Design Public Local, synthèse en anglais

LOCALPUBLIC DESIGN SYNTHESISP.2


Dear reader,On October 19th and 20th 2012, we organized Local Public Design, an international event dedicated to public innovation in the realm of design. This booklet summarizes the wealth of ideas exchanged during these two days.

We have chosen not to write the actions of the conference, perhaps it would create a more comprehensible summary, but one that is harder to follow and share the ideas that were proposed. Instead, we prefer to provide the documentation shared during the conference (verbatim, notes, tweets, photos, objects made during the workshops) from the hundreds of participants who shared their ideas during the two-day conference.

We have categorized ten illuminating ideas based on the concrete examples presented, discussed and experimented during the workshops with the foundations based around the transformation of public policy.

We wish that the reading of the pages, which follow, would allow you to acquire a profitable comprehension around the collective reflections constructed by the participants during these two days.

Sincerely,

The 27th Region team


Download the report of How Public Design : www.mind-lab.dk/assets/619/HowPublicDesign.pdf

Find our exchanges online : http://www.mind-lab.dk/det-sker/design-week

IntroductionSince 2008, the 27th Region has played the role of a public transformative laboratory. Its’ role has been to contribute a vigorous evolution of management culture in the public sector. Hybridized with other cultural subjects such as: social innovation, ethnography, the conception of design as well as open source and free culture.

In September 2011, MindLab in Copenhagen, the Danish interdepartmen-tal laboratory invited the 27th region to participate in an event titled “How Public Design”. An international conference comprised with members from the design sector, specifically public policies. The conference assembled designers, researchers and members of the Danish ministry. This meeting provided for a rich exchange of ideas and encounters surrounding the subject of what role design can play within the evolution of public movements.

A year later, the team of the 27th Region organised a second event called “Local Public Design” with the aim to merge the growing network of public innovation labs that use design collectively. This involved partner designers of the 27th Region, and most significantly, a large variety of officials from the municipalities, departments, regions and the state of French local authorities.

Co-financed by the Region of Nord-Pas de Calais, the Director General of the Modernisation of the State, the European Union (as part of the Europ’Act programme), the Caisse des Dépôts, and the Consignment and Association of the Regions of France. This gathering encouraged a cooperative discussion around the place design holds within the ‘design of public policies’ in France.

The potential of the public sector being paired with design thinking is much more than simply the addition of new methods of innovation, or an elaboration of public policies. This is a radical new vision of the role and behaviour of public bodies, and the part they can play as a citizen within a city. Combined with social science, technology, and art, design holds the potential to fundamentally transform our government and to adapt their path of actions towards the challenges of today.

«This is not a conference, this is a collective experience» Myriam Cau Vice-President of the Region of Nord-Pas de Calais and La 27e Région.


In the context of preparing for a third instalment of decentralisation, thinking of new methods of public management is crucial. The next best step is to now discuss together the visions and the means necessary to implement new public orientations at a local level, but to also engage at a national and European level.

silo system > project management > looking for solutions > for people > innovation > reports > new public management > consulting > good practice >

ecosystem user management re-interrogate the problem with people mutation tests and prototypes open and multidiscipli-nary management friendly hacking documentation of the process


Dear reader,

Introduction

The manifesto of the ingenious Regions

Productions of themed workshops

4 rules for successful local public design

12 inspirational case studies of design in public action

1 / The definition of design?

2 / Trusting friendly hacking

3 / Unlocking the potential of officials

4 / Evolving stakeholders

5 / The passing of incremental design to user reflex

6 / Promoting trial and error

7 / Building public spaces

8 / Building the tangible

9 / Thinking of the life cycle of public policies

10 / What political projects are there for design in public policies ?

Outstanding issues >>

The Follow up

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(Initially presented at “off-event” of the 27th Region for the National Congress of French Regions, on November 16th, 2011 in Tours)

At a time of economic, social, democratic and environmental crises devoid of meaning, we believe it is possible to envision a spirit of new local public action, which we have decided to call the “Ingenious Regions.” Instead of a future forged on false fronts and mammoth proportions, we picture it as a subtle mix of novelty and modesty, quality and meaning. It may simply be the little progress accumulated along the way that will lead to great accomplishments down the road. For Regions to become truly ingenious rather than the result of an ultra-liberal thought process of cost-cutting measures, it is crucial to recall the values that drive their way of being and behaving :

empathyWithin an Ingenious Region, one thinks differently of its neighbour: no blissful compassion here, but a better aptitude at understanding the other, walking a mile in his shoes, making other people’s interest our own and leaving behind any temptation to denigrate and discriminate. From then onwards, a change of perspective is, at last, possible, be it between men and women, young people and retired, citizens and those they elect, the rich and

the poor, urban cats and country mice, locals and immigrants, employers and employees, producers and consumers, different departments within an organiza-tion, micro-actors and major operators, proponents and opponents, territories on the rise and those on the fall, and the list goes on. The leading economic and social values are “real” dialogue and trust. Ingenious Regions spur empathy-embedded policies and actions, and propel internal and external cooperation to colossal levels.

References : Ethnology, user-driven experiments, co-design.

qualityFrom our thirst for competition surged dynamics and synergies, though its widespread application is also responsible for having depleted the entire production chain. In light of this, the quest for quality appears to make much more sense, and ultimately yearns for meaning and intention, deeper exchanges, and new forms of human mediation and prevention. The days of psychologically-gutting polls, ultra-consumerism and advertising are long gone. Hello, experience.Références : définition de la santé par l’OMS, indice de développement humain.

References: Definition of the term “health” by the OMS [Organisation mondiale de la Santé (World Health Organization)], Human Development Index.

The Manifesto of the Ingenious Regions


intégritéGiven a system that deters such behaviour, corruption and conflicts of interest are increasingly rare in Ingenious Regions, and elected officials, as well as public and private managers receive on-going training to enforce good management practices. Sound and exemplary behaviour in positions of power is vital. The time has come to no longer talk-the-talk, but walk-the-walk, and as such, Regions have opted to apply internally what they would like to see happen externally. Checks and balances are visible on every level, and the system ensures that appropriate measures are taken to limit terms, recognize the role of the opposition, foster citizen-driven control, find new forms of trade unions, and promote freedom of speech and action for officials and employees. The ethics practices are healthy ones derived from simple principles accessible to all.

References : Anticor.org’s Ethics charter.

clevernessIn Ingenious Regions, solutions take a back seat to problems. Consulting and traditional, push-button engineering models no longer fit the bill. “Turnkey” markets do not open as many doors as they once did. Situations are now undergoing a different approach: One that pulls from real-life scenarios, one that extracts possibilities, one whose alternatives muster shareholders, one that unblocks the creativity in all, one that steers toward positive avenues, and one that is not afraid to take the road less travelled. Solutions once deemed out-dated prove more effective and sustainable than those deemed new. So what if we put them to the test? So what if they do not pan out? We’ll learn as we go. In Ingenious Regions, acumen is know-how in its own right whose learning is gradual and transmission timeless.

References : Do It Yourself, the Hacker Ethic.

frugalityWith no compromise to human benefits, Ingenious Regions tend to favour less-involved, yet effective procedures over risky and pollution-heavy infrastructures offering zero effectiveness economically-, culturally- or socially-speaking. As observed in the medical field, risk-riddled procedures may still be omnipresent, but more and more, some may be replaced with acupuncture- or prevention-type practices on scales adapted to organizations, territories, business sectors, etc. Success no longer rhymes with bigger and better. Now that we are able to measure their impact on society, micro-projects are seen in a new light, a kind of invisible solidarity in the day-to-day, etc.

References : nudge, territorial acupuncture, debate on minimum/maximum income

desireThe Ingenious Region is not meant to conjure up pain and suffering! It denotes one aimed both at tomorrow and those most skeptical of it, and dissemina-tes positive values bolstered more by cooperation than competition, and more by prudence than power. Its newly-found forms of narration restore meaning to action, and look neither to mock consumer marketing codes nor bank blindly on “best practices”.

References : Backcasting methods, storytelling.


We provided the presenters with the list below. In order to help different participants to end with tangible objects that have a clear sense and which can be easily shared through concrete teachings

Production of themed workshops

Quelles productions pour les ateliers thématiques ?What kind of outpout in the thematic workshops ?

un schéma / a schema

un parcours type / a typical journey

une série de métaphores / some metaphors

un nuage de mots clefs / a tags cloud

un scénario / a scenario

.......... / ..........

une grille de transition / a transition grid

une carte sociale / a social map

un manifeste / a manifesto

une liste d'astuces / a tips list

Passage d'une série de mots clefs décrivant une situation actuelle, à une série de mots clefs décrivant une situation future.

Description par étape d'un cheminement dans le temps.

Quelques comparaisons qui permettent d'éclairer le problème sous un autre angle.

Comparisons that show the problem from another point of view.

Dessin de l'univers sémanti-que de la réflexion.

Sketch of the semantic context of the group's reflection.

Description step by step of a journey on a time-line.

Positionnement dans l'espace des relations entre differents acteurs concernés par la thématique.

Cinq ou six valeurs à affirmer pour construire la réflexion.

Quelques techniques de piratage pour améliorer les choses.

Some tips and "hacking" methods to improve things.

Five or six values to be professed to build common knowledge.

Déroulé d'une histoire en 4 ou 5 étapes.

A story in 4 or 5 steps.

.............................................

.......................................................................................................................................Dessin de l'organisation des

différents éléments de la discussion.

Sketch of the different parts of the discussion.

Mapping of the relations between the different stakeholders concerned by the subject of the workshop.

Shifting from a list of tags describing a contemporary situation to a list of tags describing a situation of the future.

Cher intervenant, cher modérateur.... Vous êtes invités à déterminer vous-même la méthode d'animation que vous jugerez la plus adaptée à votre atelier. Mais afin de dégager et partager plus facilement des enseignements concrets, nous vous proposons de vous fixer comme objectif d'abou-tir à des "objets tangibles" -voir les illustrations plus bas. Un conseil : choisissez collectivement dès le démarrage de l'atelier lequel de ces objets servira de production finale. Voici neuf exemples possibles, choisissez-en un ou inventez le vôtre!

Dear speaker, dear moderator.... You're invited to decide on your own which is the best way to moderate your workshop. But in order to generate and share the results of the works-hop more easily , we suggest that the result takes the form of a "tangible object" such as those described in the list below. Our advice : choose one object collectively at the very beginning of your workshop; Here are nine possibilities, choose yours or feel free to invent a new one !


Finally to inspire a constructive and kind state of spirit we established four rules in which the event revolved around :

1. Everyone must participate !During Local Public Design, you are all invited to take the microphone; the protocol is made to establish no differences between the young interns and the elected. If the participants are planning a program of workshops, it is solely to spark a discussion during a brief presentation.

2. Everyone is a producer ! The role of the presenter is to assure that each workshop or sequence has the outcome to inspire the collective production of three propositions of ameliorating the essentials of the radical agreement of the event.

3. Everyone must document !During the two days, the <Documentary Studio> will collect your propositions, your notes, your commentary, your photography and catalogue the best of the event in a journal, which will be published at the end of September.

4. Everyone is a volunteer !Whether you are a participant or a layman, French speaker or English speaker, civil servant or entrepreneur…it is your diversity, which provides an essential wealth to this event! With that being said, take pleasure in the two days of this event together et be positive; do not say <yes, but…. > but more yes, and…. >>.

Notably, do not hesitate to share not only what we have succeeded to provide during the conference but also where we have not succeeded. The exchange will be richer.

4 Rules to follow to obtain local public design


www.ideo.com You can find the presentation of these twelve cases by following this link:

http://la27eregion.fr/-Cas-inspirants-

Twenty years after the first experiences held by the American design pioneer IDEO, similar initiatives have multiplied through the whole world. Putting in place the principles of service design and social innovation at the heart of public organisa-tions. These initiatives have been put forth from public and private agencies, governmental organisms, collectivities, think tanks, do-tanks, individuals and collectives of all sorts. Consequently, concerning various territorial levels, from the small common government and passing to international appeals and covering all spectrums of public policies; economic, employment, education, social politics, health, environment, culture, transporta-tion, etc.

The twelve cases gathered during Local Public Design aim at realizing this diversity; illustrate the capacity of design by re-examine our social politics and familial traditions (“Transforming early years”), others treating the new bet (“Build in my Backyard”); many aim at transforming the interior practices of our institutions (the work environment of the elected”, “The 15th-28th Region, the tester of high schools”) whereas others are concerned with changing their rapport with the territories and citizens (“Living with dementia”, “taking care of the taxpayers”, “Works 50+”, “the network of Dutch entrepreneurs”). Their common point exists within their capacity to change how they look at the protagonist, and how to produce

pragmatic solutions at a price generally at times inferior for the public finances but also for society.

The initiators may present some of these cases during the seminar and all are welcome to launch a dialogue from the genuine and practical experiments, which occurred simultaneously in their countries.

12 cases inspiring design within the public action


http://www.la27eregion.fr/Impulser-le-design-social-ce-que

The definition of design ?

VISION #1

With two days to explore the links between design and public policies, it deserved some explanation beforehand! Firstly, because although not everyone is familiar with the term ‘design’, we continue to rub it continually in the face of communities, therefore this notion must be understood in a certain way.

The team who organised the event had prepared for the meeting by sending the participants an article by Christian Bason, founder and director of MindLab, a Danish cross-ministerial innovation lab, whose objective is to assist those responsible of

public policies in the launching of social innovation programmes for ‘social change’ – the MindLab.

This article describes the first definition of design applied to public policies, and how

the people who make these policies must evolve their practice. It also highlights the limitations of the traditional way of approaching a project, and the necessary crossover other disciplines must have with design.

The opening of the conference was thus entrusted to Bason, and Romain Thévenet, designer and co-founder of the 27th Region. Between the both of them they challenged and invited their peers to reflect on the merging between design and public policies.

“Dear public officials…” began the director of MindLab, “here are the different reasons why we, public actors, must evolve, and design can help us.”

And those responsible actors of the public sector came to listen to the different complaints that addressed everything from

“In the four corners of the globe, design is considered more and more as a key discipline of social innovation. However, to use design wisely, public organisations and the view of society must provide managers ways to adopt new approaches such as ethnographic research, user involvement, ideation (idea generation), prototyping and experimentation.”

Christian Basondirecteur du Mindlab


www.petzl.com

Romain Thévenetdesigner et co-fondateur de La 27e Région

diaporama téléchageable à l’adresse suivante :

http://www.slideshare.net/27eregion/atelier-1-romain-thvenet-intro27eregion

public management, to the low considera-tion of the citizen, to the reductionist vision of design, to the difficulty for managers to accept and foster innovation. Christian Bason uses different case studies that show that the ideal service according to Finnish officials is a permanent public service: “No one mentioned that the ideal public service would improve the lives of its citizens before anything else,” he regretted to say. It evoked a personal meeting, with a group of decision makers in the field of educational policies to pose the question: “who is our user?” The answer “the user could be the student who is learning” arrived well after “the minister of education”, or “the professor”…

Christian Bason concluded: “Dear public managers, we have created a culture of public management embedded with empathy, a culture of public management that must create confidence in its citizens, its associations. Our role is to create a better dialogue between all these actors. Our culture of management must be based on the consultation with the user, with the will and the courage to take risks.” For him, we must build a culture of public management in which it is crucial to create, analyse, observe and improve things… rather than simply looking to manage them. And design could be a good support for this transformation since this way of working is familiar to us.

Echoing Christian Bason’s announcement to officials, the declaration made Romain Thévenet, designer of the 27th Region, to notice that there are only a few designers that are interested in the design of public services. “Can public policies be friendlier, more qualitative, made for ‘real people’, like those who know of product design of today? Can we design public policies that resemble a Petzl headlamp ®, this little ingenious, robust, practical, comfortable lamp that has existed for 15 years and has conquered the world?”

The headlamps in question are good products for sports and climbing, achieved

in an ecosystem of strong security restrictions and in the logic of diffusion in large numbers.

Spinning the metaphor between the industrial object from a logical design and well-designed public policies, Romain Thévenet proposes to retain four specific competencies in designers :

- See opportunities before problems - Work in an iterative logic - Rely on creativity and design - Make to think rather than thinking before making

This is an initial idea of what design would be: a combination of methods and skills. If we continue with this, we would now have smart public policies, believes Romain Thévenet. But is this enough? The comparison with the Petzl lamp reaches its limits here: citizens are not consumers. “In the design of public policies, we must participate. Design is, and must remain valuable, and not resort to fashionable solutions for the short term, for unsustai-nable use, or with a vision only to reduce costs. We, designers, must pose the question of how to successfully build solid relationships with public policies in the long term. What are the ethics of service design?” interrogated the designer, to emphasize the question of responsibility, this must be asked by every good designer.

To continue this working definition, one of five practical workshops organised during Local Public Design described the definition of the words of innovation, to overcome the ‘general words’ and attempt to agree of the important terms and meaning given to them. The participants stressed the difference between design, understood as practical or as a process, and the designer, as a professional whose job is to build a ‘translation’, with specific tools to make ‘ideas tangible’ and to ‘give birth to the project’.

The group also insisted on quality, and the fact that, without being a designer, other professionals may have the skills necessary to conceive the logic of design.

Around this notion, the participants chose to define the word ‘innovation’ as the implementation of something that didn’t exist before, pairing technologi-cal innovation with social innovation,

“ The creation of lamps and of public policies should not be too different from each other! ”


understood as innovation ‘by and for the people’.

“It’s a new idea that creates value”, it could be read as the “cloud of keywords”, reflecting on the production of this workshop. Around the word design, the participants chose to define :

- Creativity (the ability to dare to think otherwise) - Iteration (non-linear logic of questioning achievements, capable of integrating different points of view in a logical validation of steps made to continually go around) - Empowerment (the capacity to act on its own, to make things happen, encouraging the transfer of skills rather than assistance) - Incremental logic (innovation that is not radical, that is not a clean slate but operates in steps by optimising what exists already, in a logic of successive experiments, by trial/ error)

After the first day that highlighted the multiple projects that these actions have allowed us to create, Stéphane Vincent, director of the 27th Region, when launching

the second day, posed the question: “Do we all become designers?

Marco Steinberg, director of Sitra.

For Christian Bason, the current public policies are so far from design that this question is not about to be asked. “Don’t ask if we must all become designers… the organization must have an idea of design.”

How do we transmit the idea of design? Marco Steinberg, pragmatically, insists that, “innovation is not an unsurprising step and it is not necessary to be a designer for this. It’s when you attack more complex problems, to connect several environments, that it becomes necessary for the designer to intervene However, the words ‘design’, ‘design thinking’, ‘creative’… are too fashionable. They should orientate towards behavioural skills.” Here a profession emerges: we have not responded to the questions posed in the contribution of design in public policies: what is professio-nalization? What are the tools? What are the impacts? What is the workplace? The plethora of these representations must not be neglected: it is a fine knowledge that depends on the precision of the action.

François Jégou, designer and founder of the SDS agency, follows and also invites designers to change this logic: “if one is sincere about the co-creation and the democratization of design, one must be conscious of the necessary change of

“ This is not the same thing as being a musician or having a musical ear. Rather than believing everyone could be a designer, perhaps they could transmit something to the intelligence of design, for example ‘to ask good questions’”

Marco Steinbergdirecteur du Sitra

Stéphane Vincentdirecteur et co-fondateur de La 27e Région

Sitra: Finnish public investment fund for innovation. http://www.sitra.fi/en


posture. A glamorous image is too often associated by the public as ‘co-something’.

and concluded by inviting designers to remain out of the system to be more efficient in the transformation:

“Maybe we can identify some precise skills that will effectively permit institutions to acquire. But these skills must first of all be these that permit interaction: designers are interpreters, translators. They help to interpret the world, to read reality with new eyes, to permit this crossing between inside and outside.”

The two narrators, through the entirety and the conclusion, have noted that the event does not rely on any design. The transfor-mation of public policies must integrate design to evolve, but it should not confuse this with the necessary reinvention input of public management.

Very often during the event, when design was emphasized too much, the participants were careful to put it in its place :

In his report of astonishment, which closed Local Public Design, Jacques François Merchandise, professor at ENSCI and director of research at the Fing, also believes the importance of emphasizing the limits of design thinking raised during these two days.

He also stresses ‘the surprising rise of design’ that he notes has been around for only a little time and he doesn’t want it to simply be a fad. Attention must also be paid to the fact that ‘design’ is not directly associated with the ‘solution’ as is the ‘public actor’ related to the ‘problem’. The complexities of these issues are large and the means (use of design) must not be confused with the purpose (to transform public policies). The transformation is profound and it will not be possible to get rid of it by entrusting it to design! A designer is not and will not be a public manager.

François Jégoudesigner et fondateur SDS

“ We must be wary of this vision that leads to a position of superiority of designers, which actually prevents the process. Let’s be more modest… let’s remain simple actors! ”

“We have wrung the neck of the idea that ‘design IS the solution’, when in reality it is part of the problem.”

Strategic Design Scenarios : SDS, Strategic Design Scenarios: design agency http://www.strategicdesignsce-narios.net Brussels

“ Design is to create something meaningful, nothing less ! ” declared Jordane Cals.


This necessary transformation will not happen without a profound reflection. “Pay attention to the weak consensus that does not reflect reality and becomes a seductive design trap” continues Jacques-François. There is no risk if reality is taken well into account. “How will the controversy live on?” he asks.

The transformation will be very effective if we leave a community in the midst of an open discussion and if we organize the diversity in the same sense as this event,” he concluded.

Jacques-François Marchandisedirecteur scientifique de la Fing, et professeur à l’Ensci

Fing : Fondation Internet Nouvelle Génération www.fing.org

Ensci : École Nationale Supérieure de Création Industrielle : www.ensci.com

“design cannot replace the vision of a society”

“How do we remain open, forbidding temptation for the ‘well-crafted’ that allows design to become familiar ? ”


During the two days of the conference, we collectively made an appeal to surpass the “simple” discipline of design, in order to transform public action. If design is not the smallest common denominator of transforming the public, wished upon by all participants, than what is? The foundations of the response may be found within the conditions of transformation. Regardless of the methods conceived for the amelioration of public action: they can only be innovative and creative when the system successfully constructs hierarchies, structures, physical or virtual spaces to experiment, innovate and to make faults.

The common points for all cases are present during their workshops or in the showing, regardless of the subject and the way of treating it; the solution resides in its capacity to create margins for innovation. We have established a grey area, an experimental zone. The term most frequently used to describe this perspective is “lab” and it’s French translation “labo”, designating a place more or less official for this type of action-based research.

Trusting friendly hacking

VISION #2


Some firms had already been present the previous year at “How public design?” which had been organized by MindLab in Copenhagen. A dozen other labs, which follow this framework, can be discovered today around the world. We think equally of TACSI, the Australian Centre for Social Innovation (AUS), Innovation Lab part of the American office of Public Management (US) and also Solutions Labs (CA). Many of these agencies have also worked with private organisations such as: Think Place (AUS), Think Public (GB), Snook (GB), User Studio (FR), Plausible Possible (FR), Talking Things (FR), Participle (GB), Strategic Design Scenarios (BEL) and various freelance professions.

of the actions taken by a business within the structure of a project which helps individuals who have Alzheimer’s disease. For her, a lab is built to go through a learning approach of research, by using its acquired experiences. It is through this reflection, which continues through trial and error and permits the results of each project to bring different results. Emma Barrett provided the guidance to.

In the present case, SILK had worked with an exterior design agency, which it allowed to define its methodological approach and to conceive its projects. However, there is not a designer present within its pilot structure.

One of the two lunches during the event permitted meetings between different public innovation labs with either public or associative status from the various countries present at the event :

-NESTA Public Services Lab (UK), -Innovation & Knowledge-Sharing, the Danish Ministry of Taxation (DK), -SILK Social Innovation lab of Kent (UK) -The MindLab (DK) -The Youth Transformer- work-in progress title for a laboratory in construction in Champagne-Ardenne (FR) -The 27th Region- A public transformative lab -The Strategic Design Team of Sitra a Finnish public innovation fund (FI)

The budget and size of projects differs from each lab but all share the similar objective of ameliorating public action through innovation. The groups had chosen to construct an informal, agile space with the constitutional objective of exchanging ideas, reflections and projects through Skype, a blog, a mailing list and Twitter with the interest to observe the different ways of transforming public action. Appointments were maintained with the goal of continuing communication on the flow of reflections and exchanges for the next conference, which will be held in the following year in a different country.

One of these labs had been present for a long-time as an “inspirational series” during “Design, Public, Local”. Emma Barrett, director of SILK, the social innovation lab for Kent, provided a detailed description

Emma Barrettdirectrice du Social Innovation Lab for Kent

http://www.slideshare.net/27eregion/atelier-4-emma-barrett-finished-lille-silk-dementia

“Start small and always do tests”


During the discussions of Thursday morning, François Jégou, continued within this logic and affirmed that to create innovative laboratories “[The collectivities] do not [need] to hire designers. In effect, they would actually be consumed by the machine… and unable to do their work, with their methods and their tools! One must have the capacity to act between the two”. Philipp Colligan the director of NESTA highlighted during the open discussions that :

It appears necessary that these places become the spaces that facilitate

innovation but that they are also a conveyor belt, which pushes dialogue with institutions to take their experimental ideas to new levels.

Hank Kune, the director of the Dutch consultant company Educore, explains during his workshop, that the way to lead a complex reflection (using the example of forecasting) needs to evolve. .

Beyond a simple formula, he presented the case of an 8-day event, the “learning camp”, showing how we can be more efficient in our reflections, productions, exchanges and participation. Which is dependent upon if public organizational powers accept to put in place direct test spaces, which permit to rapidly prototype collective products, services and policies.

Finally, a workshop was dedicated to share the in-progress practice of the program “The Transformation”, which was lead simultaneously in four regions in France by the 27th Region. The objective of this program was to test for two years the contributions a lab may provide within different regions. The idea arose and was promoted by the 27th region during a workshop around the figure of a “friendly hacker”. Beyond, being a space in which design arrives within the region, beyond being an experimental territory of testing, trial by error, the lab must be the space, which permits the friendly hacker to hack the system, all the while remaining loyal to the goal of ameliorating the actions of the public.

“ the specificities of a labora-tory are to be at times out-side and inside the system. Constructing a link which relieves the level of experi-mental and that which can become systematic ”

Philipp Colligandirecteur du NESTA

http://www.nesta.org.uk/areas_of_work/public_services_lab

Hank Kunedirecteur d’Educore

“ forecasting, for a long time had been entrusted to “think-tanks” and from now on needs to be passed to “do-tanks” ”

http://fr.slideshare.net/27eregion/atelier-9-hank-kune-acsi-lpd

www.educore.nl


Professionals with the most potential to become ‘friendly hackers’ are most likely the agents of public administra-tions themselves. Different collaborators throughout the conference, beginning with Myriam Cau at the opening, had praised their abilities:

In the first round table, Stéphane Vincent launched the discussion with regret, “there is a very rational culture of public policies, where compatibility comes before collaboration”. If we effectively provide the compatibility to administer public policies, is this sufficient? The compatible angle is the only one that can measure public policies, even though it has shown its limits with the French General Review of Public Policies (RGPP). How can we challenge the question of evaluation as it is practiced today to measure the successes and the failures of public policies in a more creative, more motivating way?

For Yann Djermoun, head of staff at the Regional Council of Champagne-Ardenne, “the problem does not come from the agents, it must always be possible to openly discuss desires, but in a way that’s good for the whole of the administrative machine.” Territorial officials are ready, but they must change the paradigm of the organisation of public policies. “

responded Marco Steinberg, echoing the second round table of tomorrow. “Creativity is there, and is good there,” noted Myriam Cau, “but it still needs to diffuse and integrate. The training of officials and those elected remains very traditional and bears little on ownership and methods.” Another way to unlock the potential of officials would be to transform the training that leads to the compatible logic mentioned above.

Unlocking the potential of officials

“The capacity for innovation in administration exists! The best tools can often be found within the venues of administrations themselves, rather than in external consultants”

This is the model in its entirety to be reviewed: what are the risks today encouraged in intermediate bodies and at lower levels?”

Myriam CauVice-présidente de la Région Nord-Pas de Calais et vice présidente de La 27e Région

Yann Djermounchef de cabinet au Conseil Régional de Champagne Ardenne

VISION #3


“Administration is not very flexible”, recognised Nicolas Conso, head of service ‘innovation’ within the French State Modernisation General Department in the first round table. “It’s sometimes difficult to surpass the logic of administration”. The shared objectives of politicians and government officials don’t allow for a real transformation. “But on the other hand, major projects only know how to mobilise finances…” he seems to regret. How can we highlight the value of the work of officials who act on improving more sensible, more efficient, but less visible

policies? Nicolas Conso ends the round table by citing some examples created by the DGME to give a lease of life to the potential of officials, such as the ‘prize of innovation’ or ‘the portal of innovative officials, Adminov” to recognize and encourage the officials who take risks. Of course, this is not sufficient and we must find the means to support these initiatives, often personal, beyond the simple process of communication.

Nicolas Conso chef du service innovation au sein de la Direction Générale de la Modernisation de l’État

http://adminnov.modernisation.gouv.fr www.modernisation.gouv.fr


http://fr.slideshare.net/27eregion/atelier-20-denis-pellerin-lyco-dpl

A workshop was entirely dedicated to the question of innovation management in everyday life. Denis Pellerin, designer, and Eva Ruaut, student of social sciences, organised the session with experiments they performed in the Champagne-Ardenne region in the context of the transformer, a programme of the 27th Region. They mediate with Axel Félicité, in territorial framework, and Florence Massin, designer. While their programme soon enters its fifth week of planning that has been divided into ten parts over three years, they propose the participants of their workshop to put themselves in the shoes of public managers and confront the questions generated by their approach: “How could a public manager, on a daily basis, promote innovation in a service? Imagine a week in the life of an official.” After a brief presentation of their work with the officials of the Regional Council of Champagne-Ardenne, three groups were formed.

To the surprise of the organisers, the responses were all very different: while some began to emphasize that the amount of work for one week must guarantee a balanced life for the officials, the others focused their attention to the organisation and offer time as a ‘trading post’ with other politicians or managers. Is there time to run parallel projects? Are there other forms of meetings? Should the time spent be more grounded? ... The ideas continue to blossom.

Some transcripts collected during the discussion are as follows:

“And if we give a place one day per month dedicated to innovation; a day off for conventions?”“And if we have permanent mission orders?”“And if we introduced Anonymous Officials groups to discuss their work with complete freedom of speech?”“And if we asked officials to work with a device linked to the access to culture before always asking them to check culture, for example, a culture pass, or a map of culture?”

Denis Pellerin designer et cofondateur de Userstudio

Eva Ruaut étudiante en sciences humaines

www.userstudio.fr

Date post:	15-Jul-2015
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