www.systemic-design.net

1. Mind the gap!
Design for public service innovation –
a Norwegian Stimulation Trial Program
Agency for Public Management
and eGovernment
Relating Systems and Design 6 (RSD6)
Oslo 18.10.17
Sissel Kristin Hoel, Difi
Benedicte Wildhagen, DOGA

2. Policymaking
Implementation
Policy for innovation in the public sector
Municipalities
• un-coordinated public
innovation system
• utilizing the ecosystem for
innovation - Difi DOGA

3. How can you make sensible policy or strategy in a nondeterministic,
evolutionary, highly complex world, that is, a world where the most
desirable outcomes are unknown but there may be many possible
acceptable outcomes, where change is characterized by both path
dependence and unpredictability, and where there are many diverse
components, interaction, and feedback among components and
multiple dimensions to each problem?
This is the design problem with respect to public policy.
Carlsson (2004:36)

4. When alternatives
to make decisions
do not exist, they
have to be created
and designed!
• The trial program addresses complex
issues on state level – where we find many
challenges in need of broad systemic
improvements.
• No one seems to be the owner of cross-
cutting services, but many are responsible
for individual pieces within the whole –
and the end user needs are easily lost.

5. Stimulation Trial Program 2016 – 2017
From the Ministry of Local Government and
Modernization - objectives:
• stimulate government agencies to use
innovative methods, including service
design, to develop comprehensive services
based on real people's needs and
reduction of management resources
• strengthen innovative capabilities in the
public sector
• grant NOK 5+5 mill. to procure experts
Policy push
Prime mover –
Jan Tore Sanner, Minister of Local
Government and Modernization

6. Experimenting to create new opportunities –
as opposed to choosing between options
• We started out with a belief that service design and
user journeys would not be enough when
government is going to work on complex issues. The
trial program is based on three hypotheses:
1. Utilize existing public ecosystem for innovation
in new ways - Difi + DOGA as catalyst
2. Create a collaboration model between private
and public sector, utilize the market and make
demands for competence configuration.
3. Methodology to work with complex issues.
• Result - 8 projects.

7. VERTICAL POLICY DELIVERY TO END USERS -
THROUGH THE MUNICIPALITIES
1. Better quality in the municipality's
introduction scheme for newly arrived
refugees and qualification courses for
immigrants.
The Directorate of Integration
and Diversity
2. User-oriented archiving
The National Archive
OPERATIVE CROSS-SECTOR COLLABORATION TO
DELIVER BETTER & MORE EFFECTIVE SERVICES
3. Application process in family immigration cases
The Norwegian Directorate of Immigration /
The Norwegian Police Directorate /
Ministry of Foreign Affairs
4. Better air-quality data for citizens
and public management
Norwegian Environment Agency / The Directorate
of Public Roads / The Norwegian Met. Institute
5. Driving License Terms
The Directorate of Public Roads / The Norwegian
Directorate of Health & e-health /
The Norwegian Police Directorate
6. Improved assistance and protection of human
trafficking victims
The Ministry of Justice and Public Security /
The Norwegian Police Directorate
REQUIREMENTS TO DEVELOPE NEW
SERVICES TO REALIZE POLICY OBJECTIVES
7. Development of
e-Transparancy service
Agency for Public Management
and eGovernment
8. Space efficiency
Statsbygg (Norwegian government's
key advisor in construction and
property affairs)

8. Active facilitation:
Innovating by combining existing
resources in new ways.
Hypothesis I

9. • stimulating cooperation across
sectors and levels of government
• finding the flex in regulations
• explorative, taking on challenges vs
focus on solutions
• focus on ROI, even though the
process is explorative
• reduce risk and catalyze innovation
Difi DOGA i-team:
- design
- public management
- public law
- innovation
- procurement

10. Public + private Collaboration:
Utilize the market and make demands
for competence configuration.
Hypothesis II

11. Developing supplier capability
Service-
design
Change-
manage-
ment
ROI
Triangle of Competencies
• To ensure innovative service concepts to be
implemented, we have pre-qualified 10 consortia
that offers a competence-triangle; service design is
supported by change management and ROI.
• From the pool, we procure suppliers that meet the
needs of each projects.
• New capacity and competencies are generated, and
an overall larger market for suppliers is accessed in
the public sector.
• Every ‘dime’ of the 5+5 mill NOK, have been
channeled to the market, in addition several
agencies have added funding of their own.

12. The forgotten back end in
service design
“...focus on the fuzzy front-end,
due to it’s important
characteristics, has led to the
later phases in service
development being forgotten.
Almquist 2017, p.7

13. LIVEWORK +
HALOGEN +
DESIGNIT +
EGGS DESIGN +
MAKING WAVES +
CREUNA +
COMPTE +
PWC
RAMBØLL
KNOWIT
A2
PA CONSULTING
DELOITTE
SOPRA STERIA
DESIGN CONSULTING
BEKK
BOUVET
CAPGEMINI

14. Method for complexity:
A Need for methodology to work
with complex issues in public sector
Hypothesis III

15. Helse OK
180 000 pr. år
Sykehus
Spesialist
Kjørevurdering
Fastlege
Komplekse helsesaker
20 000 ? pr. år
Fylkesmannen
(fylkeslegen)
Klagesak
er
Dispensasjons-
søknad
Optiker
EPJ
Autosys
Trafikant
(saksbehandlingssystem og
førerkortregister)
Anmodning om tilbakekall av førerett
Politidirektoratet
Klagesak
er
Vegdirektoratet
72 trafikkstasjoner
- Registrerer inndragning av førerkort
(varighet og vilkår for tilbakelevering)
- Åpning av sperre skjer automatisk når vilkår innfridd
- Sjekk av vandel
Klagesak
er
5 regioner
Helseattest
på papir
?
Anmodning om kjørevurdering som siste del av synsundersøkelse + ved stabil
førlighetsnedsettelse
Autosys
?
Vtl § 34
Førerprøve
Pålegg om undersøkelser (vilkår)
Start erverv
eller fornyelse
Start
tilbakekall
Selvbetjening
«Mitt førerkort»
Elektronisk
kjernejournal
«Min helse»
Ekstern produsent
Acquisition and revocation of driver's license - relationships between the players (simplified presentation):
A complex challenge for many
years – everyone are well aware
of the problem, but not able to
specify needs, detect connections
between cause and effect – or
plan improvements.

16. Let's ask where it hurts
before prescribing medicine
DIAGNOSE
DISCOVER /
DEFINE
DEVELOP /
DELIVER
• mandatory triple diamond approach
• diagnose - targeted exploration across systems
• testing if supplying the consortiums
interdisciplinary competencies at an earlier
stage will shift a typical focus on symptoms
and assumptions - to a broader systemic
understanding
• at the end of diagnose phase a development-
process can be specified, through diamond 2
and 3, by which overall objectives and quality
can be achieved.
Trippel Diamond (thank you PolicyLab)

17. ‘Value chain’ – only full scale projects

18. With limited development costs the early phases
can impact the service significantly:
Aproximatly 5 % of the development costs are used in
a project early phases, but as much as 66% of the
lifecycle costs are decided upon during these phases!
Berliner and Brimson, 1988
(cited in Almquist 2017, p.3,
Clatworthy, 2013, p.5)

19. Conclusion

20. Particular types of change
• the design process change the way bureaucrats make
decisions by enabling individuals and groups to learn,
collaborate, engage in deep dialogue and take informed
collective action
• the competency-triangle is powerful
• i-team reduces risk and catalyze public sector innovation
• emphasis on ‘diagnosis’ enables targeted exploration and
development across systems
• past trial stage; on October 12th the Program received a
100% increase in funds for 2018 - NOK 10 million

21. If you want to go quickly, go alone.
If you want to go far, go together.
SisselKristin.Hoel@difi.no / bw@doga.no