Within improvement, commonly used or ‘go-to’ methods often lack guidance on how to go about undertaking design work and the following delivery. Throughout this interactive workshop, Q members had the opportunity to learn from FutureGov’s learning insights on both design and delivery to apply to their own improvement projects.

Why FutureGov?

FutureGov helps build organisations fit for the future. Working side by side with organisations, they review ways of working, design new capabilities and rethink structures to deliver better ways of working. They strive to ensure that organisations are ready to deliver public services of the future at a lower cost, with better outcomes. FutureGov design services (infrastructure, communications and technology) that bring together people, to deliver high quality user outcomes and experiences. Through a process of discovery, they work to understand user needs, policy, tech and future opportunities. Using a design-led approach, analysing research and data to guide and inform their work inside organisations, FutureGov combine this understanding with the potential of technology to create innovative ways of solving problems.

Throughout this interactive workshop, members learning focused on two key areas: design and delivery.

• Design: FutureGov uses techniques for designing services that go beyond the process mapping and value stream mapping which you may already be familiar with. They frequently use story boarding and physical diagrams, to help teams visualise the future and resolve design issues.
• Delivery: As part of how they deliver improvements, FutureGov aspires to help shift the improvement culture of public sector organisations so that they instinctively bring together light multi-disciplinary teams, solving problems in a more rapid and iterative way. You’ll learn about their approach to change delivery; FutureGov see change as like trying to bake a cake when the oven settings and ingredients are constantly changing. In this case a more detailed recipe doesn’t service you well. Time, temperature and amount of ingredients may change, or in the context of a client work, service user needs or changes in policy. This is where breaking down a road map into clear themes is helpful. For their NEL Adult Services review, they focused less on how to fix specific services and more on the combined effect of small changes across the whole adult services recipe book to build layers of systemic change.

Aims and objectives

• Move beyond traditional process mapping approaches when visualising future state process designs
• Share lessons learnt from Agile service improvement implementations
• Awareness of current developments in design and implementation thinking, as they happen live, within FutureGov’s community of practice workshops

Slides from the day

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This section of the page is for Q members only. If you are already a member please log in, and if not, find out more about joining Q.