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Welcome to
Policy Lab
Autumn 2017 edition
Who are we?
Why Government Labs?
What we do
Working with us
Our approach
Our methods
Finding out more
Who are
Policy Lab?
Who are we?
We are a creative space based at the
Cabinet Office where policy teams
across Government can trial and test
new ways of working.
Through live projects we support
policy teams work with a range of
experts to build the skills and
knowledge they need to develop
policy in a more open, data-driven,
digital and user-centred way.
Who are we?
We were set up in 2014 as part of the
Civil Service Reform plan. Since then,
we have worked with over 5,000 civil
servants on over 20 major policies.
Our multi-award winning projects,
bespoke training and online materials
have increased the awareness of
cutting edge policy tools and
techniques across government.
Follow us @PolicyLabUK
Who are we?
We are a small team of policy-makers,
departmental secondees and subject
experts including: Dr Andrea Siodmok,
Beatrice Andrews, Kyna Gourley,
Pauline Carnet, Owen Wilkie, Rupert
Cryer, Vasant Chari, Naeema Malik,
Sanjan Sabherwal and Jasmine
Robinson. We work closely with the
Future Policy Network (pictured)
including GDS, Behavioural Insights
Team, GO Science and ONS.
Email us policylab@cabinetoffice.gov.uk
Who are we?
Data, design & data industry
experts
Departments
Secondees and alumni
Projects:
Home Office & Surrey and
Sussex Police; MoJ; HMRC &
DWP; DH & DWP; DfE; DFID;
DCLG; BEIS and DfT.
Lab sprints:
GO Science, DWP, NHS
England, MOJ, DEFRA, Civil
Service Learning, UKTI, BEIS
and Departmental Policy
Schools.
Uscreates, Innovation Unit,
LiveWork, Studio INTO, Nonon,
CurrentWorks, Made Open,
FutureGov, Involve, Superflux,
Strange Telemetry, Data Design
and So Mo.
Andy Kepster, Cat Drew, Teresa
Leitao, Helen Smith, Valentina
Lopez, Iban Benzal, Holly
McConnell, Professor Lucy
Kimbell and Laurence Grinyer.
Some of our projects
How can we
support people to
manage their
health conditions
& stay in work?
How can we
support victims of
crime in a digital
world?
How can we meet
the challenges of
an ageing
society?
How can we
prevent and help
people exit
homelessness?
How can we
improve the
experience of
tenants and
landlords?
How can we
create a vision for
the future of rail
with passengers
at its heart?
How can we
encourage
businesses to
provide better
childcare
solutions?
How can we
achieve £1trillion
exports by 2020?
How can we
increase the take-
up of free
childcare for 2
year olds?
How can we
encourage young
people to value
their National
Insurance Nos?
How can we
persuade people
to use mediation
services when
they separate?
How can we
prevent
absenteeism in
schools?
Department
for Transport
(DfT)
Department
for Business,
Energy and
Industrial
Strategy
(BEIS)
Department
for Education
(DfE)
Department
for Work and
Pensions
(DWP)
Ministry of
Justice
(MOJ)
Foreign and
Commonwealth
Office (FCO)
Department
for Exiting the
EU (DExEU)
Department
for
International
Development
(DFID)
Department for
Environment
and Rural
Affairs
(DEFRA)
Cabinet
Office
(CO)
70Whitehall
Ministry of
Defence
(MOD)
Department
of Health
(DH)
HM Treasury
(HMT)
Department
of Culture
Media and
Sport
(DCMS)
HM Revenue
and Customs
(HMRC)
Department
for
Communities
and Local
Government
(CLG)
Policy
Lab
Home Office
(HO)
Success
As a result of collaboration and new insights
our policy projects deliver better outcomes at
lower cost.
Our projects are being scaled and achieving
savings. The Police Digitisation project is
being rolled out across England & Wales,
saving £3.7m.
We have also reached many more through the
open policy-making toolkit, Policy Lab blog and
slideshare which altogether have had over
50,000 views.
Why
Government
Labs?
The 3 big Ds
Design
Digital
Data
Why design?
Design can:
• Save money. Understanding user
needs focuses our efforts on what
people need (not what they don’t);
prototyping spots errors early.
• Generate transformative ideas.
Reframing questions allow new ideas,
and creative techniques generate fresh
thinking.
• Create people-centred services.
User-centred design spends time with
real people understanding their needs
and designing services with them.
• Tackle complex problems. Design
works best on problems which require
action from multiple different people.
Why data?
Data science uses powerful computer
techniques to analyse traditional data sets
(like administration data or surveys) as
well as new ones (such as social media
data or digital data).
Algorithms work far quicker than humans,
meaning we can analyse huge amounts of
data quickly and find unexpected patterns
and insights
Why digital?
Digital technologies can help us reach out
to far more people to understand their
views and crowdsource ideas.
It can also provide much more efficient,
accessible and tailored services online.
Finally, providing digital services can
create digital data, which allows us to
understand how people are using them so
we can continue to improve them.
Purposeful Innovation
We help policy-makers to innovate. Our
goal is to deliver purposeful innovation.
Through a practical approach we help
teams identify new solutions that deliver
four key qualities (RISE):
• Responsive to the needs of citizen’s and
government.
• Inclusive and open in our approach and
outcomes.
• Systemic in our ambition, embracing
complexity and opportunities for collaboration.
• Effective in delivering significant measurable
impact and learning for the future.
We sit on the edge
We experiment with
new approaches here.
If they prove to be
valuable we bring them
into Government and
support their more
widespread use in
departments.
We open up policy-making
Transparency of information
Input of knowledge & experience
PublicClosed
Government
Expertise
Shared Expertise
Engagement in process
ParticipateInform
Accountability for outcomes
Government
responsibility
Shared
responsibility
We bring people together
Creating new forms of governance and system
stewardship to tackle complex intractable challenges
Additive Manufacturing
Quantum Computing
Maker Movement
Connected Home
Cyber Security
Internet of Things
(IOT)
Smart Cities
New Materials
Automation
Data
Democratisation
Artificial
Intelligence
Genomics
Precision
Medicine
Low carbon
economy
Nano technology
Augmented Reality
Flexible Manufacturing
Drones
Co-working spaces
Networked
Literacy
Virtual Reality
Data Science
Sensing Planet
Wearables
Consolidation
and Aggregation
Flexible working
Platform
Revolution
Citizens
Smart
Machines
Smart
Systems
Smart
Materials
Smart
Spaces
Data
Revolution
Machine Learning
Personal analytics
Commerce
in the
Cloud
Smart
Robots
Synthetic Biology
Agri-tech
Body Sensors
Smart Energy
Grids
P2P assets
Big Data
Bitcoin
We are future focused
Distributed Ledger
Technology (DLT)
Some of the emerging technologies
that could shape future services.
How can we make
it happen?
What happened?
Why did it
happen?
What will
happen?
We are evidence based
Prescriptive
Analytics
Descriptive
Analytics
Diagnostic
Analytics
Predictive
Analytics
Policy analytics ladder
Hindsight
The ability to understand
something only after it
has happened or
developed.
Insight
The capacity to
acquire an accurate
and deep
understanding of
something.
Foresight
The ability to predict
what will be needed
or what might
happen in the future.
Outsight
The capacity to
create an overview of
something beyond
the bounds of the
present combining
various external data.
What is
happening?
Investigative
Analytics
Oversight
The means to assess
something through
indicators, checks
and balances and
standard setting data.
Increasing volatility, uncertainty, complexity and ambiguity
Adapted from Gartner
We focus on impact
Service Design
Service re-design & alternative
delivery mechanisms
There is no efficiency ‘silver bullet.’ There are many levers
that need to be pulled to improve efficiency.
Organisational Design
Talent, Culture and Workforce
Services Systems
Markets & Competition
Technology, Data & Targeting
Markets
Front-line service
integration
Empowering users: Co-
production & co-design
Prevention / early
intervention
Reconfiguring services
Workforce capability &
leadership
Shared services
Sharing best practice
Organisational structures
Cost benchmarking
Intelligent outsourcing
New entry competition/
market creation
Strengthened incentives
Effective use of ICT
Channel shift
Effective use of data
Technological advances
Digital & Data design
Technology, Data & Targeting
Platforms
Hard budget constraints, pay controls and spending flexibility
Policy dynamics
The institutions of polity
The art of politics
The craft of policy
The science of management
The pragmatics of delivery
Styles of Govt intervention
Providing and commissioning services
Laws
Regulation
Funding, taxes, tariffs and subsidies
Procurement, purchasing and buying powers
Leading, influencing and informing
Stewardship
Large scale
intervention
Low level
intervention
Leader
Regulator
Funder
Provider
Steward
Customer
Legislator
Framing, piloting and
market forming
Acting in mature markets
and policy ecosystemsEarly stage intervention
Scaling, mainstreaming
and market building
Strategy and skills planning
Prepare for changing workforce
demands and consequences of
change.
Fiscal incentives
Direct finance to stimulate new
thinking that can drive future
opportunities.
Governance
Ensure regulation supports the
conditions for change and delivers
the policy intent.
Reformer
Establish legitimacy, harnessing
political will for change.
Educating and informing
Ensure regulation is sufficiently
agile and permissive to enable
innovation.
Grants and subsidies
Incentivise behaviour change
through grants or other incentives
Building regulatory
environment
Ensure regulation enables the
intended policy outcomes.
Service provider
Provide services directly or
indirectly through funding and
target setting.
Agenda setting
Build awareness and confidence in
new opportunities by providing
thought leadership
Innovator
Create test beds, sandboxes and
trials in real world settings.
Encourage voluntary codes
Self-regulation, without
legislating, allowing for greater
flexibility.
Early adopter
Explore, experiment and trial new
opportunities with strategic value.
Collaborating
Providing platforms for citizens to
protect vested rights and
interests.
Platform provision
Scale up proven ideas through
existing infrastructure and public
services.
Compliance
Support enforcement and
harmonise regulatory compliance
environment.
Choice architect
‘Nudging’ behaviour so that the
default is both attractive and easy.
Convening power
Applying government’s convening
power to draw together expertise.
Connecting networks
Fostering a nexus where
government, experts and citizens
can co-create change.
Champion
Build a case for change and
alliances for action.
Co-producing
Co-deliver by steering different
actors from across the system to
deliver outcomes.
Standard setting
Develop standards for data
collection and presentation.
Intelligent customer
Utilise public procurement to
encourage investment and
innovation.
Catalyst
Review, identify and prioritise key
opportunities with strategic value.
Consumer, and supply-chain,
protection
Protection of consumer rights and
upholding of standards.
White papers &
draft bills
Publish proposals for consultation
and pre-legislative scrutiny.
Primary and Secondary Law
Support a bill through parliament
and enact legislation
Green papers
Publish proposals for discussion
with stakeholders and the public.
Amend rules
Statutory Instruments: rules,
orders, created by delegated
authorities (e.g. Secretary of
State).
Styles of government intervention*
* Examples of different formal and informal powers and levers for government policy-makers
Government as a...
What is
our approach?
How do we work?
Diagnose
Policy Justification and framing
the challenge. Developing and
analysing the existing
evidence base.
Design
Establishing the policy
theory of change,
impact measures and
constraints
Develop
Generate and
appraise options
against design intent
Deliver
Prototyping
options, refining
measures and
planning
implementation
PURPOSE
Goals
How do we work?
Diagnose
Establish scope
& reframe
questions
Test and
refine shared ideas
and proposals
DeliverDesign
Generate insight
through big data
and user insight
Be open and collaborative
Generate fresh
ideas
Develop
Three levels of impact
New skills,
knowledge
& Tools
New
Solutions
Inspiring
Projects
Improved
Performance
Innovative
Policy
New
Thinking
1. Delivering new policy
solutions through inspiring
practical projects
2. Building the skills and
knowledge of the policy
profession and civil service
3. Inspiring new thinking and
innovations in policy through
our experiments and writing.
4 areas of work
Lab
Light
Lab
Experiments
Lab
Sprints
Lab
Demonstrators
Support for up to a
year to enable policy
teams to work in
new ways.
Wrap-around support
over a short intensive
period of time to
accelerate a project.
Short introductions to
using Lab tools and
techniques.
One-off trials of new
and emergent
techniques.
• Policy schools
• Awaydays
• Mental Health Social Impact Bond
(scoping workshop with stakeholders)
• Export Jam (idea generation with 200
businesses)
• Health & social care data (prototyping)
• Supporting victims of crime digitally
• Supporting people to manage their
health conditions at work
• Preventing homelessness
• Increasing uptake of free childcare for
2 year olds
• Supporting parents to stay in co-
parenting relationships
• Speculative design to explore the Future
of Rail and Ageing society
• Data visualisation of complex evidence
How do we work?
Diagnose DeliverDesign
Lab Light
Develop
Full demonstration projects
Lab sprints Lab sprints
Lab experiments Lab experiments Lab experiments Lab experiments
Lab sprints
Our methods
Our tools & techniques
Diagnose DeliverDiscover Develop
Policy canvas
Hopes & fears cards
Challenge setting
5 whys
Data discovery cards
Personas
User segmentation
User journeys
Desk research
Interviews
Data science
Evidence safari
Film ethnography
Service safaris
Crowdsourcing
Ideation sheets
Future speculations
Change cards
Role cards
Service blueprints
Desktop prototyping
Experience prototyping
Design ethnography
User journeys
Evidence safari
Ideas days or ‘jams’
Speculative design
Idea sketch sheets
‘Backstage’ policy levers
Our tools & techniques
SpecialistBasic
(or Lab in a day!)
Intermediate
User-insight
Data
Digital
Diagnosis
Idea
generation
Personas
User journeys
Service safaris
Photo-based interviews
Design ethnography
Film ethnography
Data discovery cards
Google trends
visual.ons.gov.uk
Online data visualisation tools,
e.g. RAW, Dataseed
Machine learning, predictive
modeling,
clustering/segmentation
Reading twitter/online fora
Posing questions on online
fora
Online questionnaires e.g.
Survey monkey
Online crowdsourcing
platforms
Online engagement tools
A/B testing
Ask ‘why?’ five times to get to
the root cause
Challenge setting
Hopes & fears cards
Policy canvas
Metric sheet
Evidence safari
Change cards
Brainstorming
Idea sketch sheets
Speculative designPolicy Jams or ideas days
What if…
Policy blueprints
Policy intervention cards
Hopes & fears cards
We use images at the
beginning of a project to get
people using a different side of
their brain, and to pick ones
that visually represent a hope
they have for the project or a
fear. It’s a good way to
understand the motivations of
different people in the room
right from the start.
Challenge setting
Challenge setting is our way of
finding the right question to
answer. It takes many
iterations!! By asking why five
times, we can get to the route
causes of the issue. And by
asking ‘how can we?’ (as
opposed to ‘how can I?’ we
open up possibilities to a wider
set of ideas which require
more than one department.
Personas
Personas are real or
hypothetical descriptions of
people who might be
experiencing the policy or
service. They help us to
empathise with people, think
about their needs and design
policy that fits them. We use
evidence to develop them and
do a segmentation to avoid
them becoming stereotypes.
Personas
Personas are real or
hypothetical descriptions of
people who might be
experiencing the policy or
service. They help us to
empathise with people, think
about their needs and design
policy that fits them. We use
evidence to develop them and
do a segmentation to avoid
them becoming stereotypes.
Journey mapping
‘User Journeys’ are a step by
step map showing how people
interact with services.
They can identify the highs and
lows and therefore what
aspects new ideas can build on
or improve.
Ethnography
‘Design ethnography’ is the
study of people and behaviours
from their point of view.
Building insight and ideas by
shadowing users or spending
time with them and discussing
their lived experience in real
life contexts. Films and photos
can be extremely powerful in
creating empathy and
generating ideas.
Data science
Through data science we can
identify new knowledge,
patterns and insights gained
from large volumes of data. We
can use new forms of real-time,
digital data. Data visualisations
like this Sankey diagram
allows non-analysts to spot
patterns and trends. And
powerful clustering techniques
can segment groups far faster
than any human can.
Evidence safari
An evidence safari is a
technique we use to get groups
of people to explore large
amounts of data quickly, spot
gaps and build insight from
which to generate ideas. Here,
we are using evidence in the
form of charts and graphs,
but also humanised into
persona stories that people can
relate to.
Idea sketch sheets
We use creative methods to
help people come up with new
ideas. Sketching can help share
germs of ideas during co-
design sessions with
stakeholders.
Open ideas days
Policy Jams and open ideas
days help engage wider
stakeholders with policy areas
and co-develop ideas. They
often start by exploring
evidence or asking
stakeholders to share their
experiences, and then generate
ideas as a result.
Speculative design
Speculative design imagines
possible (rather than probably
or predictable) futures and
then creates an object or image
from them. This tangible
‘thing’ allows to engage the
public in a debate about
whether we not we want that
type of future, and what we
would need to do to get there
(or avoid it). Research before
situations exist.
Service blueprints
‘Service blueprints’ and ‘Value
maps’ can help show the
relationship between different
parts of the system now and in
the future. We have adapted
these for Government so they
map out how a user
experiences a policy, as well as
the specifically Government
functions (legislation,
regulation, funding) make this
happen.
Service blueprints
‘Service blueprints’ and ‘Value
maps’ can help show the
relationship between different
parts of the system now and in
the future. We have adapted
these for Government so they
map out how a user
experiences a policy, as well as
the specifically Government
functions (legislation,
regulation, funding) make this
happen.
Prototyping
An early model or mock-up
built to test a concept, so it can
be replicated or learned from.
Prototypes help quickly build
a service or policy idea to test
assumptions. These can be
made out of paper (like this
online crime reporting tool) or
tried out in real situations.
Finding out
more
Commissioning Lab
We are always open to enquiries for new
projects. We offer a quick overview of
Policy Lab and an opportunity to work up a
project idea in an introductory workshop for
policy teams who may be interested in
running a lab project.
For more information contact:
policylab@cabinetoffice.gov.uk
Or read our guide to commissioning Policy
Lab.
Further information
We blog all the time here
And we put all of our tools on the Open
Policy Making toolkit here
Check out our latest videos from Lab:
Cat Drew shares her insights on design
and data in her TEDx talk .
Head of Lab, Andrea Siodmok speaks at
the RSA about the role of design thinking
in Government.
Further information
International visits
and visitors
Senior Whitehall Group
Presentation by Geoff Mulgan I-
teams report (pictured).
International workshops and
speeches:
Global Lab Leaders (Toronto,
Marseille)
Keynote speeches (Sweden,
Australia, New Zealand)
OECD change (Paris)
SEE (Brussels)
Visitors:
Australia, Canada, Estonia, Israel,
New Zealand, UAE, US, China and
Japan.
Further information
We know this is a long powerpoint but if
you are still interested in finding out more
here is some more in depth reading:
Our former research fellow Lucy Kimbell
produced this booklet called Discovering
Policy Lab.
The RSA Journal article on Policy Lab
called ‘Designer Policies’

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Introduction to the UK Policy Lab

  • 2. Who are we? Why Government Labs? What we do Working with us Our approach Our methods Finding out more
  • 4. Who are we? We are a creative space based at the Cabinet Office where policy teams across Government can trial and test new ways of working. Through live projects we support policy teams work with a range of experts to build the skills and knowledge they need to develop policy in a more open, data-driven, digital and user-centred way.
  • 5. Who are we? We were set up in 2014 as part of the Civil Service Reform plan. Since then, we have worked with over 5,000 civil servants on over 20 major policies. Our multi-award winning projects, bespoke training and online materials have increased the awareness of cutting edge policy tools and techniques across government. Follow us @PolicyLabUK
  • 6. Who are we? We are a small team of policy-makers, departmental secondees and subject experts including: Dr Andrea Siodmok, Beatrice Andrews, Kyna Gourley, Pauline Carnet, Owen Wilkie, Rupert Cryer, Vasant Chari, Naeema Malik, Sanjan Sabherwal and Jasmine Robinson. We work closely with the Future Policy Network (pictured) including GDS, Behavioural Insights Team, GO Science and ONS. Email us policylab@cabinetoffice.gov.uk
  • 7. Who are we? Data, design & data industry experts Departments Secondees and alumni Projects: Home Office & Surrey and Sussex Police; MoJ; HMRC & DWP; DH & DWP; DfE; DFID; DCLG; BEIS and DfT. Lab sprints: GO Science, DWP, NHS England, MOJ, DEFRA, Civil Service Learning, UKTI, BEIS and Departmental Policy Schools. Uscreates, Innovation Unit, LiveWork, Studio INTO, Nonon, CurrentWorks, Made Open, FutureGov, Involve, Superflux, Strange Telemetry, Data Design and So Mo. Andy Kepster, Cat Drew, Teresa Leitao, Helen Smith, Valentina Lopez, Iban Benzal, Holly McConnell, Professor Lucy Kimbell and Laurence Grinyer.
  • 8. Some of our projects How can we support people to manage their health conditions & stay in work? How can we support victims of crime in a digital world? How can we meet the challenges of an ageing society? How can we prevent and help people exit homelessness? How can we improve the experience of tenants and landlords? How can we create a vision for the future of rail with passengers at its heart? How can we encourage businesses to provide better childcare solutions? How can we achieve £1trillion exports by 2020? How can we increase the take- up of free childcare for 2 year olds? How can we encourage young people to value their National Insurance Nos? How can we persuade people to use mediation services when they separate? How can we prevent absenteeism in schools?
  • 9. Department for Transport (DfT) Department for Business, Energy and Industrial Strategy (BEIS) Department for Education (DfE) Department for Work and Pensions (DWP) Ministry of Justice (MOJ) Foreign and Commonwealth Office (FCO) Department for Exiting the EU (DExEU) Department for International Development (DFID) Department for Environment and Rural Affairs (DEFRA) Cabinet Office (CO) 70Whitehall Ministry of Defence (MOD) Department of Health (DH) HM Treasury (HMT) Department of Culture Media and Sport (DCMS) HM Revenue and Customs (HMRC) Department for Communities and Local Government (CLG) Policy Lab Home Office (HO)
  • 10. Success As a result of collaboration and new insights our policy projects deliver better outcomes at lower cost. Our projects are being scaled and achieving savings. The Police Digitisation project is being rolled out across England & Wales, saving £3.7m. We have also reached many more through the open policy-making toolkit, Policy Lab blog and slideshare which altogether have had over 50,000 views.
  • 12. The 3 big Ds Design Digital Data
  • 13. Why design? Design can: • Save money. Understanding user needs focuses our efforts on what people need (not what they don’t); prototyping spots errors early. • Generate transformative ideas. Reframing questions allow new ideas, and creative techniques generate fresh thinking. • Create people-centred services. User-centred design spends time with real people understanding their needs and designing services with them. • Tackle complex problems. Design works best on problems which require action from multiple different people.
  • 14. Why data? Data science uses powerful computer techniques to analyse traditional data sets (like administration data or surveys) as well as new ones (such as social media data or digital data). Algorithms work far quicker than humans, meaning we can analyse huge amounts of data quickly and find unexpected patterns and insights
  • 15. Why digital? Digital technologies can help us reach out to far more people to understand their views and crowdsource ideas. It can also provide much more efficient, accessible and tailored services online. Finally, providing digital services can create digital data, which allows us to understand how people are using them so we can continue to improve them.
  • 16. Purposeful Innovation We help policy-makers to innovate. Our goal is to deliver purposeful innovation. Through a practical approach we help teams identify new solutions that deliver four key qualities (RISE): • Responsive to the needs of citizen’s and government. • Inclusive and open in our approach and outcomes. • Systemic in our ambition, embracing complexity and opportunities for collaboration. • Effective in delivering significant measurable impact and learning for the future.
  • 17. We sit on the edge We experiment with new approaches here. If they prove to be valuable we bring them into Government and support their more widespread use in departments.
  • 18. We open up policy-making Transparency of information Input of knowledge & experience PublicClosed Government Expertise Shared Expertise Engagement in process ParticipateInform Accountability for outcomes Government responsibility Shared responsibility
  • 19. We bring people together Creating new forms of governance and system stewardship to tackle complex intractable challenges
  • 20. Additive Manufacturing Quantum Computing Maker Movement Connected Home Cyber Security Internet of Things (IOT) Smart Cities New Materials Automation Data Democratisation Artificial Intelligence Genomics Precision Medicine Low carbon economy Nano technology Augmented Reality Flexible Manufacturing Drones Co-working spaces Networked Literacy Virtual Reality Data Science Sensing Planet Wearables Consolidation and Aggregation Flexible working Platform Revolution Citizens Smart Machines Smart Systems Smart Materials Smart Spaces Data Revolution Machine Learning Personal analytics Commerce in the Cloud Smart Robots Synthetic Biology Agri-tech Body Sensors Smart Energy Grids P2P assets Big Data Bitcoin We are future focused Distributed Ledger Technology (DLT) Some of the emerging technologies that could shape future services.
  • 21. How can we make it happen? What happened? Why did it happen? What will happen? We are evidence based Prescriptive Analytics Descriptive Analytics Diagnostic Analytics Predictive Analytics Policy analytics ladder Hindsight The ability to understand something only after it has happened or developed. Insight The capacity to acquire an accurate and deep understanding of something. Foresight The ability to predict what will be needed or what might happen in the future. Outsight The capacity to create an overview of something beyond the bounds of the present combining various external data. What is happening? Investigative Analytics Oversight The means to assess something through indicators, checks and balances and standard setting data. Increasing volatility, uncertainty, complexity and ambiguity Adapted from Gartner
  • 22. We focus on impact Service Design Service re-design & alternative delivery mechanisms There is no efficiency ‘silver bullet.’ There are many levers that need to be pulled to improve efficiency. Organisational Design Talent, Culture and Workforce Services Systems Markets & Competition Technology, Data & Targeting Markets Front-line service integration Empowering users: Co- production & co-design Prevention / early intervention Reconfiguring services Workforce capability & leadership Shared services Sharing best practice Organisational structures Cost benchmarking Intelligent outsourcing New entry competition/ market creation Strengthened incentives Effective use of ICT Channel shift Effective use of data Technological advances Digital & Data design Technology, Data & Targeting Platforms Hard budget constraints, pay controls and spending flexibility
  • 23. Policy dynamics The institutions of polity The art of politics The craft of policy The science of management The pragmatics of delivery
  • 24. Styles of Govt intervention Providing and commissioning services Laws Regulation Funding, taxes, tariffs and subsidies Procurement, purchasing and buying powers Leading, influencing and informing Stewardship Large scale intervention Low level intervention
  • 25. Leader Regulator Funder Provider Steward Customer Legislator Framing, piloting and market forming Acting in mature markets and policy ecosystemsEarly stage intervention Scaling, mainstreaming and market building Strategy and skills planning Prepare for changing workforce demands and consequences of change. Fiscal incentives Direct finance to stimulate new thinking that can drive future opportunities. Governance Ensure regulation supports the conditions for change and delivers the policy intent. Reformer Establish legitimacy, harnessing political will for change. Educating and informing Ensure regulation is sufficiently agile and permissive to enable innovation. Grants and subsidies Incentivise behaviour change through grants or other incentives Building regulatory environment Ensure regulation enables the intended policy outcomes. Service provider Provide services directly or indirectly through funding and target setting. Agenda setting Build awareness and confidence in new opportunities by providing thought leadership Innovator Create test beds, sandboxes and trials in real world settings. Encourage voluntary codes Self-regulation, without legislating, allowing for greater flexibility. Early adopter Explore, experiment and trial new opportunities with strategic value. Collaborating Providing platforms for citizens to protect vested rights and interests. Platform provision Scale up proven ideas through existing infrastructure and public services. Compliance Support enforcement and harmonise regulatory compliance environment. Choice architect ‘Nudging’ behaviour so that the default is both attractive and easy. Convening power Applying government’s convening power to draw together expertise. Connecting networks Fostering a nexus where government, experts and citizens can co-create change. Champion Build a case for change and alliances for action. Co-producing Co-deliver by steering different actors from across the system to deliver outcomes. Standard setting Develop standards for data collection and presentation. Intelligent customer Utilise public procurement to encourage investment and innovation. Catalyst Review, identify and prioritise key opportunities with strategic value. Consumer, and supply-chain, protection Protection of consumer rights and upholding of standards. White papers & draft bills Publish proposals for consultation and pre-legislative scrutiny. Primary and Secondary Law Support a bill through parliament and enact legislation Green papers Publish proposals for discussion with stakeholders and the public. Amend rules Statutory Instruments: rules, orders, created by delegated authorities (e.g. Secretary of State). Styles of government intervention* * Examples of different formal and informal powers and levers for government policy-makers Government as a...
  • 27. How do we work?
  • 28. Diagnose Policy Justification and framing the challenge. Developing and analysing the existing evidence base. Design Establishing the policy theory of change, impact measures and constraints Develop Generate and appraise options against design intent Deliver Prototyping options, refining measures and planning implementation PURPOSE Goals
  • 29. How do we work? Diagnose Establish scope & reframe questions Test and refine shared ideas and proposals DeliverDesign Generate insight through big data and user insight Be open and collaborative Generate fresh ideas Develop
  • 30. Three levels of impact New skills, knowledge & Tools New Solutions Inspiring Projects Improved Performance Innovative Policy New Thinking 1. Delivering new policy solutions through inspiring practical projects 2. Building the skills and knowledge of the policy profession and civil service 3. Inspiring new thinking and innovations in policy through our experiments and writing.
  • 31. 4 areas of work Lab Light Lab Experiments Lab Sprints Lab Demonstrators Support for up to a year to enable policy teams to work in new ways. Wrap-around support over a short intensive period of time to accelerate a project. Short introductions to using Lab tools and techniques. One-off trials of new and emergent techniques. • Policy schools • Awaydays • Mental Health Social Impact Bond (scoping workshop with stakeholders) • Export Jam (idea generation with 200 businesses) • Health & social care data (prototyping) • Supporting victims of crime digitally • Supporting people to manage their health conditions at work • Preventing homelessness • Increasing uptake of free childcare for 2 year olds • Supporting parents to stay in co- parenting relationships • Speculative design to explore the Future of Rail and Ageing society • Data visualisation of complex evidence
  • 32. How do we work? Diagnose DeliverDesign Lab Light Develop Full demonstration projects Lab sprints Lab sprints Lab experiments Lab experiments Lab experiments Lab experiments Lab sprints
  • 34. Our tools & techniques Diagnose DeliverDiscover Develop Policy canvas Hopes & fears cards Challenge setting 5 whys Data discovery cards Personas User segmentation User journeys Desk research Interviews Data science Evidence safari Film ethnography Service safaris Crowdsourcing Ideation sheets Future speculations Change cards Role cards Service blueprints Desktop prototyping Experience prototyping Design ethnography User journeys Evidence safari Ideas days or ‘jams’ Speculative design Idea sketch sheets ‘Backstage’ policy levers
  • 35. Our tools & techniques SpecialistBasic (or Lab in a day!) Intermediate User-insight Data Digital Diagnosis Idea generation Personas User journeys Service safaris Photo-based interviews Design ethnography Film ethnography Data discovery cards Google trends visual.ons.gov.uk Online data visualisation tools, e.g. RAW, Dataseed Machine learning, predictive modeling, clustering/segmentation Reading twitter/online fora Posing questions on online fora Online questionnaires e.g. Survey monkey Online crowdsourcing platforms Online engagement tools A/B testing Ask ‘why?’ five times to get to the root cause Challenge setting Hopes & fears cards Policy canvas Metric sheet Evidence safari Change cards Brainstorming Idea sketch sheets Speculative designPolicy Jams or ideas days What if… Policy blueprints Policy intervention cards
  • 36. Hopes & fears cards We use images at the beginning of a project to get people using a different side of their brain, and to pick ones that visually represent a hope they have for the project or a fear. It’s a good way to understand the motivations of different people in the room right from the start.
  • 37. Challenge setting Challenge setting is our way of finding the right question to answer. It takes many iterations!! By asking why five times, we can get to the route causes of the issue. And by asking ‘how can we?’ (as opposed to ‘how can I?’ we open up possibilities to a wider set of ideas which require more than one department.
  • 38. Personas Personas are real or hypothetical descriptions of people who might be experiencing the policy or service. They help us to empathise with people, think about their needs and design policy that fits them. We use evidence to develop them and do a segmentation to avoid them becoming stereotypes.
  • 39. Personas Personas are real or hypothetical descriptions of people who might be experiencing the policy or service. They help us to empathise with people, think about their needs and design policy that fits them. We use evidence to develop them and do a segmentation to avoid them becoming stereotypes.
  • 40. Journey mapping ‘User Journeys’ are a step by step map showing how people interact with services. They can identify the highs and lows and therefore what aspects new ideas can build on or improve.
  • 41. Ethnography ‘Design ethnography’ is the study of people and behaviours from their point of view. Building insight and ideas by shadowing users or spending time with them and discussing their lived experience in real life contexts. Films and photos can be extremely powerful in creating empathy and generating ideas.
  • 42. Data science Through data science we can identify new knowledge, patterns and insights gained from large volumes of data. We can use new forms of real-time, digital data. Data visualisations like this Sankey diagram allows non-analysts to spot patterns and trends. And powerful clustering techniques can segment groups far faster than any human can.
  • 43. Evidence safari An evidence safari is a technique we use to get groups of people to explore large amounts of data quickly, spot gaps and build insight from which to generate ideas. Here, we are using evidence in the form of charts and graphs, but also humanised into persona stories that people can relate to.
  • 44. Idea sketch sheets We use creative methods to help people come up with new ideas. Sketching can help share germs of ideas during co- design sessions with stakeholders.
  • 45. Open ideas days Policy Jams and open ideas days help engage wider stakeholders with policy areas and co-develop ideas. They often start by exploring evidence or asking stakeholders to share their experiences, and then generate ideas as a result.
  • 46. Speculative design Speculative design imagines possible (rather than probably or predictable) futures and then creates an object or image from them. This tangible ‘thing’ allows to engage the public in a debate about whether we not we want that type of future, and what we would need to do to get there (or avoid it). Research before situations exist.
  • 47. Service blueprints ‘Service blueprints’ and ‘Value maps’ can help show the relationship between different parts of the system now and in the future. We have adapted these for Government so they map out how a user experiences a policy, as well as the specifically Government functions (legislation, regulation, funding) make this happen.
  • 48. Service blueprints ‘Service blueprints’ and ‘Value maps’ can help show the relationship between different parts of the system now and in the future. We have adapted these for Government so they map out how a user experiences a policy, as well as the specifically Government functions (legislation, regulation, funding) make this happen.
  • 49. Prototyping An early model or mock-up built to test a concept, so it can be replicated or learned from. Prototypes help quickly build a service or policy idea to test assumptions. These can be made out of paper (like this online crime reporting tool) or tried out in real situations.
  • 51. Commissioning Lab We are always open to enquiries for new projects. We offer a quick overview of Policy Lab and an opportunity to work up a project idea in an introductory workshop for policy teams who may be interested in running a lab project. For more information contact: policylab@cabinetoffice.gov.uk Or read our guide to commissioning Policy Lab.
  • 52. Further information We blog all the time here And we put all of our tools on the Open Policy Making toolkit here
  • 53. Check out our latest videos from Lab: Cat Drew shares her insights on design and data in her TEDx talk . Head of Lab, Andrea Siodmok speaks at the RSA about the role of design thinking in Government. Further information
  • 54. International visits and visitors Senior Whitehall Group Presentation by Geoff Mulgan I- teams report (pictured). International workshops and speeches: Global Lab Leaders (Toronto, Marseille) Keynote speeches (Sweden, Australia, New Zealand) OECD change (Paris) SEE (Brussels) Visitors: Australia, Canada, Estonia, Israel, New Zealand, UAE, US, China and Japan.
  • 55. Further information We know this is a long powerpoint but if you are still interested in finding out more here is some more in depth reading: Our former research fellow Lucy Kimbell produced this booklet called Discovering Policy Lab. The RSA Journal article on Policy Lab called ‘Designer Policies’