Eden Strategy Institute has had the privilege of collaborating with numerous governments and multilateral organizations to improve policymaking approaches and delivery methods. To commemorate the United Nations Public Service Day, we seek to contribute to the important work of policymakers with this practical toolkit of proven, innovative approaches that have the potential to transform public service around the world.

1. G O V E R N M E N T
&
N O N -­‐ P R O F I T
Toolkit
for
Public
Service
Transforma@on
S O C I A L
I N N O V A T I O N
P L A Y B O O K
S E R I E S
eden strategy institute

2.
eden strategy institute |
2
Sources:
Wikipedia
Images;
Eden
research
and
analysis
Emergence
of
complex,
large-­‐scale,
and
non-­‐linear
“wicked”
problems
of
different
yet
domains
requiring
holis&c
solu&ons
Budgetary
constraints
force
governments
to
innovate
in
achieving
more,
faster
and
with
less
resources
Increasingly
acAve
ciAzens
expressing
demands
from
governments
to
do
more
through
public
protests
moAvate
governments
to
be
more
proac&ve
and
responsive
Recent
global
developments
have
created
the
need
for
public
service
innova@on

3. eden strategy institute |
3
Sources:
Wikipedia
Images;
Eden
research
and
analysis
Climate
change
is
an
example
of
a
‘wicked
problem’
with
incomplete,
contradictory,
and
changing
requirements
More
innova@ve
solu@ons
are
required
for
increasingly
complex,
interdependent
and
large-­‐scale
public
challenges
Economic
Development
Climate
Change
Poli@cal
dimensions
Technological
solu@ons
Climate
change
soluAons
involve
immense
economic
investments
Only
countries
with
economic
resources
have
access
to
technological
soluAons
Uneven
ability
to
bear
economic
costs
cause
a
power
imbalance
No
single
view
towards
the
effects
of
climate
change
Industrial
acAvity
increases
green
house
emissions,
worsens
climate
change
Climate
instability
affect
economic
producAon
Broader
poliAcal
interests
come
into
play
in
signing
internaAonal
treaAes
(E.g.
Kyoto
Protocol)
No
central
authority
Long
@meframes
affect
ra@onal
decision
making

4.
eden strategy institute |
4
Sources:
Wikipedia
Images;
Eden
research
and
analysis
Global
Day
of
Ac@on
(2005,
2007)
on
how
humans
affect
global
warming
Global
ci@zens
are
increasing
their
demands
from
governments,
expressed
through
recent
social
movements
and
protests
Camp
for
Climate
Ac@on
(2009)
at
Blackheath

5. eden strategy institute |
5
Sources:
OECD;
Eden
Research
and
Analysis
-­‐15%
-­‐10%
-­‐5%
0%
5%
Luxembourg
Switzerland
Estonia
Denmark
Germany
Finland
Portugal
Austria
Belgium
France
United
Kingdom
Italy
Netherlands
Greece
Norway
Slovenia
Korea
Slovak
Republic
Czech
Republic
Canada
Sweden
Poland
Hungary
New
Zealand
Ireland
Israel
United
States
Australia
Iceland
Percentage
Change
of
Government
Tax
Revenues
as
a
Propor@on
of
GDP
of
OECD
Countries
between
2007
and
2011
The
recent
economic
crisis
has
@ghtened
public
resources
in
many
countries;
governments
now
must
innovate
to
do
more
with
less
Percentage

6. eden strategy institute |
6
Sources:
Eden
research
and
analysis
A
Public
Service
Innova@on
Framework
can
help
government
agencies
respond
to
resource
constraints
with
new
approaches
TRADITIONAL
PUBLIC
SERVICE
PUBLIC
SERVICE
INNOVATION
Organiza@onal
Design
• Government
agencies
are
organized
in
silos
• Top-­‐down
communicaAon
driven
by
bureaucraAc
control
and
hierarchy
• Whole-­‐of-­‐Government
approach
• VerAcal
communicaAons,
such
as
‘gangplank’
approaches
• Senior
officers
align
their
personal
moAvaAons
to
policy
goals
Role
of
the
government
• Sole
bearer
responsible
for
service
and
programme
delivery
• Outsourcing
of
programmes,
with
government
acAng
as
regulator
and
quality
monitor
Problem
framing
• Broader
poliAcal
agenda
influences
problems
framed
by
elite
groups
of
policymakers,
oden
with
short
Ame
horizons
• Crowdsourcing
problem
sets
and
agenda
to
be
addressed
• Root
causes
idenAfied
via
on-­‐ground
ethnography
Solu@ons
design
• Bureaucrats
and
senior
public
officers
oden
use
secondary
informaAon
and
dispassionate
data
to
design
policies
and
programmes
• Co-­‐design
and
co-­‐creaAon
processes
with
users,
grassroots
organizaAons,
junior
and
senior
policy
level
officers,
and
a
broader
set
of
stakeholders
(e.g.
corporaAons,
civil
society)
Tes@ng
• Public
consultaAon
to
validate
exisAng
soluAons
• Large-­‐scale
pilots
of
enAre
programmes
• Constant
evoluAon
and
improvement
via
rapid
prototyping
• ConsultaAon
as
a
means
to
surface
issues
Implementa@on
• Programme
and
execuAon
done
in
agency
silos
• Clearly-­‐defined
job
scopes
and
responsibiliAes
taken
up
by
specific
agencies
and
organizaAons
• Integrated
coordinaAon,
building
trust
through
Public-­‐Private
Partnerships
Evalua@on
• Firm
output-­‐driven
KPIs
• Mission-­‐driven
KPI
evaluaAon,
sensiAve
to
actual
outcomes
of
programmes
and
real
concerns
of
users
• Constant
re-­‐iteraAon
and
pivoAng
of
soluAons
based
on
evaluaAon
• Theory
of
Change
arAculated
to
focus
on
end-­‐outcomes

7. eden strategy institute |
7
Sources:
Eden
research
and
analysis
Our
research
with
governments
iden@fied
five
core
issues
of
concern,
associated
with
ten
Public
Service
Innova@on
Tools
ISSUE
IMPETUS
PUBLIC
SERVICE
INNOVATION
TOOLKIT
1. Consulta@on
Users
are
increasingly
expectant,
willing,
and
able
to
to
co-­‐create
beher
soluAons
with
public
sector
agencies
• Community
Dialogues
and
Engagement
2.
Building
Trust
Building
public
trust
is
difficult.
The
lack
of
trust
or
credibility
can
render
policies
and
programmes
irrelevant,
and
further
affects
the
effecAveness
of
future
policies
• Open
Innova&on
3.
Power
Decentraliza@on
Decentralizing
decision-­‐making
powers
to
ciAzens
and
communiAes
can
help
government
agencies
design
more
representaAve
and
relevant
policies
and
programmes
• Stakeholder
Mapping
4.
Collabora@on
and
Co-­‐Crea@on
Public-­‐Private
Partnerships
enable
stakeholders
to
cross-­‐pollinate
ideas
and
resources
• Par&cipatory
Policymaking
• Human-­‐centered
Service
Design
• Ethnography
• Visual
Thinking
• eGovernment
5.
Educa@on
and
Learning
Public
officers
need
to
internalize
the
success
stories
and
methodologies
of
public
service
innovaAon.
Officers
will
benefit
from
training
on
public
service
innovaAon
so
as
to
incorporate
these
principles
into
their
mainstream
work
• Best
Prac&ce
and
Knowledge
Sharing
• Theory
of
Change

8. Expected
Outcomes
of
Community
Engagement
Inform
Provide
balanced
and
objecAve
informaAon
to
both
officers
and
ciAzen
users,
in
comprehending
the
problems,
soluAons,
and
alternaAves
Consult
Gather
feedback
from
users
and
surface
challenges,
constraints,
and
opportuniAes
for
soluAons
and
improvement
Involve
Work
directly
with
users
to
ensure
that
their
concerns
and
aspiraAons
are
addressed
in
decisions
Collaborate
Partner
with
users
and
the
public
in
decision-­‐making,
when
developing
soluAons
and
alternaAves
Empower
Place
final
decision-­‐making
in
the
hands
of
the
users
and
the
public
TOOL
1:
COMMUNITY
DIALOGUES
&
ENGAGEMENT
RUNNING
COMMUNITY
DIALOGUES
1.
HosAng
logisAcs
• Role
of
host:
• Mapping
concerns,
building
mandate
• ModeraAng:
Tone
and
mode,
develop
agenda,
framing
quesAons,
transiAon
points,
summarising,
driving
acAon
2.
Organizing
dialogues
• Pre-­‐dialogue
engagements
• Design
goals
of
dialogue
3.
Outcomes
• Facilitate
frank
feedback
and
true
understanding
among
stakeholders
• Influence
each
other’s
aktudes
• Sustainable
partnerships
in
solving
idenAfied
challenges
4.
DocumenAng
• Interview
notes
and
wrihen
verbaAms
5.
EffecAve
Media,
Advocacy,
and
Lobbying
• Networking
• Mobilizing
• Media
Coverage
eden strategy institute |
8
Sources:
C-­‐Hub
Online;
Revit;
Human
Service;
The
Australian
Government;
Community
Dialogue;
Eden
research
and
analysis
Community
Dialogue
and
Engagement
Community
dialogue
is
a
way
to
challenge
thinking
and
encourage
‘quesAoning-­‐imagined’
soluAons,
by
offering
an
unfolding
process
that
helps
to
understand
oneself
and
others
Limita@ons
of
Community
Dialogue
• Challenges
in:
• Scoping
decisions
that
can
be
decided
by
the
everyman
• CreaAng
a
trusAng
and
safe
environment
for
sharing
• Erasing
fear
of
dialogue
and
sharing
as
weakness
and
vulnerability
• Ensuring
full
and
genuine
commitment
from
parAcipants
• Risk
of
using
dialogues
as
tools
for
negoAaAon,
or
to
promote
pre-­‐conceived
ideas
or
hidden
agenda
Consulta@on

9. eden strategy institute |
9
Source
Kaga
Brigade;
Flickr
Image;
Eden
research
and
analysis
KaIa
Brigade:
Humanis@c
engagement
with
end-­‐users
in
the
UK
POLICY
CONTEXT
The
Rhondda
Cynon
Taff
Local
Service
Board
strives
to
improve
on
its
services
to
the
large
number
of
vicAms
affected
by
domesAc
abuse
INNOVATION
Human
stories
and
dialogue.
By
engaging
senior
leaders
with
end-­‐users
in
the
same
room
to
listen
to
their
personal
stories,
officers
develop
deep
empathy
and
form
policies
and
programmes
that
beher
ahend
to
the
needs
of
the
vicAms
METRICS
• Increase
in
early
idenAficaAon
of
symptoms
of
abuse
• ReducAon
in
number
of
abuse
cases
in
the
long
run
IMPACT
Engaging
directly
with
individual
end
users
shids
public
officer
mentaliAes
and
aktudes
about
the
weight
of
their
work,
and
ahaches
humanisAc
consideraAons
to
policies
and
programmes.
This
differs
from
tradiAonal
policy
imaginaAon
exercises
which
someAmes
discounts
direct
user
emoAons
and
experiences
Innova@on
starts
by
engaging
stakeholders
with
a
clean
sheet,
free
of
assumed
solu@ons
to
imagined
problems
Consulta@on
in
Ac@on

10. eden strategy institute |
10
Sources:
Open
Innova&on:
The
New
Impera&ve
for
Crea&ng
and
Profi&ng
from
Technology,
Henry
Chesbrough;
Reinven&ng
Corporate
Growth,
Slowinski;
Eden
research
and
analysis
Find
Want
Get
Manage
• IdenAfy
resources
needed
• Determine
which
resources
can
be
found
internally
and
externally
• PrioriAze
want
briefs
with
planning
outcomes
• UAlize
structured
process
for
make/buy/
partner
decision
• Find
and
evaluate
external
sources
of
technology
and
capability
to
fulfill
wants,
treaAng
this
as
a
bilateral
process
(e.g.
knowledge
banks,
crowdsourcing)
• Use
informaAon
gathered
to
refine
wants
• Establish
and
maintain
internal
alignment
• Develop
processes
to
plan,
structure,
and
negoAate
agreements
to
access
external
resources
• Assign
tools
and
metrics
to
implement
ongoing
collaboraAve
relaAonships
• Hold
a
kick-­‐off
session
to
integrate
management
systems,
and
to
ensure
parAes
truly
internalize
the
same
key
principles
• Train
managers
in
the
principles
of
conflict
resoluAon
THE
WANT,
FIND,
GET,
MANAGE
MODEL
8
Differen@a@on
Principles
for
Open
Innova@on
Ahaching
equal
importance
to
external
knowledge
ConverAng
R&D
into
commercial
value
Purposive
outbound
flows
of
knowledge
and
technology
ProacAve
and
nuanced
role
of
IP
management
Tapping
into
abundant
knowledge
landscape
Rise
of
innovaAon
intermediaries
New
metrics
for
assessing
innovaAon
capability
and
performance
(e.g.
%
of
insourced
innovaAon,
rate
of
patent
uAlizaAon)
Open
Innova@on
“The
use
of
purposive
inflows
and
ou9lows
of
knowledge
to
accelerate
internal
innova;on”
–
Henry
Chesbrough
Expected
Outcomes.
Build
public
trust
by
increasing
transparency
and
sharing
informaAon,
catalyzing
and
embracing
innovaAons
from
the
public
Limita@ons
of
Open
Innova@on
• Increases
complexity
in
managing
overall
processes
due
to
increased
number
of
actors
• Loss
of
control
• Requires
officers
to
manage
organizaAon
internal
and
externally
Building
Trust
TOOL
2:
OPEN
INNOVATION
Reframing
unexpected
results
as
opportuniAes

11. eden strategy institute |
11
Sources:
Whitehouse.gov;
Data.govl;
Wikipedia
Image;
Eden
research
and
analysis
White
House:
Open
Government
Ini@a@ve
in
the
US
POLICY
CONTEXT
The
“secrecy”
of
the
White
House
in
Washington
affects
people’s
trust
in
the
government.
There
is
a
need
to
unveil
informaAon
on
how
public
funds
are
disbursed
INNOVATION
Transparency.
The
Open
Government
Plan
is
a
roadmap
to
make
operaAons
and
data
more
transparent,
and
allow
ciAzens
to
oversee
and
parAcipate
in
the
work
of
the
Government
Open
Innova&on.
The
website
has
an
“Open
InnovaAon
Toolkit”
where
bohom-­‐up
innovaAon
is
encouraged.
METRICS
• Percentage
increase
of
new
ciAzen
iniAaAves
uAlizing
open
data
• Costs
saved
from
reducing
spending
on
issues
solved
by
ciAzen
iniAaAves
IMPACT
This
unveils
the
secrecy
of
government
informaAon
and
processes.
CiAzens,
including
students,
sodware
developers,
business
owners
use
this
data
to
make
informed
decisions
for
themselves,
and
to
create
designs
and
prototypes
that
reduce
pressure
on
city
budgets
“My
Administra&on
is
commiSed
to
crea&ng
an
unprecedented
level
of
openness
in
Government…
to
ensure
the
public
trust
and
establish
a
system
of
transparency,
public
par&cipa&on
and
collabora&on.
Openness
will
…
promote
efficiency
and
effec&veness
in
Government”
-­‐
President
Obama,
2009
Holis@c
transforma@on
of
public
service
builts
upon
trust
earned
from
users
and
stakeholders
Building
Trust
in
Ac@on

12. TOOL
3:
STAKEHOLDER
MAPPING
eden strategy institute |
12
Sources:
Development
Impact
and
You;
Eden
research
and
analysis
Indirect
Stakeholders
Local
Community/
CiAzens/
Public
Direct
Stakeholders
Families
of
target
audience
Core
Stakeholders
Target
Audience
Na@onal
and
Interna@onal
Stakeholders
STAKEHOLDER
MAPPING
The
stakeholder
mapping
tool
can
help
visualize
and
idenAfy
stakeholders
(individuals
and
organizaAons)
to
include,
when
decentralizing
public
services
to
local
bodies
or
organizaAons.
This
may
be
used
across
a
range
of
situaAons,
such
as
when
sekng
agenda,
analyzing
plans,
or
working
out
budgets
Expected
Outcomes.
Visual
idenAficaAon,
mapping,
and
connecAons
between
relevant
and
valuable
stakeholders
for
policy
and
programme
design
Success
Factors
• Sufficient
Ame,
resources,
and
networks
to
approach
all
stakeholders
for
their
contribuAons
to
the
overall
strategy
Limita@ons
of
Stakeholder
Mapping
• Alignment.
DifficulAes
in
aligning
interests
and
moAves
of
stakeholders
involved
into
holisAc
strategy
Power
Decentraliza@on

13. eden strategy institute |
13
Sources:
World
Bank;
Wikipedia
Image;
Eden
research
and
analysis
Ministry
of
Educa&on:
Educa@on
Decentraliza@on
in
South
Africa
POLICY
CONTEXT
In
a
context
of
unsaAsfactory
educaAon
services,
and
the
failure
of
governments
to
deliver
basic
services
such
as
educaAon,
community
efforts
and
involvement
need
to
increase
to
meet
basic
needs
INNOVATION
Stakeholder
engagement.
A
real
empowerment
of
ciAzens
and
the
community
to
deliver
public
services
was
observed
in
educaAon
decentralizaAon.
Through
Parents’
AssociaAons
and
School
Councils,
schools
are
kept
responsive
to
local
needs
and
requirements.
Parents,
ciAzens,
and
relevant
stakeholders
parAcipate
in
School
Council
advisory
bodies
to
make
decisions
in
terms
of
purchasing
materials,
hiring
teachers,
even
curriculum
design.
Some
schools
also
rely
on
funding
from
the
community
in
South
Africa.
METRICS
• General
enrollment,
graduaAon
rates
• Reduced
spending
on
educaAon
IMPACT
South
Africa
is
one
of
the
more
successful
cases
in
Africa
to
have
achieved
EducaAon
DecentralizaAon.
It
remains
as
the
highest
among
African
countries
in
terms
of
degree
of
decentralizaAon
and
primary
school
coverage
Decentraliza@on
allows
public
services
to
be
delivered
more
adequately
and
appropriately
to
a
broader
base
of
ci@zens
Power
Decentraliza@on
in
Ac@on

14. TOOL
4:
PARTICIPATORY
POLICYMAKING
eden strategy institute |
14
Sources:
Par@cipatory
Budge@ng
UK;
People
and
Planet;
Eden
research
and
analysis
Steps
to
high-­‐quality
Par@cipatory
Policymaking
Long-­‐term
strategy
• Define
desired
outcomes,
sources
of
sustainability,
and
Ameframe
s
• Increase
parAcipaAon
of
community
and
public
Ensure
commitment
• Ensure
commitment
from
all
levels
of
public
sector
officers
• Gain
commitment
from
the
community
and
voluntary
sectors
to
help
deliver
high
levels
of
parAcipaAon
and
to
relieve
workload
Establish
steering
group
• Involve
and
empower
local
residents
in
a
steering
group
• Increase
transparency
to
the
locals
and
collaborate
with
residents
Define
objec@ves
and
outcomes
• Decide
on
metrics
on
community
cohesion,
parAcipaAon
levels,
improved
services,
and
the
confidence
of
local
people
Project
planning
and
evalua@on
• Determine
informaAon
required
for
project
evaluaAon
• Benchmark
implementaAon
results
with
pre-­‐implementaAon
baseline
Develop
marke@ng
strategy
• Design
strategy
to
inform
and
engage
community
at
key
project
stages
• Consider
launch
event,
compelling
project
name,
consAtuAon
of
steering
group,
bidding
processes
Design
delibera@on
space
• Enable
people
to
discuss
respecAve
prioriAes
to
build
beher
engagement
Precondi@ons
for
Par@cipatory
Decision
Making
q Universal
commitment
to
achieve
consensus
q AcAve
parAcipaAon
from
group
and
good
facilitaAon
q Thorough
comprehension
on
the
process,
with
clear
methods
of
driving
to
a
consensus
q SubstanAal
decision
to
be
made
q Sufficient
Ame
available
for
the
process
PARTICIPATORY
POLICYMAKING
ParAcipatory
policymaking
is
a
creaAve
process
that
empowers
groups
to
take
ownership
of
decisions,
in
order
to
moAvate
them
to
implement
their
soluAons
Expected
outcomes.
Increased
levels
of
ciAzen
involvement
and
empowerment
that
influences
public
policy.
To
discuss
and
decide
on
policy
soluAons
with
the
consensus
from
users
Difficul@es
of
Par@cipatory
Policymaking
• ConAngent
upon:
o Context
o Levels
of
ambiAon
and
commitment
of
iniAators
o Involvement
and
parAcipaAon
of
actors
o Knowledge,
power,
and
strategic
behaviour
• FormalizaAon
of
decisions
• DifficulAes
in
appreciaAng
and
apprehending
failures
Collabora@on
and
Co-­‐crea@on

15. TOOL
5:
HUMAN-­‐CENTERED
SERVICE
DESIGN
eden strategy institute |
15
Sources:
IDEO
The
Human-­‐Centred
Design
Toolkit;
Eden
research
and
analysis
HUMAN-­‐CENTERED
DESIGN
Human-­‐Centred
Design
is
a
process
and
a
set
of
techniques
used
to
create
new
soluAons,
including
products,
services
environments,
organizaAons
and
modes
of
interacAon.
It
begins
by
examining
the
needs
of
the
people
policymakers
want
to
affect
with
their
programmes.
Expected
Outcomes.
To
build
constantly
iteraAng
service
soluAons
(programme
or
policy)
or
concepts
that
target
the
key
pain-­‐points
faced
by
users
Design
Process
HEAR
1. IdenAfy
design
challenge
2. Recognize
exisAng
knowledge
3. IdenAfy
people
to
speak
with
4. Choose
research
methods
5. Develop
interview
approaches
6. Develop
empatheAc
mindset
CREATE
Hear
1. Develop
ideaAon
approach
2. Share
stories
3. IdenAfy
paherns
4. Create
opportunity
areas
5. Brainstorm
new
soluAons
6. Make
ideas
concrete
7. Gather
feedback
DELIVER
1. Develop
a
sustainable
revenue
model
2. IdenAfy
capabiliAes
for
delivering
soluAons
3. Plan
a
pipeline
of
soluAons
4. Create
implementaAon
Ameline
5. Plan
mini-­‐pilots
and
iteraAon
6. Create
a
learning
plan
Research
Methods
• Individual
in-­‐depth
interview
• Group
interview
• Self-­‐documentaAon
• Community-­‐driven
discovery
• Expert
and
network
interviews
• QuanAtaAve
surveys
Approach
• ParAcipatory
co-­‐design
• Empathic
design
Pakerns
• Extract
key
insights
• Find
themes
• Create
frameworks
Learning
plan
• Track
indicators
• Evaluate
outcomes
Limita@ons
of
Human-­‐Centred
Design
• Challenges
in
structuring
the
distribuAon
of
control
and
autonomy
• Costlier
and
more
Ame-­‐consuming
than
normal
methods
• Requires
the
involvement
of
new
team
members
and
other
stakeholders
• Some
features
cannot
be
easily
prototyped
or
iterated
Desirability
Viability
Feasibility
SoluAons
hikng
the
overlap
of
these
lenses
Lenses
Collabora@on
and
Co-­‐crea@on

16. eden strategy institute |
16
Source
Life|Work;
The
Par@cipatory
Budge@ng
Project;
Wikipedia
Image;
Eden
research
and
analysis
Live
|
Work
and
Haringey
Borough
Council:
Community-­‐centered
housing
in
the
UK
POLICY
CONTEXT
The
North
London
local
government
sought
to
improve
services
for
the
homeless,
and
reduce
the
number
of
people
requiring
temporary
accommodaAons
INNOVATION
Innova&on
team
and
Human-­‐centered
Service
Design.
By
including
staff,
managers,
public
officers,
and
residents
to
come
up
with
new
design
housing
services,
the
group
was
able
to
design
new
approaches
beher
catered
to
customers
needs
METRICS
• Behaviourial
change
in
public
officers,
such
as
their
openness
and
readiness
to
embrace
change
• Reduced
numbers
of
people
requiring
temporary
accommodaAons,
and
resulAng
cost
savings
IMPACT
This
method
leverages
the
collaboraAve
power
of
different
stakeholders
to
address
users’
needs.
Public
officers
do
not
imagine
soluAons
for
the
users,
but
design
experiences
together
with
them.
Local
officers
and
communi@es
are
typically
forthcoming
in
co-­‐crea@ng
solu@ons
and
policies
Collabora@on
and
Co-­‐crea@on
in
Ac@on
Porto
Alegre
Municipal
Government:
Par@cipatory
Budge@ng
in
Brazil
POLICY
CONTEXT
The
government
enacted
a
reform
in
1989
to
ahend
to
ciAzens’
needs
and
problems
arising
from
a
lack
of
public
faciliAes
and
inequality
in
living
standards
among
ciAzens
INNOVATION
Par&cipatory
decision
making.
Allowed
community
members
to
idenAfy
spending
prioriAes.
Selected
budget
delegates
to
develop
proposals
for
subsequent
voAng
and
implementaAon
METRICS
• More
responsive
spending
on
public
faciliAes
in
line
with
ciAzen
needs
• 40%
increase
in
educaAon
budget
• 21%
increase
in
the
total
budget
IMPACT
This
method
transformed
the
tradiAonal
way
of
deciding
on
budgets,
where
ciAzens
feel
powerless
before
the
public
consultaAon
process.
CiAzens
build
greater
trust
in
the
public
sector
by
co-­‐creaAng
a
budget
together.

17. TOOL
6:
CROSS-­‐SECTOR
COLLABORATION
eden strategy institute |
17
Sources:
IBM
Centre
for
The
Business
of
Government;
intersector.com
Collabora@on
and
Co-­‐crea@on
Problem
iden@fica@on
and
diagnosis
Contribu@on
and
design
Opera@onaliza@on
and
execu@on
Assessment
and
impact
assessment
q Establish
shared
vision,
shared
value
of
collaboraAon,
and
prioriAes
q Maintain
transparency
of
interests
and
objecAves
of
public
and
private
partners
q IdenAfy
pool
of
exisAng
resources
(financial,
human,
physical
and
infrastructural)
q Examine
why
previous
soluAons
have
not
worked
q Recognize
differences
in
experAse
of
each
partner
and
establish
common
language
q Commit
to
open
sharing
and
communicaAon
of
Amely
and
relevant
informaAon
q Determine
measures
of
success
and
outcomes
q Design
a
collaboraAve
plasorm
and
governance
structure
for
project
management
q Elect
a
manager
and
board
(individual,
organizaAon,
party)
with
effecAve
leadership
as
a
single
point
of
accountability
to
fully
represent
needs
of
public
q Engage
a
powerful
sponsor
and
champion
to
lead
the
collaboraAon
q Communicate
new
informaAon,
changing
context,
successes
and
even
failures
q Map
out
interdependency
and
linkages
between
sectors
and
partners
q InsAtute
incenAve
structures
that
reinforce
collaboraAon
and
align
the
purpose
of
monitoring
and
evaluaAng
with
leading
indicators,
output
metrics,
and
outcomes
q Document
and
communicate
successes
and
lessons
learnt
along
the
journey
CROSS-­‐SECTOR
COLLABORATION
Cross-­‐sector
collaboraAon
links
informaAon,
capital,
acAviAes
and
capabiliAes
among
both
public
and
private
organizaAons,
to
jointly
achieve
an
outcome
that
could
not
be
achieved
separately.
Expected
outcomes.
This
collaboraAon
aims
to
solve
‘wicked
problems’
in
the
public
sector
more
effecAvely
and
rapidly
but
with
less
resources,
by
drawing
contribuAon
from
all
relevant
stakeholders
and
creaAng
greater
buy-­‐in
Pre-­‐condi@ons
for
cross-­‐sector
collabora@on
q EffecAve
board
representaAon
and
leadership
from
public
and
private
sectors
q Open
communicaAon
plasorms
q Understanding
discrepancies
between
partners
q Mutual
trust
and
respect
for
partners
q Manage
tensions
between
formal
and
informal
networks;
exisAng
and
new
plasorms;
stability
and
change;
hierarchy
and
flat
structures
What
is
shared
Mechanisms
of
sharing
Authority
Merger
Power
Collabo
raAon
AcAviAes
Coordina
Aon
InformaAon
Commun
icaAon
Organiza@onal
Sharing
(Crosby
and
Bryson,
2005)

18. eden
strategy
ins@tute
|
18
Sources:
Intersector.com
US
Department
of
Housing
and
Urban
Development
and
Atlanta
Housing
Authority:
Public-­‐Private
Partnership
to
revamp
housing
community
POLICY
CONTEXT
The
US
Department
of
Housing
and
Urban
Development
intended
to
renovate
the
crumbling
housing
stock
of
East
Lake
Meadows.
IniAally
a
grant
was
given
to
the
Atlanta
Housing
Authority
to
manage
the
project.
It
led
a
Public-­‐Private
Partnership
for
coordinaAon,
which
allowed
the
plan
to
evolve
into
also
providing
mixed-­‐income
housing,
educaAon,
and
community
resources
to
truly
meet
the
needs
of
the
residents
INNOVATION
Diverse
leadership
team
from
the
government,
private
developers,
and
community
members
worked
together
to
create
a
holisAc
community
for
East
Lake
Meadows.
Ins&tu&onal
partnership
mapping.
When
the
scope
of
the
project
expanded
beyond
house
renovaAon,
the
planning
commihee
recruited
relevant
partners
with
the
corresponding
resources
and
experAse
in
financial,
legal,
planning,
regulatory,
operaAonal
to
commit
to
an
integrated
and
holisAc
approach
for
this
housing
project.
METRICS
• Increased
enrollment
to
college
• Increased
ownership
of
houses
• Reduced
rate
of
family
violence
and
other
social
problems
IMPACT
This
method
met
the
iniAal
objecAve
of
renovaAng
a
housing
development,
but
also
resulted
in
a
holisAc
and
integrated
community
by
recruiAng
the
right
collaborators
from
the
public
and
private
sectors.
Public-­‐Private
Partnerships
to
ensure
integrated
and
holis@c
solu@ons
to
complex
challenges
Collabora@on
and
Co-­‐crea@on
in
Ac@on

19. eden strategy institute |
19
Source:
Unfolding
the
Napkin,
by
Dan
Roam;
Eden
Research
and
Analysis
Visual
Thinking
Visual
Thinking
is
a
problem-­‐solving
tool
to
understand
informaAon
in
a
diagrammaAc
and
visual
manner,
which
helps
to
display
complex
relaAonships
and
idenAfy
underlying
paherns,
points
of
bohleneck,
and
possible
scenarios
as
opportuniAes
for
new
policies
and
programmes.
Expected
Outcomes.
To
idenAfy
inefficiencies
in
the
current
processes
and
visualize
potenAal
policy
outcomes.
This
makes
opportuniAes
for
improvement
and
soluAons
apparent.
It
allows
policymakers
to
make
decisions
faster,
communicate
decisions
more
effecAvely,
and
implement
decisions
more
efficiently
S
Q
V
I
D
Display
a
simple
problem
and
portrait
to
elaborate
issues
and
pain-­‐points
of
users
Show
informaAon
qualita@vely
and
quan@ta@vely:
What
are
the
numbers
and
what
does
it
feel
like?
Envision
a
big
picture
soluAon
for
the
problem
and
the
execuAon
methods
and
processes
for
that
to
happen
Assess
the
soluAon
on
its
own
merits,
in
terms
of
its
impact
to
the
individual
ciAzen,
and
relaAve
to
other
opAons
Showcase
the
difference
in
the
situaAon
before
and
ader
the
soluAon
is
in
place
SQVID
METHOD
Simple
Qualita&ve
Vision
Individual
Change
Elaborate
Quan&ta&ve
Execu&on
Comparison
Status
Quo
Requirements
for
Visual
Thinking
q Conducive
environment
that
supports
open
sharing
q Encouraging
group
dynamics
to
promote
sharing
of
insights
and
soluAons
q Availability
of
both
qualitaAve
and
quanAtaAve
insights
and
data
from
the
ground,
such
as
with
photographs,
videos,
sketches,
Post-­‐its,
speghek
diagrams,
maps,
brochures,
sample
products,
and
props
Limita@ons
• The
quality
of
the
soluAons
derived
from
Visual
Thinking
depends
on
the
quanAty
and
quality
of
insights
gathered,
which
is
dependent
on
the
experience
and
percepAveness
of
the
researchers
TOOL
7:
VISUAL
THINKING
Collabora@on
and
Co-­‐crea@on

20. TOOL
8:
ETHNOGRAPHY
eden strategy institute |
20
Sources:
Eden
research
and
analysis
ETHNOGRAPHIC
OBSERVATIONS
Ethnographic
is
a
qualitaAve
research
method
to
understand
target
users,
especially
in
situaAons
where
they
are
unable
to
arAculate
their
raAonale
or
feelings.
Its
shows
mulA-­‐faceted
dimensions
of
group
interacAons
to
uncover
and
describe
ciAzen
phenomena.
Expected
Outcomes.
To
allow
policymakers
and
programme
designers
to
understand
root
causes
of
problems
faced
by
ciAzens,
so
as
to
create
appropriate
soluAons
Approach
Descrip@on
Good
for
Limita@ons
Grounded
Theory
• ComparaAve
thinking
• Obtaining
mulAple
viewpoints
• Periodically
stepping
back.
Constant
data
re-­‐
checking
against
interpretaAons
• Maintaining
skepAcism.
Regarding
interpretaAons
as
provisional,
using
new
observaAons
to
test
• Systemic
coding
• Deriving
theories
or
interpretaAons
from
analyzing
paherns,
themes,
and
common
categories
from
observaAonal
data
• Existence
of
user-­‐induced
bias
• QuesAon
of
reliability
and
validity
of
observaAons
Par@cipatory
Ac@on
research
• People.
Informed
by
and
responding
to
ciAzen
needs
• Power.
ConstrucAon
of
reality,
language,
meanings
informed
by
power
• Praxis.
Requires
hand-­‐on
research
pracAce
• Empowering
targets
to
define
their
needs
and
realize
their
aspiraAons
• Producing
knowledge
useful
to
the
subject
of
study
• Low
generalizability
• Experience
required
to
carefully
disAl
the
core
essence
of
observaAons
to
other
contexts
Day
in
the
life
Study
• Researchers
go
to
homes,
work
places,
communiAes,
and
chronicle
their
acAviAes
and
behaviours
through
disciplined
observaAon,
note-­‐
taking,
sketches,
photography,
and
videos
• Capturing
a
complete
slice
of
ciAzen
experiences,
to
get
rich
data
on
aktudes,
contexts,
and
behaviours
• Showing
weak
hand-­‐offs
between
government
agencies
and
organizaAons
• Time-­‐consuming
• Low
sample
size
• May
be
challenging
to
find
willing
subjects
Extreme
User
Study
• Go
Up.
Target
a
high
volume
of
expert
users
• Go
down.
Watch
novice
or
disabled
users
make
sense
out
of
the
system,
providing
clues
of
tacit
knowledge
• InteracAng
with
ciAzens
at
the
fringes
of
acAviAes,
pushing
the
limits
of
what
a
policy
or
programme
was
designed
for
• Strategic
signaling
in
presenAng
behaviors
• False
assumpAons
Collabora@on
and
Co-­‐crea@on

21. eden
strategy
ins@tute
|
21
Sources:
The
Centre
for
Knowledge
Socie@es;
Eden
research
and
analysis
Bihar
Innova&on
Lab:
Innova@ng
vaccine
delivery
POLICY
CONTEXT
In
improving
its
neonatal
health
care
indicators,
Bihar
was
keen
to
accelerate
its
immunizaAon
coverage
to
match
the
country
average.
The
Government
of
Bihar
partnered
with
the
Bihar
InnovaAon
Lab
and
the
Bill
&
Melinda
Gates
FoundaAon
to
idenAfy
new
ways
to
deliver
vaccines.
INNOVATION
System
Thinking.
The
Bihar
InnovaAon
Lab
adopted
a
holisAc
approach
in
conceptualizing
the
scope
of
its
service
delivery,
based
on
inefficiencies
idenAfied
across
the
healthcare
system
Ethnographic
research.
The
research
team
shadowed
frontline
health
workers
and
families
to
understand
the
pain-­‐
points
of
delivering
vaccine.
Ethnographic
observaAons
showed
the
team
that
vaccines
were
oden
damaged
because
of
low
awareness
of
ambient
storage
temperatures
required.
Visual
Thinking
by
mapping
out
an
“experience
flow
diagram”
from
frontline
health
workers
to
caregivers
to
households,
the
team
was
able
to
collate
a
rich
repository
of
visual
insights
including
process,
relaAonships,
accountability,
and
communicaAons
media
that
sAmulated
the
ideaAon
process
METRICS
• Increase
in
rate
of
immunizaAon
coverage
• Decrease
in
contracAon
rate
of
diseases
preventable
by
vaccines,
and
resultant
cost
savings
IMPACT
This
method
increased
the
effecAveness
of
healthcare
soluAons
by
using
ethnography
to
define
an
accurate
statement
of
need,
which
gave
rise
to
more
natural
and
appropriate
soluAons
Skilled
observa@ons
can
help
to
ar@culate
even
ci@zen
challenges
that
cannot
be
well-­‐ar@culated
Collabora@on
and
Co-­‐crea@on
in
Ac@on

22. TOOL
9:
eGOVERNMENT
eden
strategy
ins@tute
|
22
Sources:
Interna@onal
ins@tute
for
Sustainable
Development;
Eden
research
and
analysis
COLLABORATION
PLATFORMS
Online
collaboraAon
plasorms
allow
ciAzens,
public
officers,
and
different
stakeholders
to
collaborate.
This
can
be
done
via
online
conversaAons
and
video
chats,
as
well
ass
offline
measures
through
forums,
events,
and
regular
focus
group
meeAngs.
Expected
Outcomes.
To
provide
plasorms
for
the
exchange
of
informaAon
and
perspecAves
,
and
bring
together
many
groups
to
discuss,
build
mutual
understanding
and
dialogue
on
public
policy,
and
arrive
at
recommendaAons
and
decisions
on
issues.
Considera@ons
for
choosing
a
collabora@on
plamorm
• Transparency.
To
determine
whether
informaAon
is
confidenAal,
or
limited
to
closed-­‐door
sessions,
or
made
publicly-­‐available
online
• Accessibility.
To
consider
the
ease
of
access
to
the
plasorms
• Training
required.
Assess
the
training
required
for
officers
and
experts
to
use
the
applicaAon
• Consistency
and
frequency
of
transmission.
To
assess
whether
officers
can
uAlize
the
tool
or
plasorm
regularly
(e.g.
events
and
forums
are
less
regular
than
online
forums)
• Resource
requirements.
To
idenAfy
the
equipment
needed
as
well
as
determining
the
accompanied
costs
Steps
for
establishing
online
or
offline
plamorms
1. Develop
a
background
document
providing
the
context
for
the
forum
2. IdenAfy
policy
issues
or
categories
of
issues
that
should
be
discussed
or
raised
3. Structure
the
plasorm
4. IdenAfy
stakeholders,
partners,
and
funding
insAtuAons
• Ahempts
must
be
made
to
include
everyone
from
all
sectors
• IdenAfy
the
government
department
or
actor
sponsoring
and
contribuAng
technical
and
financial
resources
5. LogisAcs
• IdenAfy
the
right
event
management
system
or
online
plasorm/
sodware
to
use
• Coordinate
with
different
stakeholders
managing
parAcipants
and
logisAcs
• Be
proacAve
in
inviAng
stakeholders
6. Post-­‐event
report
and
assessment
• Prepare
report
documenAng
the
insights
• Evaluate
performance,
areas
to
be
improved,
and
findings
Requirements
for
crea@ng
a
collabora@ve
plamorm
q SelecAon
of
appropriate
plasorm
and
modality
to
host
discussion
q Clear
work
distribuAon
amongst
work
officers
q Training
of
officers
and
experts
q Follow
up
from
case
officers
Collabora@on
and
Co-­‐Crea@on

23. eden
strategy
ins@tute
|
23
Sources:
SWAGAT;
Narendramondi.in;
Wikipedia
Images;
Eden
research
and
analysis
SWAGAT:
Using
technology
to
strengthen
local
governance
in
India
POLICY
CONTEXT
In
India’s
Gujurat
state,
the
local
government
has
to
handle
all
natures
of
grievances
from
the
public
at
the
local
levels,
because
the
top
funcAonaries
of
the
state
cannot
redress
all
grievances
INNOVATION
Applica&on
of
online
pla`orms
to
spread
reach.
The
State-­‐Wide
AhenAon
on
Grievances
through
ApplicaAon
of
Technology
(SWAGAT)
adopted
a
digital
and
video
plasorm
to
surface
problems
presented
by
exisAng
processes,
which
decentralizes
the
way
public
service
problems
are
defined
METRICS
• ResoluAon
rate
of
complaints
received:
97%
• Reduced
costs
in
government
spent
on
similar
projects
across
the
state
IMPACT
The
technology
has
taken
upon
an
acAve
role
to
address
ciAzens’
needs
before
they
result
in
public
discontent
or
mistrust.
Technology
decentralized
the
role
of
the
state
government
to
local
governments,
and
maximized
its
reach
to
ciAzens
Collabora@on
and
Co-­‐Crea@on
in
Ac@on
Technological
solu@ons
allow
governments
to
engage
with
and
understand
an
unprecedented
range
of
ci@zens
across
space
and
@me

24. TOOL
10:
BEST
PRACTICE
&
KNOWLEDGE
SHARING
eden
strategy
ins@tute
|
24
Sources:
DIY
Toolkit
hkp://diytoolkit.org/tools/theory-­‐of-­‐change/;
Eden
research
and
analysis
BEST
PRACTICE
AND
KNOWLEDGE
SHARING
Best
pracAce
and
knowledge
sharing
is
a
way
to
encourage
new
innovaAons
by
sharing,
capturing,
and
learning
from
exisAng
knowledge
and
pracAces.
It
builds
on
what
has
worked
well
to
inform
beher
strategy,
policy,
and
pracAce
by
offering
and
scaling
up
proven
soluAons
to
policymakers.
Expected
Outcomes.
To
establish
a
department,
process,
channel,
and
culture
for
civil
servants
to
access
lessons
from
public
service
innovaAons.
Approach
Descrip@on
Good
for
Knowledge/
professional
network
A
group
of
people
of
similar
interest
and
experAse
work
together
over
an
extended
period
in
small
groups
Publishing
best
pracAce
papers
Online
sharing,
open
data
Knowledge
Café
Open,
creaAve
conversaAons
in
an
informal
environment
on
a
common
challenge
or
topic
interest
Informal
learning
through
dialogue
Cross
learning
when
inviAng
officers
from
different
agencies/
departments
Knowledge
marketplace
Matching
a
knowledge
requirement
with
someone
with
the
requisite
experAse
or
experience
UAlizing
exisAng
resources
and
human
experAse
with
parAcular
skills
Retrospec@ve
review
Learning
process
from
a
post-­‐project
evaluaAon,
covering
what
has
and
has
not
worked
well,
what
needs
improvement,
and
what
should
inform
future
programmes
and
policies
Capturing
lessons
learnt
for
planning
future
acAviAes
ComparaAve
learning
across
agencies
and
cross-­‐country
learning
Importance
of
Knowledge
Management
• To
sustain
and
scale
exisAng
innovaAons
and
learn
from
fellow
agencies,
ministries,
and
countries
in
their
approaches
to
public
service
innovaAon
• To
ensure
that
knowledge
and
best
pracAces
are
shared
and
properly
internalized
amongst
public
officers
for
future
programmes
and
policies
• To
insAtuAonalize
good
pracAces
and
maintain
a
momentum
of
improvement
and
evaluaAon
for
public
sector
processes
Educa@on
and
Learning
Considera@ons
of
Knowledge
Management
• Risk
of
applying
a
“best
pracAce”
in
another
context
inappropriately,
such
as
with
wholesale
transplantaAon
or
by
deconstrucAng
the
incorrect
essence
or
success
factor
• Simply
following
successful
pracAces
from
elsewhere
could
inhibit
internal
creaAvity
and
buy-­‐in

25. TOOL
11:
THEORY
OF
CHANGE
eden
strategy
ins@tute
|
25
Sources:
Improvement
and
Development
Agency
UK;
Eden
research
and
analysis
THEORY
OF
CHANGE
Theory
of
Change
is
a
roadmap
outlining
the
process
to
achieve
policy
goals.
It
firstly
arAculates
and
connects
each
workstream
work
to
a
bigger
goal,
and
maps
out
risks
by
arAculaAng
assumpAons
at
each
stage.
Expected
Outcomes.
This
puts
into
perspecAve
individual
contribuAons
to
the
organizaAon’s
larger
goals,
and
aligns
team
member
acAviAes
and
moAvaAons.
It
increases
intrinsic
moAvaAons
to
increase
quality
and
efficiency
of
work,
and
standardizes
the
documentaAon
of
project
outcomes
for
easy
and
systemaAc
shared
within
and
across
agencies.
What
is
the
problem
you
are
trying
to
solve?
Who
is
your
key
audience?
What
is
your
entry
point
to
reaching
your
audience?
What
steps
are
needed
to
bring
about
change?
What
is
the
measurable
effect
of
your
work?
Measurable
effect
1
Measurable
effect
2
…
What
are
the
wider
benefits
of
your
work?
What
is
the
long-­‐term
change
you
see
as
your
goal?
Stakeholders
Key
Assump;ons
Considera@ons
for
Theory
of
Change
• The
availability
and
quality
of
resources
to
idenAfy
measurable
effects
of
work,
and
to
monitor
them
effecAvely
• The
Ame
required
to
train
staff
to
use
consistent
language
for
this
framework
Limita@ons
of
Theory
of
Change
• Long-­‐term
“change”
might
not
be
immediately
intuiAve
to
some
organizaAons
• Requires
discipline
and
investment
to
consistently
measure
the
impact
of
work
Educa@on
and
Learning

26. eden strategy institute |
26
Sources:
The
Human
Experience
Lab;
Civil
Service
College;
Eden
research
and
analysis
The
Human
Experience
Lab
(THE
Lab)
and
Civil
Service
College:
Cross-­‐agency
sharing
POLICY
CONTEXT
In
order
to
heighten
the
level
of
innovaAon
and
learning
,
the
Public
Service
Division
of
Singapore
iniAated
a
specialized
unit
to
coordinate
innovaAve
efforts
INNOVATION
Best
prac&ce
sharing
across
agencies.
The
Civil
Service
College
uAlizes
learnings
from
different
agencies
through
knowledge
sharing
sessions
and
public
service
best
pracAce
forums.
Sharing
via
mentors.
Staff
from
THE
Lab
act
as
“design
mentors”
to
help
sharing
across
agencies
and
develop
new
policies
and
programmes
METRICS
• Number
of
successful
case
studies
or
success
stories
shared
across
agencies
• Decrease
in
Ame
required
to
do
similar
tasks
from
uAlizing
techniques
shared
in
cases
IMPACT
Cross-­‐sharing
pracAces
ensure
that
core
learnings
from
innovaAons
are
consolidated
for
future
use
and
can
be
easily
leveraged
by
different
officers
in
the
organizaAon
and
other
agencies
Learnings
from
innova@ve
prac@ces
need
to
be
systema@cally
codified
and
shared
across
agencies
and
governments
to
scale
ci@zen
impact
Educa@on
and
Learning
in
Ac@on

27. Thank
you!
eden strategy institute
Contacts:
Calvin
Chu
Yee
Ming,
Partner
Claudia
Cheung,
Strategy
Analyst
Eden
Strategy
InsAtute
T:
+65
9751
5817
E:
query@edenstrategyinsAtute.com
www.edenstrategyinsAtute.com
Thank
you