IPAA proudly presented Tim Horton, South Australian Commissioner for Integrated Design, at an intimate forum on Whipping posts and deniability: why failure can be a sign of success. Nearly 40 people attended the event, which was booked out virtually overnight.

In his role as South Australian Commissioner for Integrated Design, Tim provides independent advice to the Premier and Cabinet. The Integrated Design Commission is Australia’s first state level multidisciplinary design, cross-government advisory team and Tim is an award winning architect and urban designer, with experience spanning the public and private sectors in Australia and internationally. Throughout his career, he has been deeply interested in civic space and the role for design in shaping human-centered urban policy and it is this focus that guides his advice to the SA Government. Tim has also held positions as state President of the Australian Institute of Architects, and Chair of the National Practice Committee of the Australian Institute of Architects. He has acted as a member of the editorial board for the Australian Urban Design Protocol and is currently a Board member of South Australia’s leading craft and design body, the Jam Factory.

The event opened with Tim’s talk and presentation, which were followed by a Q&A session facilitated by IPAA’s Divisional Council Member, Erma Ranieri, who is also Deputy Chief Executive (Strategy, People & Culture) for the Department for Manufacturing, Innovation, Trade, Resources and Energy, and who was made an IPAA National Fellow late last year for her services to the public sector and to IPAA. The event wrapped up with a networking session at which all event delegates were provided the opportunity to chat with him regarding their own particular interests.

Tim’s Speech:

As my bio says, I’m an architect, but what it doesn’t tell you is that I’m the son of a public servant. When I was about 9 or 10 my father was the Secretary of the Department of Housing & Co-operatives in NSW. Tagging along with my parents to the opening of a new Building Society in Wauchope or a Dairy co-operative in Ballina was part of growing up. He moved later to head the Department of Finance, until he was spectacularly sacked by then Finance Minister, Bob Debus, in what was called the No Minister case. “Departmental head stands firm against ministerial interference in senior appointments” or something like that was the headline and Terry Willisee Tonight covered the outrage. An Opposition leader on the ascendency called Nick Greiner took up his case. And for a week, I moved from a gangly nerd to school celebrity.

It wasn’t till I was appointed as Commissioner for Integrated Design that this family backstory came back to me. It took place in 1984 and possibly the beginning of public service reform that has brought both good & bad long term and independent, sure. But did this also bring inertia? Has the reality of short term contracts limited our capacity to look beyond political cycles? It was a lesson in the interaction of politics with government, in the difference between the two and the need for mediating the world of politics and design. This is a combination that’s more common overseas than in Australia. But times are changing.

Anyone who works in public administration knows a bit about this and suspects that we could do it better. We all sense that individual commitment to public service delivery often outperforms the capacity for the system to effectively translate that individual passion into a collective outcome.

For all the talk of ‘smashing stovepipes’ (as the Property Council’s Peter Verwer has a habit of saying), silos haven’t gone anywhere. And if the silo-ed approach of separate territories isn’t working, the question is: what new approaches might help us work across levels of government and agencies? Can design-led thinking help us to work across those levels for better outcomes?

Can design play a role in decision making that’s more strategic and integrated?

Can a design-based process help inform, engage and educate a community at a time of enormous change? Can design based thinking, which is always (or always should be) about humans needing help to connect sometimes abstract policy ambitions to the daily lives of South Australians? How can we link macro policy objectives to the stories of individuals? And what can policy makers learn from successful product developers like Apple and Dyson?

Understanding human need, in fact, anticipating human need is what makes Apple and Dyson successes. Neither uses blind focus groups. Neither undertakes surveys. So how do they know? They observe real daily human behaviour and interpret it. It’s called ethnography. They observe. And they test. Or rather, they invest in prototyping. Dyson prototyped 5,127 versions of its famous vacuum cleaner before getting to the one you can buy today. Prototyping is about committing to a model, a physical trial, and about committing before you’ve resolved it all. This is because it’s only by allowing the model to fail that you know where it’s failed.

To an innovator, failure is a sign of success.

This is something that’s inherent in the design process. And it’s essential in translating a company’s ambition for new product development through the humanity of individual need.

Design based thinking is not just seen in our cities. Arguably it’s rarely seen in our cities. It’s more seen in successful enterprise & business. Gillette sells x million razors a week worldwide. Its razor refills are sold with a 3000% mark up on manufacturing costs, because it’s got a well-designed product that keeps reinventing itself. Sales are partly driven by branding & marketing, but are only made possible because the product is safe, easily used, designed for the face and the hand. It is comfortable, reliable and available anywhere. And by understanding the need is different in developed economies (where a wet shave is possible with running water), and in developing countries where the dry shave is more common, Gillette continues to expand. It claims over a billion men shave every day using technology they invented. The entire Mach 3 system, protected by 35 patents, cost Gillette $35 billion just to bring to market. By investing in design innovation, the product improves, creating markets, growing market share. But nowhere is the design innovation phenomenon more evident than in the Apple iPhone.

What does the iPhone have to do public administration and what does it have to do with 5000+ Design is too often seen only for the product it delivers and not for the process that delivers it. Design is too often thought of how something looks, not how something performs.

5000+ is a project of urban renewal and city activation that crosses 8 council boundaries, 3 state departments, and 2 agencies at a federal level. At the outset, this national pilot for design based thinking in cities sought to re-engineer the whole architecture of govt. Drawing analogies with the iPhone, we originally had ambitions to ‘take the back off’ and reinvent the urban equivalent of the ‘cell phone’ anew.

But since then we’ve taken another leaf out of Apple’s playbook. What if we didn’t redesign the mechanics but redesigned the interface? Instead of a new motherboard, a new interface; instead of a new back, a new front. Could we redesign the interface as a proxy for a set of other reforms that necessarily follow? Redesign the interface and the architecture of decision making and service delivery might shift in response.

This is where design testing comes in. Traditionally, we’ve addressed public policy and city shaping through a series of separate exercises that classify ‘engagement’ as isolated from ‘design and planning’ and ‘development’ as separate again. And then we divide ‘development’ from ‘operation & maintenance’. Neatly cut up like this, separate agencies and separate spheres of government play a defined role, but rarely sharing the learnings of the last stage before handing over to the next. Time is a measure of information loss, not gain or growth.

Space here doesn’t allow a description of the 5000+ project. In short, it’s intended to deliver new ways of thinking about inner Adelaide backed by strategies for how we might get there. By working with the 8 local councils (including city government), state agencies and the Australian government, we can move across territory with their blessing.

But there are some lessons in 5000+ which may be of interest to those in public administration. Like any project, you have to stay alive to the unintended consequences (good and bad) of any policy, program or project. Monitoring and evaluation methods are important (but hampered by disaggregated data held closely in separate, enemy territories). We’ve learnt a few things from 5000+ which may help tackle wicked problems confronting you.

These are broadly headlined:

• • Why deniability is good;

• • Why it’s more about how you think than where you’re from; and

• Why we make sure we do things right.

1. Whipping post & deniability

5000+ is important for many reasons. As a brand that isn’t owned by anyone, so it gives cover to ways of working; explorations and innovation that – if they blow up – doesn’t represent a risk to any one partner.

It also means tensions can be externalised. “It’s not me. It’s not you. It’s this ‘5000+’ we need to work on that causing us grief.”

2. It’s not about turning up – it’s about turning ‘on’

5000+ is about modeling more collaborative ways of working. Getting around a project and being permitted to think dangerously, beyond the forward estimates and on behalf of someone else, such as another agency or a private sector interest. And it’s about being allowed to prototype, until it breaks and then trying again, for Version 2.0.

We’ve found it’s not enough to have people in the room. You need to have the right people in the room.

3. It’s not enough to do the right thing

You’ve got to do the thing right (with nod to Tim Williams from whom I stole these words).

The right attitude is important, which means, the right people. So who are the right people? People who can:

• • Think at different scales simultaneously (macro, meso, micro . . . and back again);

• • Can draw from examples and exemplars without fear;

• Are comfortable in a non-linear environment, and can offer ideas early for testing.

In his 2011 Don Dunstan oration, Premier Weatherill declared that “a way must be found to reconnect with our citizens, to restore them to their rightful place at the centre of everything we do” and that outstanding customer service is not a “one size fits all model, but rather a model oriented to the particular needs of the citizens being served.” A Focus on Customer and Citizen Participation and Partnerships, which was commissioned by government in aid of offering public sector employees the opportunity to explore the Premier’s vision and also the government’s public sector reform initiative, the High Performance Framework (HPF) [http://www.hpf.sa.gov.au] which supports agencies to realise that vision, focussed on the HPF’s characteristic 7: High Performing Organisations are Customer and Citizen Focused.

A Focus on Customer and Citizen Participation and Partnerships is the first of an HPF Seminar Series to be offered this year, a series that will unpack the characteristics and building blocks of the HPF and place them in the context of public sector agencies. The series has been designed to explore the ways in which agencies are already innovating and improving to achieve the vision of the Government. The current interactive event explored best practice case studies from across South Australia and showed how the Premier’s vision is being achieved, from consultation through to empowerment, and how the public sector can continue to improve its services in partnership with those who receive them.At the event, a panel of representatives from state and local government built on this vision and exchange ideas with the audience.

• The Hon Michael O’Brien MP, Minister for the Public Sector, who provided the key note speech and stayed for the duration of the program and after the Q & A session, generously remaining behind for one-on-one discussion with event delegates, concerning their particular views and concerns;
• Elaine Bensted, Chief Executive, Office of TAFE SA and President of IPAA SA; who MC’d the event and facilitated the Q & A session;
• Bill Cinnamond, Director, Public Sector Management Division, Department of the Premier and Cabinet, who detailed the key components of the HPF, with a particular focus upon Characteristic 7;
• Emma Lawson, Director, Community Engagement, Department of the Premier and Cabinet, who in conjunction with David Speirs, Principal Policy Officer, Community Engagement, Department of the Premier and Cabinet (also Deputy Mayor of the City of Marion), outlined the IAP2 initiative;
• Wendy Campana, Chief Executive Officer, Local Government Association, who covered Local Government’s best practice consultation processes and methods and also highlighted current challenges to best practice consultation;
• Keith Bartley, Chief Executive of the Department of Education and Child Development, who outlined DECD’s co-production polices and methodologies with a focus on how these are implemented through DECD sites (school) and services;
• Peter Welling, Director, Service SA, who spoke on the directorate’s continually revised Customer Service Strategies, with a focus on the directorate’s measurement, evaluation and continuous improvement tools and procedures.

The event enjoyed very high attendance, with over 400 public sector employees having participated, coming from both State government and Local Government organisations, and largely representing senior officers, team leaders, managers and a high proportion of directorate leaders. The high turn-out is no doubt partly due the fact that IPAA’s Corporate Membership agreement with the SA Government’s Senior Management Council (SMC) ensures that all agencies and their employees receive free entry to HPF seminars (and other events). This was a key motivator is supported by IPAA’s post event survey, which collected the feedback of well over 30% of those attending the event, and also highlighted the fact that another key motivator for attendance was each delegate’s keen interest in learning how to better serve the needs and interests of SA citizens and residents. Some comments recorded are worthy of particular note:

“I always find it particularly useful and interesting to hear about other agencies’ programs and experiences, learn who’s doing what so I can utilise that knowledge to assist with our own Divisional programs.”

“I got a lot of value from attending the session and would certainly attend something like this again. I’m taking the information from the session back to my workplace and presenting the key information to managers and staff for their benefit, and will seek to incorporate this into strategic planning.”

“We used to do lots of inclusive activities for consumers but management cut back and it wasn’t possible to continue, neither is the current bunch interested or knowledgeable in the area, so I wait the impetus. It was great to hear its coming from the top down.”

“I work for an agency and was unaware of this initiative. Valuable in assisting me in my role and for developing future customer-centric strategies – thank you!”

“My organisation is not yet on-board with the necessary improvements for community involvement, unfortunately. It will be one of my tasks to try to influence this.”

“All Government agencies have a role with citizens; but the learnings can be applied to internal customers as well. While my present role is internally focused, it doesn’t mean I won’t have an ‘external’ or community focus in the future. This stuff is important to know to build knowledge.”

“I have attended an IPAA accredited course which was excellent. This event builds on the reputation of IPAA as a leader in the field – thank you.”

Another key piece of feedback, virtually universal to all responses, was that delegates are keen to hear a lot more about the HPF. IPAA is pleased to announce that it has been commissioned to provide 2 more HPF seminars, due for roll out before 30 June, 2012, the first of these to be on “Innovation and Continuous Improvement” and the second on “Leadership”.

Other feedback worth noting is that delegates would like to be provided greater opportunity to raise questions in the future: for the next 2 HPF seminars, IPAA will be providing index cards (and also notepads) and pens, for delegates to record their questions, anonymously if they prefer. IPAA will be collating the questions provided and the event MC’s will be raising the questions for discussion during the Q & A sessions.

Also of undoubted interest to public sector employees is that IPAA is developing a series of Cultural Change Management Programs for in-house delivery, the first of these – Developing a Customer Service Excellence Culture – is now available: the course outline is now available here: https://sa.ipaa.org.au/pd/CulturalChangeMgmt.asp

The following panel of representatives from state and local government built on this vision and exchanged ideas with the audience:

High Performance Framework (HPF) Seminar Series 2012
This was the first in a series that will unpack the characteristics of the High Performance Framework and place them in the context of public sector agencies exploring the way in which they are innovating and improving to achieve the vision of the Government. This seminar focused on Characteristic Seven: High Performing Organisations are Customer and Citizen Focused.The next two seminars will focus on the following two characteristics of the HPF:

• Characteristic Four: High Performing Organisations are Innovative and Continually Improving
• Characteristic One: High Performing Organisations are Well Led

For more information about the SA Government’s High Performance Framework, please click on the following link: http://www.hpf.sa.gov.au

Hon Michael O’Brien MP, Minister for the Public Sector

Michael O’Brien was appointed as the South Australian Minister for Employment, Training and Further Education and Minister for Science and Information Economy in March 2009. He was subsequently given responsibility for the Road Safety portfolio.

Before gaining his Cabinet position, he was a Parliamentary Secretary and served on numerous Parliamentary Committees. After the State election in March 2010, Michael was appointed Minister for Agriculture, Food and Fisheries, Minister for Forests, Minister for Regional Development and Minister for Northern Suburbs. In the Cabinet reshuffle on 8 February 2011, Michael was appointed Minister for Agriculture and Fisheries, Minister for Forests, Minister for Energy and Minister for the Northern Suburbs. In the first Weatherill Cabinet, Michael was elevated to Minister for Finance and Minister for the Public Sector.

MC: Elaine Bensted, Chief Executive
Office of TAFE SA and President of IPAA SAElaine Bensted is Chief Executive, Office of TAFE SA. TAFE SA is the largest provider of vocational education in the State of South Australia.TAFE SA is a part of the Department of Further Education, Employment, Science and Technology (DFEEST). Prior to being appointed as Chief Executive, Office of TAFE SA, Elaine was Deputy Chief Executive, Employment and Training Services within DFEEST and had been with the Department since 2004. She was also Executive Director, Corporate Services for the Department for Trade and Economic Development (DTED) for 3 years, and Director of Corporate Services for the City of Burnside. Her experience in the private finance sector includes human resource and training management, operations and project management.

Bill Cinnamond, Director
Department of the Premier and CabinetBill is the Director of South Australia’s Public Sector Management Division of the Department of the Premier and Cabinet.  In this role he is involved with driving change to increase performance at both the individual and organisational level across the South Australian Public Sector.Bill was a key participant and driver of the reforms that led to development of South Australia’s Public Sector Act 2009, the instigation of significant workforce reforms, the building of the public sector’s leadership strategy, and the High Performance Framework.  Bill will provided insight into high performance and how this influences South Australia’s reform agenda. Bill’s background is in the field of Human Resources, an area he has worked in for over 20 years covering many areas including industrial relations, change management, OHS&W, performance improvement, and strategic HR.

Emma Lawson, Director
Community Engagement, Department of the Premier and CabinetWith over 13 years of experience working for government in South Australia, New South Wales and the United Kingdom, Emma Lawson has a wide spectrum of government involvement in the parliamentary, political, policy and community engagement fields.Having worked as a policy advisor to Premier Rann, as well as having led parliamentary inquiries and the development of policy in a diverse range of areas including health, workers compensation, economic development, education, skills and housing, Emma is now responsible for heading up the community engagement process in South Australia’s Strategic Plan.

David Speirs, Principal Policy Officer
Community Engagement, Department of the Premier and Cabinet

David is a Principal Policy Officer in South Australia’s Cabinet Office.   He is currently leading a project to reform the way government agencies approach public participation through the Guide to Public Participation and Partnerships.  This piece of work aims to provide a clear mandate for government agencies to work with the public while setting a consistent standard for high quality, innovative engagement.David’s policy experience includes working on major reforms to international education in Australia and housing policy in South Australia.

Wendy Campana, Chief Executive Officer
Local Government AssociationWendy Campana is the Chief Executive Officer of the Local Government Association of South Australia.  The LGA is a leadership organisation providing support and advocacy for Councils in SA and a range of direct services such as industrial/employee relations and governance advice and comprehensive education and training program for Council Members and staff of Councils.She has an extensive background in public sector management, organisational development, education and training, industrial relations, intergovernmental relations and governance, political lobbying.

Keith Bartley, Chief Executive
Department of Education and Child DevelopmentAs Chief Executive of the Department for Education and Child Development, Keith Bartley is leading reforms in South Australian public education and child development to ensure that children, students and their families gain the greatest possible benefit from public schooling in this state.Keith is responsible for advising the South Australian Government on all matters relating to public school education and children’s services. As such, Keith heads a department that has an annual budget of $2.1 billion and delivers public education through almost 600 schools to nearly 170,000 students, as well as preschool education through over 400 preschools to over 17,000 three to five year olds.

Peter Welling, Director
Service SAPeter Welling commenced working for Service SA in February 2006. He comes to the South Australian public service from award winning strategic customer services roles at Virgin Blue Airlines, Adelaide Hills Council, and Flight Centre Corporate Division.With a Masters of Business Administration, Peter has a focus on integrating customer service improvement programs within high-pressure operational service delivery environments and he is passionate about improving customer experience in the public sector.