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Journal article 958 views 146 downloads

Co-design, evaluation and the Northern Ireland Innovation Lab

Anna Whicher, Tom Crick Orcid Logo

Public Money & Management, Volume: 39, Issue: 4, Pages: 290 - 299

Swansea University Author: Tom Crick Orcid Logo

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DOI (Published version): 10.1080/09540962.2019.1592920

Abstract

Around the world there are more than 100 Policy Labs – multi-disciplinary government teams developing public services and policies using innovation methods to engage citizens and stakeholders. These Policy Labs use a range of innovation methods and approaches, including co-production, co-creation, c...

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Published in: Public Money & Management
ISSN: 0954-0962 1467-9302
Published: Taylor & Francis 2019
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URI: https://cronfa.swan.ac.uk/Record/cronfa45921
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first_indexed 2018-11-14T05:19:57Z
last_indexed 2019-07-17T15:26:36Z
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spelling 2019-07-17T11:38:42.6549127 v2 45921 2018-11-14 Co-design, evaluation and the Northern Ireland Innovation Lab 200c66ef0fc55391f736f6e926fb4b99 0000-0001-5196-9389 Tom Crick Tom Crick true false 2018-11-14 EDUC Around the world there are more than 100 Policy Labs – multi-disciplinary government teams developing public services and policies using innovation methods to engage citizens and stakeholders. These Policy Labs use a range of innovation methods and approaches, including co-production, co-creation, co-design, behavioural insights, systems thinking, ethnography, data science, nudge theory and lean processes. Although the methods may vary, one element is consistent: Policy Labs actively, creatively and collaboratively engage the public and a wide range of stakeholders in jointly developing solutions. The Northern Ireland Public Sector Innovation Lab (iLab) is part of a growing UK and international community of Policy Labs using co-design to engage with users for value co-creation, aiming to improve public governance by creating a safe space to generate ideas, test prototypes and refine concepts with beneficiaries. Established in 2014, iLab has led 18 projects in its first two years, focusing on a wide range of service and policy challenges. Perhaps due to the experimental nature of their activities, Policy Labs tend to operate behind closed doors; in autumn 2016, iLab commissioned an evaluation of its activities and governance to enable Labs to share good practices and identify some of the key challenges in order to advance and consolidate knowledge. Drawing on iLab’s evaluation composed of 30 interviews with lab staff, the wider Northern Ireland Civil Service and external stakeholders, this paper explores three questions: What are the main determinants of effective co- design? What are the unintended consequences of co-design? And what lessons can be learned from iLab experience in Northern Ireland and shared with other Policy Labs? Journal Article Public Money & Management 39 4 290 299 Taylor & Francis 0954-0962 1467-9302 Co-design, Co-production, Policy Labs, Evaluation, Public Services, Northern Ireland 11 4 2019 2019-04-11 10.1080/09540962.2019.1592920 https://www.tandfonline.com/doi/full/10.1080/09540962.2019.1592920 Special Issue on “Co-Production of Public Services and Outcomes” COLLEGE NANME Education COLLEGE CODE EDUC Swansea University 2019-07-17T11:38:42.6549127 2018-11-14T04:00:16.8557238 Faculty of Humanities and Social Sciences School of Social Sciences - Education and Childhood Studies Anna Whicher 1 Tom Crick 0000-0001-5196-9389 2 0045921-22112018212247.pdf PMM2019.pdf 2018-11-22T21:22:47.0570000 Output 439998 application/pdf Accepted Manuscript true 2020-10-11T00:00:00.0000000 true eng
title Co-design, evaluation and the Northern Ireland Innovation Lab
spellingShingle Co-design, evaluation and the Northern Ireland Innovation Lab
Tom Crick
title_short Co-design, evaluation and the Northern Ireland Innovation Lab
title_full Co-design, evaluation and the Northern Ireland Innovation Lab
title_fullStr Co-design, evaluation and the Northern Ireland Innovation Lab
title_full_unstemmed Co-design, evaluation and the Northern Ireland Innovation Lab
title_sort Co-design, evaluation and the Northern Ireland Innovation Lab
author_id_str_mv 200c66ef0fc55391f736f6e926fb4b99
author_id_fullname_str_mv 200c66ef0fc55391f736f6e926fb4b99_***_Tom Crick
author Tom Crick
author2 Anna Whicher
Tom Crick
format Journal article
container_title Public Money & Management
container_volume 39
container_issue 4
container_start_page 290
publishDate 2019
institution Swansea University
issn 0954-0962
1467-9302
doi_str_mv 10.1080/09540962.2019.1592920
publisher Taylor & Francis
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Social Sciences - Education and Childhood Studies{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Social Sciences - Education and Childhood Studies
url https://www.tandfonline.com/doi/full/10.1080/09540962.2019.1592920
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description Around the world there are more than 100 Policy Labs – multi-disciplinary government teams developing public services and policies using innovation methods to engage citizens and stakeholders. These Policy Labs use a range of innovation methods and approaches, including co-production, co-creation, co-design, behavioural insights, systems thinking, ethnography, data science, nudge theory and lean processes. Although the methods may vary, one element is consistent: Policy Labs actively, creatively and collaboratively engage the public and a wide range of stakeholders in jointly developing solutions. The Northern Ireland Public Sector Innovation Lab (iLab) is part of a growing UK and international community of Policy Labs using co-design to engage with users for value co-creation, aiming to improve public governance by creating a safe space to generate ideas, test prototypes and refine concepts with beneficiaries. Established in 2014, iLab has led 18 projects in its first two years, focusing on a wide range of service and policy challenges. Perhaps due to the experimental nature of their activities, Policy Labs tend to operate behind closed doors; in autumn 2016, iLab commissioned an evaluation of its activities and governance to enable Labs to share good practices and identify some of the key challenges in order to advance and consolidate knowledge. Drawing on iLab’s evaluation composed of 30 interviews with lab staff, the wider Northern Ireland Civil Service and external stakeholders, this paper explores three questions: What are the main determinants of effective co- design? What are the unintended consequences of co-design? And what lessons can be learned from iLab experience in Northern Ireland and shared with other Policy Labs?
published_date 2019-04-11T03:57:35Z
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score 11.01753

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