Tag Archives: improvement

More, better, faster: the potential of service design to transform public services

Posted on by

Découverte

For government at all levels – national, regional and local – the year ahead promises even greater challenges.  The need to provide more, better and faster services, using fewer resources, while responding to unprecedented levels of technological, demographic, and social change is greater than ever.

Increasingly, public sector organisations are taking an interest in the concept of service design as a means of responding to these challenges and developing better public services.

In this blog post, we provide an overview of service design and consider how it can contribute to public service innovation.

What is ‘service design’? 

Initially a private sector concept, ‘service design’ is an innovative approach that has successfully been applied to the public sector in order to ‘do more with less’.

The Service Design Network defines it as:

“the activity of planning and organising people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between service provider and customers”

Some of service design’s key principles include:

  • the creation of services that are useful, useable, desirable, efficient, and effective;
  • the use of a human-centred approach that focuses on customer experience and the quality of the service encounter;
  •  the use of a holistic approach that considers in an integrated way strategic, system, process, and ‘touch-point’ (customer interaction) design decisions;
  • an implicit assumption of co-crafting services with users (e.g. co-production).

Approaching service design in this manner has a number of advantages, including improved knowledge of user requirements, lower development costs, improved service experience, and improved user satisfaction.

Indeed, in 2012, the UK Design Council has estimated that for every £1 invested in the design of innovative services, their public sector clients have achieved more than £26 of social return.

Service design in the public sector

How should service design be applied within the public sector?

A report by the Service Design Network, drawing on research by public service designers around the world, identified five areas of the public sector that are particularly relevant for service design:

  • policy making
  • cultural and organisational change
  • training and capacity building
  • citizen engagement
  • digitisation

The report presents a number of examples of the successful application of service design in the public sector.  Two such examples are highlighted below.

Case study: Transforming mental health services in Lambeth

The London borough of Lambeth was under pressure to cut mental health budgets by more than 20%, at the same time as experiencing double the average rate of prevalence of mental health issues in England. In response, it employed a service design approach to transform its model of care for people suffering mental health problems.

The transformation was achieved over several years. Lambeth incorporated the use of service design by introducing a social networking site called Connect&Do, employing in-house service designers and prototyping new services through a multi-agency hub for community-based wellbeing.

These have all contributed to making Lambeth an award-winning pioneer in participation and innovative, collaborative commissioning.

Case study: Transforming services for vulnerable people in Brent

Brent Council worked with a design partner to support the review of three areas: employment support and welfare reform; housing for vulnerable people; and regeneration.

The council also wanted to strengthen its internal capacity by developing an innovation hub and training a cohort of managers and officers in service design methods.

Three reviews were conducted in parallel by a multidisciplinary team of designers, researchers and managers. They conducted extensive research, including ethnographic interviews, observations, focus groups, pop-up community events, expert interviews, data analysis and visualisation. At key points, the teams came together to share insights and critique each other’s work as they progressed from research into idea-generation and prototyping.

The new innovation hub aimed to build staff capability, hold idea-generation events and provide an accepting environment for rule-breaking experimentation. It also included leadership development for innovation through specialist guidance of the senior management team.

Thinking outside the box

Service design encourages people to get alternative perspectives and develop creative solutions that go beyond their usual comfort zones. By doing so, it has the potential to positively transform public sector service delivery and improve efficiency. In effect, service design is all about viewing things from a different angle, which – as Albert Einstein observed – can often open up new possibilities:

“The significant problems we have cannot be solved at the same level of thinking with which we created them”

If you found this article interesting, you may also like to read our previous blog on service design.

Follow us on Twitter to see what developments in public and social policy are interesting our research team. 

From failure to improvement: how public services can turn themselves around

Posted on by

Abhacken

A new report on the instructive role of failure has been published this summer by the Institute for Government.

Failing Well describes the experiences of four previously failing public services organisations which managed to turn their services around.

Introducing the report, the authors highlight what failure means for public services.

“Failure matters because failure happens. The constellation of organisations that constitute public services in the UK is inherently complex and therefore at permanent risk of failure. This risk, while longstanding, is particularly acute at present. Service providers remain under pressure to cut costs and reconfigure the way services are delivered.”

In addition, structural changes to the ways services are being delivered – a push towards more decentralised and autonomous models of public services – can heighten the risk of failure.

And the authors note that the impacts of failure in the context of public services can be serious:

  • unacceptable standards of service provision
  • harm to service users
  • disruption to service provision
  • discontinuation of the service entirely

Doncaster Council

Four case studies in the report illustrate the different ways in which identified failings in a public sector organisation can lead to changes for the better.

In 2010, a corporate governance inspection by the Audit Commission reported that Doncaster Metropolitan Borough Council:

“does not do enough to meet the needs of its most vulnerable people, does not safeguard children, and has not been good at helping vulnerable people find a home.”

In short, the commission described Doncaster Council as “a well-known failure”.

In the light of this damning assessment, the Communities Secretary appointed a new chief executive and a team of commissioners to oversee a turnaround at the council. As Failing Well’s authors note, the move by central government to impose its will on local government in direct opposition to democratically elected councillors was an extraordinary step. One of the lessons from Doncaster’s case is that earlier forms of support may prevent such interventions before a public service reaches the point of serious failure.

The report goes on to describe the improvement plan for Doncaster Council agreed by the new commissioners, covering areas such as corporate issues, health and caring. At the same time, the commissioners sought to repair breakdowns in personal relationships at the council that were partly responsible for the problems in running the organisation. By 2014, confidence in the governance of Doncaster Council was restored, and the commissioners were withdrawn ahead of schedule.

West Sussex Children’s Services

Another case study in Failing Well describes the traumatic impact a poor Ofsted assessment had on West Sussex County Council’s Children’s Services, particularly concerning recruitment and retention. But the labelling of failure also proved to be pivotal in bringing problems into the open and stimulating action.  Children’s Services presented its own improvement plan, with progress measured by the council’s Improvement Board. Subsequent Ofsted assessments demonstrated that the journey from failure to improvement was under way.

Lessons from failure

The case studies from Doncaster and West Sussex, along with those from a school and an NHS foundation trust, highlight the different pressures faced by a range of public service organisations. But the authors found some common lessons emerging from these different stories:

  • Peer-to-peer support provides opportunities for earlier intervention – but it needs a trigger.
  • Interventions may not need to remain in place until the turnaround is complete.
  • Insularity is often a characteristic of failing organisations.
  • Responses to failure can be over-reliant on structural reforms.
  • Creating an open, no-blame culture helps to protect against future risk of failure.
  • There is scope for more sector-wide learning from failure.
  • Failure can appear to get worse before it gets better.
  • Turnarounds should set the foundation for long-term improvement, as well as dealing with immediate problems.

The authors warn against an over-reliance on blame, suggesting that this can forestall attempts to understand why failure arose. And they conclude that cultural reform is key to responding to failure:

“In all of the case studies, turnarounds were to some extent predicated on the adoption of new cultures and ways of working…Open, blame-free cultures, where staff are actively encouraged to flag risks or concerns about standards of provision, allow organisations to prevent further failure and encourage reflection when failure does occur.”

Previous blog posts on the the subject of public sector services include:

The changing landscape of planning: views from the Scottish Planning and Environmental Law Conference 2015

Posted on by

The Scottish Planning and Environmental Law Journal (SPEL) held its annual conference in Edinburgh on 17th September. This year’s theme was “the changing landscape of planning”.

Rebecca Jackson, 2015

Photo: Rebecca Jackson

The death of strategic planning?

The keynote speech of this year’s conference was delivered by Professor Greg Lloyd, Emeritus Professor of Urban Planning, Ulster University. He outlined a concept of ‘landscapes of planning’, taking delegates on a whistle-stop tour of what he viewed as the four landscapes of modern planning: post WWII; post 1979; post 1997; and post 2011.

This reflected a journey from post-war social democratic principles, to immature new liberalism under Thatcher, to a third way synthesis under Blairite Labour and what he described as ‘pure unadulterated Neoliberalism’ post-recession.

Professor Lloyd argued that we will soon be transitioning into a fifth landscape which may see the ‘de-coupling of capitalism and democracy’; as the state becomes smaller and more interested in pursuing private rather than public interest (he specifically referenced books by Mason, 2015 and Streck, 2014).

He emphasised the need for planners to be aware of these transitions and for the profession to attempt to remove itself from the current path dependent, money driven culture. Otherwise it would result, he argued, in “reactionary, short term planning; the death of strategic planning and the rise of the know nothing school.”

Unconventional gas … a need to build public trust

The second topic of the morning was a discussion about planning’s future relationship with energy, particularly unconventional gas. Public controversy in the UK over fracking has received considerable news coverage in the last few months. The Scottish Government also announced in January a moratorium on granting planning consents for unconventional oil and gas developments, including fracking, while further research and a public consultation are carried out.

Tom Pickering from INEOS Upstream presented on INEOS specific practices, while Sandy Telfer, DLA Piper Scotland, discussed the impact of increased regulation on the contamination of water supply at shale drilling sites in Pennsylvania.

The key thing to come out of these presentations, and the questions from the floor which followed, was the emphasis on education and making information accessible to members of the public to gain their trust on the subject of fracking and horizontal drilling.

Rebecca Jackson, 2015

Photo: Rebecca Jackson

Linking community and spatial planning …”it’s not rocket science”

Following a quick coffee break the next session was delivered by Nick Wright, Principal, Nick Wright Planning and Karl Doroszenko, development planning and regeneration manager at East Ayrshire Council. They spoke on community planning and spatial planning in Scotland and how it should, and can, work effectively to deliver better services for communities.

Nick Wright gave an update on research by the RTPI on the benefit of linking spatial and community planning. This was followed by Karl Doroszenko who spoke about the experience of East Ayrshire Council and the creation of their community planning partnership.

The presentations provided a useful insight for delegates, particularly planners, as to how they could integrate shared planning into their practices. Karl spoke at length about cooperation and the benefit this had on delivering services for the local community in East Ayrshire.

Just before lunch there was the first round up of Planning Case Law delivered by Maurice O’Carroll, Advocate at Terra Firma Chambers.

Priorities and game changers in the next parliament … “planners have an important role to play”

The afternoon session began with Stefano Smith, Vice Convenor of RTPI Scotland, looking at priorities and game changers in the next Parliament. He spoke of the need for planners to discuss and engage with the 2016 election in Scotland. It is planners themselves who need to take responsibility for promoting the importance of planners and planning in order to generate public discussion about the planning system.

He identified 7 key themes which the RTPI believe should shape how planning is approached in the next parliament. He emphasised the necessity for planning to realise its full potential and to work towards key priorities to deliver planning effectively.

Rebecca Jackson, 2015. Stefano Smith addresses the conference.

Photo: Rebecca Jackson, 2015. Stefano Smith addresses the conference.

“We need radical change, centred on land use and management”

Following Stefano Smith, three speakers considered the priority actions of land use and delivering land for new homes in Scotland. Blair Melville of Turley began by outlining the housing situation in Scotland. He commented that planners are using the economy as an excuse not to plan effectively for housing but that this should not be the way forward for planning in Scotland.

Robin Holder, MD of HolderPlanning then reflected on whether planning was helping or hindering the delivery of housing. Housing land supply has been an eternal argument for planners, which has led to a large shortfall in housing supply. He suggested a new approach where there is a move away from regional Strategic Development Plans and Main Issues Reports, which he saw as a drag on the planning process, in favour of local community-based development plans which could be consulted on instead.

Professor David Adams rounded off the discussion and put it to delegates that they should be taking a more radical approach to land use in order to reform planning. He commented that planners need to rediscover the fundamental link between use of land and planning. He looked specifically at the Land Reform Review Group and their suggestions on Compulsory Sale Orders and the creation of a new Housing Land Corporation for Scotland in the proposals being considered currently in the 2015 Land Reform Bill.

Rebecca Jackson, 2015. Speakers take questions from the floor

Rebecca Jackson, 2015. Speakers take questions from the floor

Continuous improvement in the planning system

The final session of the afternoon was given by David Leslie, Acting Head of Planning and Building Standards at Edinburgh City Council who gave his reflections on continuous improvement in the planning system in Scotland and how joint working and innovation in future projects can drive planning forward. He commented that both transformational and cultural improvement is needed to promote effective planning.

Finally there was a second roundup of planning case law delivered by Alasdair Sutherland, an advocate at Terra Firma Chambers.

What is the future of planning in Scotland?

A key message which emerged regularly throughout the day was the question of consultation: how do planners strike the balance between consulting fully with a community and creating a quick planning process which sees decisions reached quickly and clearly.

Another was the question of land in Scotland and how we can maximise its use to help achieve the outcomes set out in the national planning framework.

A third key theme was how local communities can be integrated into the planning system more – are community planning partnerships the way forward or is there another way?

And finally how do we review and evaluate planning – should central government be taking a greater role in ensuring that outcomes are met and concerns of the public are taken into account?

The day provided an opportunity for individuals involved in the planning sector to get together to share ideas and understanding about how planning in Scotland should work and the changing nature and demands of planning. The topics covered drew together a diverse range of themes, and it was good to see delegates and speakers interacting and debating. As the planning process in Scotland continues to adapt to meet new challenges in the future, it’s clear that Scottish Planning and Environmental Law Journal will remain at the forefront of commentary and insight.

Follow us on Twitter to see what developments in public and social policy are interesting our research team.

Read our other recent articles on planning: