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
Introduction
Since 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
P.3
P.5
P.9
P.12
P.14
P.15
P.17
P.23
P.26
P.30
P.34
P.37
P.39
P.41
P.45
P.47
P.49
P.51
menu

(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 :
empathy
Within 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.
quality
From 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

intégrité
Given 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.
cleverness
In 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.
frugality
With 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
desire
The 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 Bason
directeur du Mindlab

www.petzl.com
Romain Thévenet
designer 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 Steinberg
directeur du Sitra
Stéphane Vincent
directeur 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 Jégou
designer 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
Marchandise
directeur 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 Barrett
directrice 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 Colligan
directeur du NESTA
http://www.nesta.org.uk/areas_
of_work/public_services_lab
Hank Kune
directeur 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 Cau
Vice-présidente de la
Région Nord-Pas de
Calais et vice présidente
de La 27e Région
Yann Djermoun
chef 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

Design Public Local, synthèse en anglais

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