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Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
Embedding Design in Local Government (short version)
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Embedding Design in Local Government (short version)

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  • 1. Embeddingdesign in localgovernment(Shorter version) Dr Andrea Siodmok Chief Designer Cornwall Council 7th Nov 2012 House of Lords
  • 2. With Europe’s support Cornwall has invested over £250min innovation infrastructure in the last three years makingit one of the most connected places in the world.
  • 3. Theimperative
  • 4. Designers are naturally optimistic and constantlydissatisfied. The many challenges we face in the nextdecade call for creativity, fresh thinking and pragmatism.
  • 5. St Ives from Tate Hopes & DreamsWorld leaders in Davos 2012 cited growing inequality asthe most important issue after the economy that needs St Austelladdressing.
  • 6. LooeThe economic crisis has caused a big rethink. The wickedproblems we face are hard to define, persistent andcontradictory and can require us to ask new questions.
  • 7. PenzanceCan less be more? How can the public sector cut costs by50% and still meet growing public expectations for choiceand quality? The solutions inevitably become more radical
  • 8. Lands EndDo we reconfigure existing services? Or create, reinvent,enable new peer-peer services like 21st century hitch Penzancehiking using digital technologies and social capital.
  • 9. Change isinevitable
  • 10. Shaped by Us...Making good ideas happen@shapecornwall
  • 11. Co-discovery is democratic. To start our challenge webuilt a post-it note wall so elected members could identifyone thing they would redesign to make Cornwall better.
  • 12. County HallThe post-its cost a few pounds and we have used the wallover and over again. It remained outside the councilchamber for a week for all staff and members to see.
  • 13. County HallEach post-it note had the name of the Council member andthe area they represent – 123 ideas from ‘Stop seagullsattacking rubbish’ to ‘Have a strategy for Cornwall’.
  • 14. Royal Cornwall ShowgroundDesign is positive. At our leadership conference 200 staffposted their ‘best public service experience’ on the wallbefore starting an Open Space Technology (OST) session.
  • 15. We work on the ground with local people, listening in newways and developing a ‘common sense’ of current needsand perceptions.
  • 16. We show up in unusual places confounding expectationsand in that moment engaging people in new ways.
  • 17. Making it fun, easy and satisfying to get involved.
  • 18. Our radical approach ignites peoples’ passion to make adifference. We ask unthinkable questions and allowaudacious ideas to be considered.
  • 19. And by getting everyone involved in contributing ideas,experience and knowledge through co-design techniqueswe turn self interest into shared interests.
  • 20. Mentors worked with communities to shape ideas andbuild realistic business plans, encouragingentrepreneurialism
  • 21. Our Community Innovation Awards at the Eden Projectgave a platform to local people. We created an Angel’sDen of experts who invested in the best proposals.
  • 22. Our innovationchallenge isacross theboard
  • 23. Thinking Room was created in April 2011 to develop nextgeneration public services following from Designs of theTime programme in Cornwall (www.dottcornwall.com)
  • 24. It is based at Cornwall Council but operates across theprivate, public and third sector to develop radical newthinking and approaches to Cornwall’s future.
  • 25. We use creative techniques and tools to workcollaboratively with citizens, professionals, designers andpolicy makers to develop new ideas.
  • 26. Because in our vision, people lead change and use theirlocal knowledge, networks, ingenuity and compassion todeeply understand how to create meaningful change.
  • 27. Finally we spend as much effort changing the system sothat radical becomes the normal way of working so ratherthan finding a quick fix we build a permanent fixture.
  • 28. 1. Inspire Change by sharing good ideas and practices A workshop for project managers with ‘props’ tackling a range of challenges, identifying and understanding how to remove inefficiencies and improve innovation.Thinking Room: Nov 2011
  • 29. Capacity building Thinking Room is not a lab or a space, it is an approach that we have been sharing throughout the council. It hasThinking Room practical methods and tools. @thinking_room
  • 30. Our approach is simple and our work often turnsconvention on its head by creating space and time todiscover real needs.
  • 31. What can design do?— Unearth where the real problem lies— Understand motives and latent needs in order to create the right incentives for behaviour change— Prototype, test, iterate and de-risk policy ideas— Create space to ‘think differently’ 80% of impact is determined in the design phase— Reduce cost of services by designing-in solutions
  • 32. Thanks to…Nesta / LGA Creative Councils programmeDott Cornwall partners: Design Council, Cornwall Council, TechnologyStrategy Board, University College FalmouthImages from FlickrSocial and Service Design teams:Sea CommunicationsThink PublicSomething from UsLeap Design for ChangeCognitive MediaTwoBoexCornwall Design* Views in this presentation my own based on experience in Dott Cornwall and CornwallCouncil developing Thinking Room & Shaped by Us @shapecornwall @thinking_room

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