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Pilot Project_Applying Design Thinking in Public Service Reengineering_2015

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Presentation, on behalf of Moldova eGovernment Center and MiLab (Moldova Innovation Lab - partnership between eGC and UNDP Moldova), on the first achievements, lesswons learned, challenges, planned redesign solutions etc., within the first project on Public Service Redesign based on Design Thinking approach. Service selected: Monthly Childcare Benefit. Service Provider: National House for Social Insurance.

Published in: Government & Nonprofit
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Pilot Project_Applying Design Thinking in Public Service Reengineering_2015

  1. 1. Co-creation in Public Service Redesign: new approaches to old problems International Donors’ Meeting Chisinau, Moldova, October 29, 2015 GOVERNMENT OF REPUBLIC OF MOLDOVA CORNELIA AMIHALACHIOAE Moldova eGovernment Center
  2. 2. RETHINKING CITIZENS & GOVERNMENT INTERACTION BOUNDARIES BETWEEN THE PUBLIC SECTOR AND OTHERS ARE BLURRING* RETHINK GOVERNMENT: SYNERGY SOCIAL AND DIGITAL INNOVATION *The Solution Revolution, Deloitte Consultancy, 2013. William D. Eggers and Paul Macmillan
  3. 3. E-TRANSFORMATION – SUPERSONIC AGENDA Governance e-Transformation: not an island of efficiency and innovation, but an engine to drive, enable, streamline other reform flows
  4. 4. MERGING PUBLIC SECTOR REFORMS • Technological Modernization • Public Service Reform • Social Innovation • Open Governance • Institutional Remapping • Civil Service Reform • Decentralization
  5. 5. REINVENTING THE GOVERNMENT Customer-oriented culture in the Public Administration Reengineer. Simplify. Unify. Interoperability (Data has to run, not people) Customer-DRIVEN culture. C0-CREATION
  6. 6. (eGov Center) Public authorities Development partners (UNDP Moldova) Private sector (Moldcell) Citizens Initiative Groups MOLDOVA INNOVATION LAB
  7. 7. Co-creation in Public Service Re-design Promoting social & digital innovation Applying citizens’ solutions MOLDOVA INNOVATION LAB IN GOVERNMENT
  8. 8. PUBLIC SERVICE: from being a burden and a headache to being a benefit and flawless process BURDEN BENEFIT PUBLIC SERVICE REDESIGN
  9. 9. DESIGN THINKING A human-centered approach to innovation integrating: • customers’ needs and receptiveness to these (empathy), • internal efficiency of the Provider, • possibilities of technologies, • focus on usability of final products.
  10. 10. 71 000 requests per year National House for Social Insurance and Territorial Offices opened to social and digital innovation Substantial burden for the Customer and the Provider Complexity of the Service Journey Possibility, and capacity to adjust rapidly and effectively the legal and normative framework Proper background for redesign and ICT use at different stages of the project Monthly Childcare Benefit CO-CREATION AS A MUST
  11. 11. - Mapping service journey as-is. Framing. - Empathy exercises for the civil servants/Provider - Observation on the service provision sites - Audio interviews with customers on site - Online survey with customers - Ideation sessions - Identification & validation of redesign solutions. - Design Scoping - Prototyping - Testing proto with customers and providers - Implementing gradually the redesign solutions RESEARCH, REALIZE, REDESIGN
  12. 12. PERSONAS 4 users profiles identified, both females and males, ensured and non-ensured, different scenarios, level of revenues, and access to the relevant infrastructure and information • Background of each user profile • Challenges faced during service request and provision • Resources consumed were a key detail • Emotional and attitudes mapping
  13. 13. HOW TO WORK WITH CUSTOMERS’ INSIGHTS 1. Research results examined & mapped 2. Empathizing exercises 3. Re-framing 4. Estimated vs. real areas of Customers’ frustration or satisfaction
  14. 14. HOW TO WORK WITH CUSTOMERS’ INSIGHTS 1. Willingness 2. Empathy 3. Openness to re-frame 4. Adjustment of organization regulatory framework
  15. 15. SERVICE JOURNEY: BEFORE AND AFTER
  16. 16. ACTUAL AND EXPECTED BENEFITS After the implementation of Stage 1 (first 5 redesign solutions): • availability of online application and request status’ tracking option • elimination of 3 flows on pre- and application stage for the ensured parents, and of 1 flow for non-ensured parents/applicants • elimination of 6 procedures in the back-office • exclusive use of electronic regime - 4 internal flows • optimization in terms of customers’ resources: 86% in online, 71% in offline scenarios • 45% decrease of the front-office administrative burden on territorial chambers in the first 2 years, and 69% decrease in the years 3-5 after redesign • 62% decrease of the back-office burden
  17. 17. CAPACITY TO DRIVE CHANGE THE BEST FRIEND AND WORST ENEMY OF INNOVATION IN GOVERNMENT IS THE GOVERNMENT ITSELF
  18. 18. WHAT DO WE NEED “CLIMBERS” CHAMPIONS • Synchronization of reform agendas • Institutional framework to fit Innovation Agendas • Capacity to uptake innovative technologies and approaches • Agility to capitalize on the existing eGov infrastructure • Political Will. Leadership • Donors community support and positive pressure • Bringing expertise from countries
  19. 19. GOVERNMENT OF REPUBLIC OF MOLDOVA Contact information: Moldova eGovernment Center www.egov.md E-mail: cornelia.amihalachioae@egov.md office@egov.md THANK YOU!

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