOOL 6: CROSS-‐SECTOR COLLABORATION

eden strategy institute | 17 Sources: IBM Centre for The Business of Government; intersector.com


Problem iden@fica@on and diagnosis

Contribu@on and design

Opera@onaliza@on and execu@on

Assessment and impact assessment

q Establish shared vision, shared value of collaboraAon, and prioriAes q Maintain transparency of interests and objecAves of public and private partners q  IdenAfy pool of exisAng resources (financial, human, physical and infrastructural) q Examine why previous soluAons have not worked

q Recognize differences in experAse of each partner and establish common language q Commit to open sharing and communicaAon of Amely and relevant informaAon q Determine measures of success and outcomes q Design a collaboraAve plasorm and governance structure for project management q Elect a manager and board (individual, organizaAon, party) with effecAve

leadership as a single point of accountability to fully represent needs of public

q  Engage a powerful sponsor and champion to lead the collaboraAon q  Communicate new informaAon, changing context, successes and even failures q Map out interdependency and linkages between sectors and partners

q  InsAtute incenAve structures that reinforce collaboraAon and align the purpose of monitoring and evaluaAng with leading indicators, output metrics, and outcomes

q Document and communicate successes and lessons learnt along the journey

Decisions for inter-‐sector Collabora@on

1.  Goal 2.  Scope 3.  Size 4.  Commihed Resources 5.  Type of output 6.  Time frame 7.  Legal frameworks 8.  Decision-‐making protocol

CROSS-‐SECTOR COLLABORATION Cross-‐sector collaboraAon links informaAon, capital, acAviAes and capabiliAes among both public and private organizaAons, to jointly achieve an outcome that could not be achieved separately. Expected outcomes. This collaboraAon aims to solve ‘wicked problems’ in the public sector more effecAvely and rapidly but with less resources, by drawing contribuAon from all relevant stakeholders and creaAng greater buy-‐in

Pre-‐condi@ons for cross-‐sector collabora@on q  EffecAve board representaAon and

leadership from public and private sectors q  Open communicaAon plasorms q  Understanding discrepancies between

partners q  Mutual trust and respect for partners q  Manage tensions between formal and

informal networks; exisAng and new plasorms; stability and change; hierarchy and flat structures

What is shared

Mechanisms of sharing

Authority Merger

Power CollaboraAon

AcAviAes CoordinaAon

InformaAon CommunicaAon

Organiza@onal Sharing

(Crosby and Bryson, 2005)

eden strategy ins@tute | 18 Sources: Intersector.com

US Department of Housing and Urban Development and Atlanta Housing Authority: Public-‐Private Partnership to revamp housing community

POLICY CONTEXT

The US Department of Housing and Urban Development intended to renovate the crumbling housing stock of East Lake Meadows. IniAally a grant was given to the Atlanta Housing Authority to manage the project. It led a Public-‐Private Partnership for coordinaAon, which allowed the plan to evolve into also providing mixed-‐income housing, educaAon, and community resources to truly meet the needs of the residents

INNOVATION

Diverse leadership team from the government, private developers, and community members worked together to create a holisAc community for East Lake Meadows. Ins&tu&onal partnership mapping. When the scope of the project expanded beyond house renovaAon, the planning commihee recruited relevant partners with the corresponding resources and experAse in financial, legal, planning, regulatory, operaAonal to commit to an integrated and holisAc approach for this housing project.

METRICS

•  Increased enrollment to college •  Increased ownership of houses •  Reduced rate of family violence and other social problems

IMPACT

This method met the iniAal objecAve of renovaAng a housing development, but also resulted in a holisAc and integrated community by recruiAng the right collaborators from the public and private sectors.

Public-‐Private Partnerships to ensure integrated and holis@c solu@ons to complex challenges


eden strategy institute | 19 Source: Unfolding the Napkin, by Dan Roam; Eden Research and Analysis

Visual Thinking Visual Thinking is a problem-‐solving tool to understand informaAon in a diagrammaAc and visual manner, which helps to display complex relaAonships and idenAfy underlying paherns, points of bohleneck, and possible scenarios as opportuniAes for new policies and programmes. Expected Outcomes. To idenAfy inefficiencies in the current processes and visualize potenAal policy outcomes. This makes opportuniAes for improvement and soluAons apparent. It allows policymakers to make decisions faster, communicate decisions more effecAvely, and implement decisions more efficiently

SQVI

D

Display a simple problem and portrait to elaborate issues and pain-‐points of users

Show informaAon qualita@vely and quan@ta@vely: What are the numbers and what does it feel like?

Envision a big picture soluAon for the problem and the execuAon methods and processes for that to happen

Assess the soluAon on its own merits, in terms of its impact to the individual ciAzen, and relaAve to other opAons

Showcase the difference in the situaAon before and ader the soluAon is in place

SQVID METHOD

Simple

Qualita&ve

Vision

Individual

Change

Elaborate

Quan&ta&ve

Execu&on

Comparison

Status Quo

Requirements for Visual Thinking q  Conducive environment that supports open

sharing q  Encouraging group dynamics to promote

sharing of insights and soluAons q  Availability of both qualitaAve and

quanAtaAve insights and data from the ground, such as with photographs, videos, sketches, Post-‐its, speghek diagrams, maps, brochures, sample products, and props

Limita@ons •  The quality of the soluAons derived from

Visual Thinking depends on the quanAty and quality of insights gathered, which is dependent on the experience and percepAveness of the researchers

TOOL 7: VISUAL THINKING


TOOL 8: ETHNOGRAPHY


ETHNOGRAPHIC OBSERVATIONS Ethnographic is a qualitaAve research method to understand target users, especially in situaAons where they are unable to arAculate their raAonale or feelings. Its shows mulA-‐faceted dimensions of group interacAons to uncover and describe ciAzen phenomena. Expected Outcomes. To allow policymakers and programme designers to understand root causes of problems faced by ciAzens, so as to create appropriate soluAons

Approach Descrip@on Good for Limita@ons

Grounded Theory •  ComparaAve thinking •  Obtaining mulAple viewpoints •  Periodically stepping back. Constant data re-‐

checking against interpretaAons •  Maintaining skepAcism. Regarding interpretaAons

as provisional, using new observaAons to test •  Systemic coding

•  Deriving theories or interpretaAons from analyzing paherns, themes, and common categories from observaAonal data

•  Existence of user-‐induced bias

•  QuesAon of reliability and validity of observaAons

Par@cipatory Ac@on research

•  People. Informed by and responding to ciAzen needs

•  Power. ConstrucAon of reality, language, meanings informed by power

•  Praxis. Requires hand-‐on research pracAce

•  Empowering targets to define their needs and realize their aspiraAons

•  Producing knowledge useful to the subject of study

•  Low generalizability •  Experience required to

carefully disAl the core essence of observaAons to other contexts

Day in the life Study

•  Researchers go to homes, work places, communiAes, and chronicle their acAviAes and behaviours through disciplined observaAon, note-‐taking, sketches, photography, and videos

•  Capturing a complete slice of ciAzen experiences, to get rich data on aktudes, contexts, and behaviours

•  Showing weak hand-‐offs between government agencies and organizaAons

•  Time-‐consuming •  Low sample size •  May be challenging to find

willing subjects

Extreme User Study

•  Go Up. Target a high volume of expert users •  Go down. Watch novice or disabled users make

sense out of the system, providing clues of tacit knowledge

•  InteracAng with ciAzens at the fringes of acAviAes, pushing the limits of what a policy or programme was designed for

•  Strategic signaling in presenAng behaviors

•  False assumpAons


eden strategy ins@tute | 21 Sources: The Centre for Knowledge Socie@es; Eden research and analysis

Bihar Innova&on Lab: Innova@ng vaccine delivery

POLICY CONTEXT

In improving its neonatal health care indicators, Bihar was keen to accelerate its immunizaAon coverage to match the country average. The Government of Bihar partnered with the Bihar InnovaAon Lab and the Bill & Melinda Gates FoundaAon to idenAfy new ways to deliver vaccines.

INNOVATION

System Thinking. The Bihar InnovaAon Lab adopted a holisAc approach in conceptualizing the scope of its service delivery, based on inefficiencies idenAfied across the healthcare system Ethnographic research. The research team shadowed frontline health workers and families to understand the pain-‐points of delivering vaccine. Ethnographic observaAons showed the team that vaccines were oden damaged because of low awareness of ambient storage temperatures required. Visual Thinking by mapping out an “experience flow diagram” from frontline health workers to caregivers to households, the team was able to collate a rich repository of visual insights including process, relaAonships, accountability, and communicaAons media that sAmulated the ideaAon process

METRICS

•  Increase in rate of immunizaAon coverage •  Decrease in contracAon rate of diseases preventable by vaccines, and resultant cost savings

IMPACT

This method increased the effecAveness of healthcare soluAons by using ethnography to define an accurate statement of need, which gave rise to more natural and appropriate soluAons

Skilled observa@ons can help to ar@culate even ci@zen challenges that cannot be well-‐ar@culated


TOOL 9: eGOVERNMENT

eden strategy ins@tute | 22 Sources: Interna@onal ins@tute for Sustainable Development; Eden research and analysis

COLLABORATION PLATFORMS Online collaboraAon plasorms allow ciAzens, public officers, and different stakeholders to collaborate. This can be done via online conversaAons and video chats, as well ass offline measures through forums, events, and regular focus group meeAngs. Expected Outcomes. To provide plasorms for the exchange of informaAon and perspecAves , and bring together many groups to discuss, build mutual understanding and dialogue on public policy, and arrive at recommendaAons and decisions on issues.

Considera@ons for choosing a collabora@on plamorm •  Transparency. To determine whether informaAon is confidenAal, or

limited to closed-‐door sessions, or made publicly-‐available online •  Accessibility. To consider the ease of access to the plasorms •  Training required. Assess the training required for officers and

experts to use the applicaAon •  Consistency and frequency of transmission. To assess whether

officers can uAlize the tool or plasorm regularly (e.g. events and forums are less regular than online forums)

•  Resource requirements. To idenAfy the equipment needed as well as determining the accompanied costs

Steps for establishing online or offline plamorms

1.  Develop a background document providing the context for the forum

2.  IdenAfy policy issues or categories of issues that should be discussed or raised

3.  Structure the plasorm 4.  IdenAfy stakeholders, partners, and funding insAtuAons •  Ahempts must be made to include everyone from all sectors •  IdenAfy the government department or actor sponsoring and

contribuAng technical and financial resources 5.  LogisAcs •  IdenAfy the right event management system or online

plasorm/ sodware to use •  Coordinate with different stakeholders managing parAcipants

and logisAcs •  Be proacAve in inviAng stakeholders

6.  Post-‐event report and assessment •  Prepare report documenAng the insights •  Evaluate performance, areas to be improved, and findings

Requirements for crea@ng a collabora@ve plamorm q  SelecAon of appropriate plasorm and modality to host discussion q  Clear work distribuAon amongst work officers q  Training of officers and experts q  Follow up from case officers

Collabora@on and Co-‐Crea@on

eden strategy ins@tute | 23 Sources: SWAGAT; Narendramondi.in; Wikipedia Images; Eden research and analysis

SWAGAT: Using technology to strengthen local governance in India

POLICY CONTEXT

In India’s Gujurat state, the local government has to handle all natures of grievances from the public at the local levels, because the top funcAonaries of the state cannot redress all grievances

INNOVATION

Applica&on of online pla`orms to spread reach. The State-‐Wide AhenAon on Grievances through ApplicaAon of Technology (SWAGAT) adopted a digital and video plasorm to surface problems presented by exisAng processes, which decentralizes the way public service problems are defined

METRICS

•  ResoluAon rate of complaints received: 97% •  Reduced costs in government spent on similar projects across the state

IMPACT

The technology has taken upon an acAve role to address ciAzens’ needs before they result in public discontent or mistrust. Technology decentralized the role of the state government to local governments, and maximized its reach to ciAzens

Collabora@on and Co-‐Crea@on in Ac@on Technological solu@ons allow governments to engage with and understand an unprecedented range of ci@zens across space and @me

TOOL 10: BEST PRACTICE & KNOWLEDGE SHARING

eden strategy ins@tute | 24 Sources: DIY Toolkit hkp://diytoolkit.org/tools/theory-‐of-‐change/; Eden research and analysis

BEST PRACTICE AND KNOWLEDGE SHARING Best pracAce and knowledge sharing is a way to encourage new innovaAons by sharing, capturing, and learning from exisAng knowledge and pracAces. It builds on what has worked well to inform beher strategy, policy, and pracAce by offering and scaling up proven soluAons to policymakers. Expected Outcomes. To establish a department, process, channel, and culture for civil servants to access lessons from public service innovaAons.

Approach Descrip@on Good for

Knowledge/ professional network

A group of people of similar interest and experAse work together over an extended period in small groups

Publishing best pracAce papers Online sharing, open data

Knowledge Café Open, creaAve conversaAons in an informal environment on a common challenge or topic interest

Informal learning through dialogue Cross learning when inviAng officers from different agencies/ departments

Knowledge marketplace Matching a knowledge requirement with someone with the requisite experAse or experience

UAlizing exisAng resources and human experAse with parAcular skills

Retrospec@ve review Learning process from a post-‐project evaluaAon, covering what has and has not worked well, what needs improvement, and what should inform future programmes and policies

Capturing lessons learnt for planning future acAviAes ComparaAve learning across agencies and cross-‐country learning

Importance of Knowledge Management •  To sustain and scale exisAng innovaAons and learn from fellow

agencies, ministries, and countries in their approaches to public service innovaAon

•  To ensure that knowledge and best pracAces are shared and properly internalized amongst public officers for future programmes and policies

•  To insAtuAonalize good pracAces and maintain a momentum of improvement and evaluaAon for public sector processes

Educa@on and Learning

Considera@ons of Knowledge Management •  Risk of applying a “best pracAce” in another context

inappropriately, such as with wholesale transplantaAon or by deconstrucAng the incorrect essence or success factor

•  Simply following successful pracAces from elsewhere could inhibit internal creaAvity and buy-‐in

TOOL 11: THEORY OF CHANGE

eden strategy ins@tute | 25 Sources: Improvement and Development Agency UK; Eden research and analysis

THEORY OF CHANGE Theory of Change is a roadmap outlining the process to achieve policy goals. It firstly arAculates and connects each workstream work to a bigger goal, and maps out risks by arAculaAng assumpAons at each stage. Expected Outcomes. This puts into perspecAve individual contribuAons to the organizaAon’s larger goals, and aligns team member acAviAes and moAvaAons. It increases intrinsic moAvaAons to increase quality and efficiency of work, and standardizes the documentaAon of project outcomes for easy and systemaAc shared within and across agencies.

What is the problem you are trying to solve?

Who is your key audience?

What is your entry point to reaching your audience?

What steps are needed to bring about change?

What is the measurable effect of your work? Measurable effect 1 Measurable effect 2 …

What are the wider benefits of your work?

What is the long-‐term change you see as your goal?

Stakeholders Key Assump;ons

Considera@ons for Theory of Change •  The availability and quality of resources to

idenAfy measurable effects of work, and to monitor them effecAvely

•  The Ame required to train staff to use consistent language for this framework

Limita@ons of Theory of Change •  Long-‐term “change” might not be immediately

intuiAve to some organizaAons •  Requires discipline and investment to consistently

measure the impact of work

Educa@on and Learning

eden strategy institute | 26 Sources: The Human Experience Lab; Civil Service College; Eden research and analysis

The Human Experience Lab (THE Lab) and Civil Service College: Cross-‐agency sharing

POLICY CONTEXT

In order to heighten the level of innovaAon and learning , the Public Service Division of Singapore iniAated a specialized unit to coordinate innovaAve efforts

INNOVATION

Best prac&ce sharing across agencies. The Civil Service College uAlizes learnings from different agencies through knowledge sharing sessions and public service best pracAce forums. Sharing via mentors. Staff from THE Lab act as “design mentors” to help sharing across agencies and develop new policies and programmes

METRICS

•  Number of successful case studies or success stories shared across agencies •  Decrease in Ame required to do similar tasks from uAlizing techniques shared in cases

IMPACT

Cross-‐sharing pracAces ensure that core learnings from innovaAons are consolidated for future use and can be easily leveraged by different officers in the organizaAon and other agencies

Learnings from innova@ve prac@ces need to be systema@cally codified and shared across agencies and governments to scale ci@zen impact

Educa@on and Learning in Ac@on

Thank you!

eden strategy institute

Contacts: Calvin Chu Yee Ming, Partner Claudia Cheung, Strategy Analyst

Eden Strategy InsAtute T: +65 9751 5817 E: [email protected] www.edenstrategyinsAtute.com

Thank you

Transforming Public Service

Government & Nonprofit

Transcript of Transforming Public Service