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C H A N G ᴲ
Transcript of C H A N G ᴲ
social design of public services
C= (societal) challenges
C= cyber. Enhanced connectivity, openness and transparency on all levels. We, citizens today are more aware of our rights, we have better access to information on public services and consequently have higher expectations of service levels.
C= budget cuts. Europe remains in a state characterized by relative economic fragility, public sector austerity and the likelihood of an extended period of relatively low GDP growth.
Public services: are services offered to the general public and/or in the public interest with the main purpose of developing public value. Public value is the total societal value that cannot be monopolised by individuals, but is shared by all actors in society. Within the CHANGE! network we deal mainly with social services as our work is organised under Thematic Objective 9 (promoting social inclusion and combating poverty) and secondly we focus on public service reform.
Design thinking: an expression used widely nowadays, however it is important to understand it from the perspective of open government. Design thinking is about finding solutions unconventionally, together with end-users for a process in a way when learning is combined with doing, and feedbacks between these two elements are constant.
Social design is meant to empower people at local level to invent together solutions to economic and social problems, in our case to make public services more effective. It contributes to offer new values to guide public administrations’ actions through collaborative working, experimentations and prototyping.
Ethnographic research: Public agencies typically know less about the needs, wants and aspirations of citizens beyond those needs or responses relevant to the services they provide, which militates against an approach that could build on local assets and strengthen civic capacity. Mapping not only social need but assets, resources and networks, including through forms of ethnographic research, brings the possibility of getting beyond the service lens and designing investment strategies that incorporate outcomes that are meaningful to people on the ground.
engaging with the wider public to make the services more user-friendly and effective, improve the quality of decision-making, promote greater trust in public institutions and thus enhance public value.
Collaborative public services can make public service delivery more effective, cheaper and at the same time increase social capital and inclusion. The question is, how to collaborate well...
There is broad scientific and political consensus that public services will look very different in ten
Successful public services will increasingly find their role as creating connections between people, rather than reinforcing divisions
With open public services, the job of government is not to specify which sector should deliver which service to which people; rather, it is to create an open framework within which people have the power to make the choices that are best for them, and where all good, innovative ideas for improving the quality of services are welcomed and encouraged.” (community right to challenge)
The recent welfare state too often reproduces inequality, creates dependency. A growing number of evidence shows that top-down service delivery is too often a super expensive way of maintaining the status-quo of those disadvantaged families, who lacks basic skills and thus not able to break out the vicious circle of need.
people-powered public services
Effective public services are local: local organisations know local people and local problems the most, know other services and organisations, and are more able to deliver appropriately. By working locally and make the necessary join-up of services you can remove the duplicated transaction costs and unnecessary work that happens when people ping around the system.
Help people to help themselves: Build strength not dependency. Effective services ask, ‘What do you need to help you live a good life?’ The focus is on strengths that allow people to make their own decisions, rather than needs which render them more dependent on others and end up obliging them to lead the lives that others decide.
Focus on capabilities.
Social innovation can be defined as the development and implementation of new ideas (products, services and models) to meet social needs and create new social relationships or collaborations. It represents new responses to pressing social demands, which affect the process of social interactions.
Community Rights to Bid
Community Rights to Challenge (2012)
Cities of Service model
The WeEindhoven model
Peer support: when combined with the training and expertise of professionals, volunteers (especially peers) can create better experiences for service users
Shared Lives carers share their own home and family life with an older or disabled person, as an alternative to traditional care services.
Personal budget to choose the most appropriate service
Community Organisers (UK)
Satu Mare (RO)
CHANGE!’s main goal is to identify different parameters and model different pathways for culturally different cities enabling them to move forward towards a collaborative public service model.
Transnational exchange and learning
impact on local policies
diaries, meetings, staff exchanges, handbook, movement, ad-hoc experts
training, ambassadors (change makers), empowering local actions with capacity building, symbolic projects, CHANGE! Talks, Year of Challenge, Action Plan
communication and dissemination
urbact.eu, social media (e.g. video channel), videos, CHANGE! Blogs, final report, final event, local events