Combining Design Thinking and Rapid Impact Evaluation methodologies allows for a user-centered counterfactual to measure the impact of the current program design, while simultaneously identifying programmatic design flaws and generating solutions for improvement. The participative process for co-developing the counterfactual triangulates multiple user perspectives and data sets to provide new lines of evidence to pursue innovative solutions and offer a more iterative approach to evaluation.
Organisational development in a municipality within a framework set by the municipal council is not new. However, a local authority can still be innovative in how it designs such development and the role employees play in it. In Nijkerk (approx. 43,000 inhabitants), this has led to an organisation made up of 28 self-managing teams that come directly under the authority of the municipal clerk. Nijkerk went through a process where employees and the development of their talent came first.
The Heating Assistance Rebate Program (HARP) helps over 42,000 low income Nova Scotians with the high cost of heating their homes in the winter. In 2016 Service Nova Scotia used an innovative approach to modernize HARP from a paper-based application to an online system to improve user experience and government processes. The modernization of this program was uniquely user-driven with significant user-testing leading the transition process and continuous user-testing for ongoing improvement.
In June 2017 the Government created a Social Innovation and Social Finance Strategy Co-Creation Steering Group (SG) to provide recommendations for a Strategy. Based on a year-long process the SG developed 12 recommendations.
In response, the Government announced the Strategy’s foundational elements in November 2018 including a $50 million Investment and Readiness program to build the capacity of organization to access social finance and a $755 million repayable Social Finance Fund.
The Client Experience Measurement Survey Model was developed by Employment and Social Development Canada to gather and analyse client feedback to improve service delivery to its clients. Canadians have been able to express their views on government programs and services, which have informed the way programs and services are designed and delivered. The survey allows the tracking of service satisfaction, ease of access, effectiveness of service delivery, and the experience of particular programs and client groups in depth. It provides accurate and reliable data on satisfaction drivers, service improvements, and client groups facing barriers.
The Louisville Metro Badge Program rewards employees for tasks like creating an open dataset, crowdsourcing information from citizens or collaborating with other departments on projects. There’s a tiered reward system for civil servants who participate, with prizes ranging from LinkedIn recommendations to recognition at a city-wide awards ceremony.