1
Overview
the problem
the solutions
what’s next?
DesignGov’s Lost in Translation report found that a
serious problem in business/government
interactions is a lack of clear channels for resolving
problems for businesses that span agencies and
jurisdictions. Often businesses feel that
government agencies share responsibility for the
problem, but none of them owns the solution.
The co-design workshops suggested two concepts
(possible Fix-it Squad models) to solve the
problem. Some features of the concepts were later
tested with representatives from businesses and
industry associations.
The Australian Tax Office (ATO) will be leading
an agency consortium pilot of Fix-it Squads to
see how they work on a real problem. The
consortium contact is Judy O’Connell
(judy.o’connell@ato.gov.au).
concept 1:
Rapid Response Squads
More detail inside:
The co-design workshop………………….
2
Through an online forum, businesses and
intermediaries can alert the APS to urgent crossagency issues that need fixing. A seamless
approval process sets up the Rapid Response
Squad, which includes representatives from
business and intermediaries, is immersed in real
businesses to see the problem in context and
whose findings are implemented across all affected
APS agencies.
Concept 1:
Rapid response squad…………………….
3
Concept 2:
Systems Squad:…………………………….
5
Critical needs as identified
by workshop participants…………………..
7
the idea: Fix-it Squads
To solve the problem, the report recommended
establishing Fix-it Squads: a form of tiger team
made up of seconded public servants and/or
intermediaries from relevant agencies and
organisations, who are charged with investigating
issues that span agencies - identified by business
and agreed by government.
co-designing the solution
On 31 October, 19 November and 9 December
2013, DesignGov facilitated co-design workshops
with public servants and business representatives
to co-design solutions to the problem and make the
idea of Fix-it Squads real.
concept 2:
Systems Squad
Systems Squads tackle systemic problems that
span agency responsibilities. Authorised through a
formal brief or submission process and resourced
through a formal fund, Systems Squads are
immersed in businesses to conduct their
investigation in context. A permanent Systems
Squad Community of Practice, a cross-agency
office, implements and communicates the findings
and lessons learned.
Ideas catalogue – further
principles and priorities
to explore……………………………………. 8
Concept-specific feedback from
Business…………………………………….. 9
General feedback from
Business…………………………………….. 10
Background: The problem………………... 11
Background: The initial idea……………….. 12
2
CO-DESIGNING FIX-IT SQUADS
Design Tools
design tool 1:
Brainstorming
In groups of 3 or 4, participants initially brainstormed
the key aims Fix-it Squads should achieve. Along
with a briefing on the findings of DesignGov’s Lost in
Translation Report, this guided them in their creation
of the Fix-it Squad models with journey maps.
Participants drew on these aims, their own
experience and the Lost in Translation Report
findings to develop the user journey maps.
Instructions for use – ideas on how to
brainstorm effectively
A google search for ‘brainstorming techniques’ will
yield good results. See for example:
http://www.openideo.com/fieldnotes/openideo-teamnotes/seven-tips-on-better-brainstorming. A google
image search for ‘brainstorming’ will yield good
visual expression of brainstorming ideas.
You can find further links on how to brainstorm in
the DesignGov Compendium.
31 October co-design workshop
5 x DesignGov staff as facilitators
6 x staff representing:
- Attorney-General’s Department, Small Business
Commissioner, Department of Human Services,
- Australian Tax Office and Department of Industry
19 November workshop
7 x DesignGov staff as facilitators
10 x staff representing:
- the Australian Tax Office,
- Department of Industry,
- Australian Competition and Consumer
Commission, Small Business Commissioner
- Australian Securities and Investment Commission
- and Department of Human Services
3
CO-DESIGNING FIX-IT SQUADS
Design Tools
design tool 2:
User Journey Maps
User journey maps get participants to take the ideas
and aims drawn from design tool 1 (the intangible
why?) and focus on tangibly how we get there –
what features, resources, specifications a Fix-it
Squad would need.
In the same groups of 3-4, participants wrote what
features and specifications a Fix-it Squad would
need on post-it notes, and then synthesised these in
a logical order (the journey). Each group focused
on identifying and describing the features and
specifications of the fix it-squad model for one stage
of the squad’s life-cycle. One group focused on an
authorising phase (how the squad would be set up),
another on the acting stage (how the squad
conducts its investigations and immersion), and
another group on the implementation and learning
phase.
The journey maps allowed us to co-design complete
and tangible Fix-it Squad models.
Instructions for use – how to create
your own journey map
A google search for ‘how to do a user [or customer]
journey map’ will yield links to sites that explain how
to undertake a journey map. See for example:
http://www.servicedesigntools.org/tools/8.
Also, searching ‘user [or customer] journey map’ in
Google images will yield some excellent visual
expression of what a journey map is.
You can find further links to how to do a journey
map in the DesignGov Compendium.
4
CO-DESIGNING FIX-IT SQUADS
Concept 1 - Rapid Response Squads
the concept
Through an online forum, or drawing on list of
problems already identified by industry
associations or APS agencies, businesses and
intermediaries can alert the APS to urgent crossagency issues that need fixing. A seamless
authorising process managed by the permanent
Cross-Agency Red Tape forum sets up a Rapid
Response Squad that includes representatives
from business and intermediaries. The Squad
investigates the problem while immersed in real
businesses to see the problem in context. Its
findings are implemented across all affected APS
agencies.
“Rapid Response Squads
let business get on with
business!”
Existence of problem
is acknowledged on the
Cross-Agency Red Tape
Forum, triggering formation
of Rapid Response Squad
ACTING
the process
authorising phase:
acting phase:
implementation and learning phase:
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Business and intermediaries can alert the
Australian Public Service Red Tape Reduction
Register - a one stop website/forum that is
accessible even to small businesses to identify
cross-agency problems
Drawing on the information on this site, a new
Cross-Agency Red Tape Forum, a body with
senior SES staff from across the APS, which
meets to select issues for Fix-it Squad
intervention. The body also agrees a sponsor
and champion agency, as well as funding
Once an issued is selected, the Fix-it Squad
Office is the core base of permanent staff that
brings together the Fix-it Squad team and
organises the resources and training to ensure
the team is ready to investigate the issue
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Representatives from business and
intermediaries join the squad to ensure their
voices are heard during the investigation and to
increase squad’s credibility. They assist in
communicating developments and findings
(ongoing during the acting phase)
Working with stakeholders, the team first
rearticulates the problem if necessary, to ensure
the squad is focusing on the real issue as seen
by business
Squad then commences investigations proper,
immersing itself in relevant businesses to
observe the problem in context, and using more
traditional problem-solving methods e.g. a
consultation process and research
The team drafts and delivers a report with its
findings and recommendations to the CrossAgency Red Tape Forum
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Senior squad sponsor advocates the findings at
the APS200 and/or Secretaries’ Board
Senior sponsor oversees the implementation
team that implements the findings in the sponsor
agency
Other affected agencies implement relevant
findings through their corporate divisions
Some squad members from the acting phase
stay on and rejoin the Fix-it Squad Office for
implementation and lessons learned
The Fix-it Squad Office develops papers that
allow for post evaluation process, surveys and
feedback mechanism
The feedback is fed into future Fix-it Squads to
ensure continuous improvement
Business and intermediary representatives on
the squad help advocate the findings and
recommendations
5
CO-DESIGNING FIX-IT SQUADS
Rapid Response Squads - Mock Up
the mock up
Rapid Response Squad
Red Tape Reduction Register Site
Rapid Response Squads form in response to
businesses registering cross-agency problems on
the Red tape reduction register, a Commonwealth
Government website.
To the right is a snapshot of a prototype of that
website. This could be developed after the pilot
phase of Fix-it Squads.
A typical user finds the website through a google
search. On the home page there is information
about the red tape register and Rapid Response
Squads. The user is invited to register their crossagency issue for resolution by the Australian
Government, or to ‘upvote’ an already registered
issue in the cross-agency issue forum.
Here businesses
can register an issue for possible
investigation by a Fix-it Squad
6
CO-DESIGNING FIX-IT SQUADS
Concept 2 - Systems Squads
the concept
the process
Systems Squads are cross-agency fix it squads
that tackle systemic problems –that span agency
responsibilities. Authorised through a formal
process, and resourced through a formal fund,
Systems Squads are immersed in businesses to
conduct their investigation in context. The Squad
uses design tools to expose decision makers to the
user’s experience of the problem in its report. The
Community of Practice then implements the report,
with particular focus on communications to ensure
users are aware of the findings.
authorising phase:
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Formal imprimatur authorises the Systems
Squad. (At some stage it may need to go to
Cabinet level). The imprimatur defines the
problem including who is involved, who is
affected and how
The Fix-it Squads Community of Practice, a
cross agency permanent office that manages the
Systems Squad, establishes the squad
The Community of Practice ensures
collaboration with key stakeholders by including
representatives from the three levels of
government and has regular networking events
with representatives from business and
intermediaries. The Community of Practice will
work with business to investigate what issues
are important in the problem
Money for the squad is drawn from the Systems
Squad fund, whose resources could be tied to
savings achieved and investments and trade-offs
The leader of the squad should be a permanent
employee of the Community of Practice
acting phase:
key risks
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The Systems Squad will have the right mix of
staff for the problem at hand
The team will establish principles to manage the
competing interests of team members coming
from different backgrounds/agencies
The evidence gathered will need to expose the
decision maker to the ‘user’ story/experience,
mixed with the economic story
The squad will conduct its investigations through
immersion with internal and external users such
as businesses and intermediaries
Key risks: people coming in cold; overpromising
and under-delivering; lack of clear reporting
back to business; insufficient evidence gathered
to change minds; and if an agency that should
have been represented is not.
Existence of problem
is acknowledged on the
Cross-Agency Red Tape
Forum, triggering formation
of a Systems Squad
implementation and learning phase:
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The Squad will return its report to the
Community of Practice. The Community of
Practice has responsibility for communications,
which will ensure the findings and
recommendations are communicated in a
language and manner suitable to each target
audience. The findings, recommendations and
any plan for implementation will be ‘translated’
into language suitable for business
The findings and recommendations should be in
a form that will not invite cynicism from public
servants
Community of Practice will undertake an
implementation study to ensure that barriers to a
successful implementation process should be
identified and managed, and that lessons
learned are passed to the next squad
The Secretaries’ Board will endorse and act on
the findings of the squad
7
CO-DESIGNING FIX-IT SQUADS
Systems Squad – Mock Up
the mock up
Submission authorising a Systems
Squad
Systems Squads are cross-agency fix it squads
that tackle systemic problems –that span agency
responsibilities.
One distinguishing feature of the Systems Squad is
the issues they solve. Systems Squads aim to
resolve issues that are cross-agency, large-scale
and systemic.
To solve such large macro-level problems,
Systems Squads receive support from the highest
levels of government. They may even be
authorised by Cabinet and report to Cabinet.
Across to the right is a prototype of a departmental
proposal or submission that authorises a Systems
Squad. The prototype is to give you a sense of
what kind of process would establish a Systems
Squad. Among other things, a Systems Squad
submission also detail what issues the Systems
Squad is focusing on, what design tools it will
employ, how it will immerse itself in businesses in
its investigations and when and who it will report
back to.
8
CO-DESIGNING FIX-IT SQUADS
Identifying Critical Needs
using co-design to identify needs
Besides designing the concepts themselves,
workshop participants also identified critical needs
for Fix-it Squads, and voted on these.
These aims should inform the prototyping and
further designing of the Fix-it Squads concept.
critical needs:
Systems Squads
authorising phase
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critical needs:
Rapid Response Squads
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Participants emphasised above all that the
problem must be expertly identified and
drive the process
Resources and training materials
Authorising a regulation forum – including the
need for a sponsor, champion agency and base
funding
Creating post-squad evaluation processes,
surveys and feedback mechanisms
Having a ‘core base’ to facilitate the process.
Strong leadership
Mandate for authority to implement with a senior
sponsor responsible for the outcomes to achieve
Sponsor willing to be a strong advocate to
maintain momentum
Identifying external needs and requirements.
One process – problem identification to
implementation
The website should draw on and use existing
models of successful platforms
The website should be a one-stop shop for
business
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Formal imprimatur and a specific fund should be
the mechanism for authorising squads
The Secretaries’ Board should endorse and act
on the findings of the squad
Collaboration with the three levels of
government and the business sector will be
important
The problem definition for the squad should
cover who is involved, who is affected and how
Deciding which agenc(ies) will be responsible
for the squad will be important
Unpacking what issues faced by business that
the squad is investigating is important
Deciding who pays is a key issue
Defining the characteristics of the squad’s
composition is important
There could be a special fund to pay for Fix-it
Squads, whose resources could be tied to
savings achieved and investments and tradeoffs
The leader of the squad should be a permanent
employee of the body that organises squad
Competition could be established between
squads to enable access to decision makers to
fast track actions
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The squad should immerse with internal and
external users
Evidence types are important
implementation and learning phase
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A communications process will be essential to
ensure the findings and recommendations are
communicated in a language and manner
suitable to each target audience
For example, the findings, recommendations
and any plan for implementation will need to be
‘translated’ into language suitable for business
The findings and recommendations should be
in a form that will not invite cynicism from public
servants
Barriers to a successful process should be
identified and managed
An overarching ‘Community of Practice’ to
manage Fix-it Squads would underpin their
success, and it should include a mechanism to
ensure lessons learned are passed from one
squad to the next
Implementation should link back to the original
decision makers and stakeholder’s priorities
when the squad was authorised
acting phase
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The team will need the right mix of staff for the
problem at hand
The team will need principles to manage the
competing interests of team members coming
from different backgrounds/agencies
Evidence will need to expose the decision
maker to the ‘user’ story/experience, mixed with
the economic story
9
CO-DESIGNING FIX-IT SQUADS
Suggested Aims
ideas catalogue
Participants also identified other principles and
priorities for Fix-it Squads.
These aims could be used to inform the prototyping
and further designing of the Fix-it Squads concept.
Selling Fix-it Squads to stakeholders
(from the business workshop)
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Squads are aimed at associations, big business
and small business advocates
Concrete examples of problems and case
studies and how things would be different if
solved by a FIS would be important
Should be managed carefully through
associations – small businesses are too small to
have time to find out
Don’t overpromise – capture the opportunity but
don’t oversell the idea or the benefits!
Explain who the FIS is – who it is, why it is
credible
Be clear about the audience: initially, this could
be associations, larger businesses, small
business advocates and selected bureaucrats
Later the audience can be expanded to the
public sector more broadly and small businesses
Use concrete examples of problems solved by a
Fix-it Squad (e.g. from South Korea)
Use case studies to explain
Have credible organisations running the Fix-it
Squad
Fix-it Squad aims
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Whole of government collaboration and
partnership – between government,
intermediary, business advisers
Empowered to make decisions with people
who can bind many agencies
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Clear problem to work on
Cross agency processes and systems
Future focused
‘Light touch’ from Canberra, with those on the
ground with the power
Squads leverage off each other
Leader sponsor/agency, who is empowered but
not so far up the chain it gets bogged in red tape
Costs manageable
How to deliver something that our stakeholders
value
Communication of impact
Received in metro and regional areas
Meeting needs and expectations of businesses
Links business to channels and useful
information
Well/effectively targeted and understood by
stakeholders
Driven by external forces – what small business
thinks small business needs
Expert advice
Team understands industry as a whole
Some members need business experience
Business have better idea of how to comply and
where to find info
Team consists of relevant government agencies
to solve problem
Need to clearly communicate the change
Team bonding
Business are selected with outcome
Team has adequate budget to consult.
Team is fit for purpose in terms of size
Team is able to communicate with business
High level or senior champion
Team works well together
Business is satisfied with the outcome
10
CO-DESIGNING FIX-IT SQUADS
Specific Feedback on Concepts
the participants
9 December co-design workshop
with businesses and intermediaries
10 x representatives from business
5 x association representatives
2 x Australian Tax Office staff
1 x AusIndustry staff
4 x DesignGov facilitators
authorising phase
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Some small businesses are not comfortable with
online
The training, guides and resources that support
the Fix-it Squads should include social media
and peer-to-peer features to share knowledge
The website could include online questionnaires
Investigatory panels could also raise issues and
be a consolidated place of information
On the website, people could confirm if
something is an issue
Issues and complaints register is a good idea
Crowd sourcing of experts could occur
Authorising must work well – sorting it out along
the way doesn’t work. Accountability here is key
First squads should begin by targeting low
hanging fruit issues to establish credibility
Registration of issues could be acknowledged
with an email within 48 hours, with a reference
number that can be cited if the citizen wishes to
follow up
The website should be friendly – minimum clicks,
clear without being patronising
Good practice models for the website, the
squads and the issues selection should be used
to base the issues platform on
Fix-it Squads should aim to fix issues that can be
fixed reasonably easily i.e. bureaucratic,
navigating government issues – not things that
require changing legislation which is hard
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Accountability, expectations management and a
proper process for deciding is key at this stage
The website should have proper messaging – so
people can understand what this is all about,
with case studies and examples of what it does
Agencies could suggest issues for investigation
by a Squad from their own existing register of
issues (both agency-only, and cross-agency)
acting phase
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Communications are important at all stages –
including explaining why the problem was
chosen, listening more than talking. Website
with constant updates on progress could allow
stakeholders to follow how the problem is being
fixed. The squad could include a dedicated
communications officer who keeps stakeholders
updated
Information should be personalised and
delivered by phone call /face to face as much as
possible
Email updates to registered stakeholders would
work to provide updates on progress
Transparency and building on ideas are
important but not result in revealing
individual/confidential matters
Focus on fixing the problem, rather than broad
education of small business sector
Decide on methodology based on issue
Business want to deal with one person to fix
problem – one person could be onsite
6-8 week maximum time limit – should not drag
on or ‘touch base’ (but length of time should
depends on the problem)
There needs to be willingness to participate and
listen fast
Business associations could provide a part time
staff member only to the squad
11
CO-DESIGNING FIX-IT SQUADS
Specific Feedback on Concepts
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Should focus on small businesses’ right people
Business and intermediaries should get involved
but it is not ‘their’ problem.
People may lie on surveys. Intermediaries may
be able to administer surveys
Internal staff at the agencies experiencing the
problem should not be those who deal with the
problem daily – as these may have no incentive
to make the necessary changes
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Implementation and learning phase
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No silence – length of time to implement
depends on the problem
Can get password to login and check how
implementation is progressing
Using the website, if the issue is listed on the
site people can look there for updates
Need to be clear on scope – but business want
and need early up front conversation
Not a 500 page report – it needs an executive
summary with the main detail. The final report
could include affirmation or not that the problem
exists, options, cost/benefit analysis, user
journeys, actionable recommendations and
timeframe for implementation
It should be therapeutic to read the report – to
understand that everyone has been heard
The findings should not necessarily aim to
appease 100% of stakeholders if this is not
feasible
The squad could aim to convince stakeholders
that businesses trust that its findings and
recommendations have been implemented – for
example, accounts and intermediaries
Personalised communications are best, or
through an intermediary
•
The squad should immerse both in business and
the public sector
Private sector bodies should be involved in the
evaluation process as private bodies will have a
different view of effectiveness and success
Ensure that the people who originally flagged
the problem receive communications they can
understand about how it was solved
Target markets for findings and
recommendations are important: This includes
targeting the bureaucrats who will implement so
they buy into it
Fast failure: If the squad quickly realises there
is no solving the problem, finish up and let
stakeholders know why
12
CO-DESIGNING FIX-IT SQUADS
Key workshop takeaways
After the workshop, participants were
asked to share one key takeaway,
comment or idea for Fix-it Squads
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Squad composition is important and needs to
be cross-functional, needs proper resourcing
There are different groups who need different
messages from the Squad
Fix-it Squads are about change management
Fix-it Squads need good communications and
involvement from the start
Fix-it Squads need credibility and a Board to
which it needs to demonstrate quick wins
Associations and businesses need to be
involved
Fix-it Squads needs to be flexible because it
involves different people and different
businesses
Important who is targeted and who gets on
board
We should take lessons from other Fix-it Squad
type initiatives that have already happened
Ensure Fix-it Squads do not add more red tape
Fix-it Squads must meet the needs of its
different clients, issues can bring up other
issues, must determine if it is a 'real' problem
Expectations management is important such as
language, actions, time frames and perceptions
Fix-it Squads solutions are fit for purpose
Timeliness of fixing the problems is critical
Fix-it Squads makes voices heard
Test Fix-it Squads process on existing
concerns
Trust is an important issues in Fix-it Squads.
Don't just pay lip service, credibility can come
from having Fix-it Squad people with
experience of small businesses
Participants were also asked three
specific questions about Fix-it Squads
What problems should be tackled?
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Fix-it Squads solve change management
problems
Squads could deal with crisis problems, e.g.
cross-agency problems related to natural
disaster management
Define what red tape the squad will cut: this
will probably be bureaucratic/process red tape,
not legislation or policy based red tape (which
is much harder to remove)
Problem has to be owned
Key associations could identify problems
Must accommodate state issues
Economic/financial/barriers to doing business
problems, or where being bounced between
agencies has caused problems for businesses
Use a decision tree process to select a
problem, rather than specific criteria or an
arbitrary numerical scoring/ranking
Stakeholder management
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Multilingual service for LOTE stakeholders
Explaining what is and what isn’t possible to
change is key in stakeholder management
Government/ministers should be stakeholders
Scope – project dimensions
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Important who is targeted and who gets on
board
We should take lessons from other Squad-type
initiatives that have already happened
Expectations management is important such
as language, actions, time frames and
perceptions
Timeliness of fixing the problems is critical
Squad must be perceived to own the issue
13
THE CHALLENGE
“Work with me to unravel problems”
the problem
There is a lack of clear
channels for resolving
specific problems for
businesses that span
agencies and jurisdictions
“There’s shared responsibility
for the problem, but no owner
for the solution”
Meet Steve
the tech entrepreneur
the needs to address
the context
Bogged and bounced by bureaucracy
The regulatory problems that businesses face
often don’t fit into the responsibilities of one
specific agency. Often they will straddle a
number of agencies and jurisdictions.
FEDERAL
GOVERNMENT
75 national
regulatory
agencies
1100
regulatory
agencies
564 local
government
s
business
seeking an
answer
STATE
GOVERNMENT
2544
departments
and agencies
9 public
sectors
LOCAL
GOVERNMENT
Steve has an innovative idea for a
new ICT startup. Two hurdles remain
before he can get started: support and
approvals from government. But no
single agency has responsibility for
this.
And no one owns the solution. It spans several
agencies and jurisdictions. Steve labours to find
out which agency to contact and which form to
fill out. But each time he contacts an agency,
after a long and frustrating wait, he gets the
same response: the agency says they want to
help but don’t have responsibility and refers him
to another agency. And the cycle continues. He
never gets a definitive yes or no for his project.
Steve’s frustrated – because his idea is a
winner, but if he doesn’t get definitive answers
from government soon, he’ll lose his crucial
first-mover advantage to overseas rivals with
more fluid approval processes
Steve is not alone. Shared responsibility for
the problem with no owner for the solution is a
common issue for businesses. DesignGov has
identified businesses in the financial services,
technology development and chemicals
sectors, as well as businesses which provide
procurement services to government, which are
in the same boat. Problems span agencies and
jurisdictions, no-one is wholly responsible, noone is able to help or take the lead in finding a
solution, and there are no definitive answers.
businesses need:
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cross-agency solutions to problems
targeted interactions
the ability to accommodate exceptions
intermediaries need:
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genuine engagement
two-way relationships
the opportunity to build relationships
public servants need:
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to add value to policy and services
to allow for tailoring
to build a base for shared understanding
cross-agency solutions
Steve is a composite persona that reflects the needs of dozens of businesses and intermediaries that DesignGov
interviewed during the Business and Government Interactions project.
For more information, please download the report (http://tinyurl.com/designgovfindings) and prospectus
(http://tinyurl.com/designgovprospectus).
14
THE PROPOSITION
Prototyping Fix-it Squads
the idea
Fix-it Squads
Tackling priority problems through
immersion and observation
We are looking to facilitate development of a
form of tiger team*, made up of seconded
public servants and/or intermediaries from
relevant agencies and organisations, who
are charged with investigating issues
identified by business and agreed by
government.
* A group of technical experts who also have energy
and
imagination, who understand and can solve technical
or
systemic problems.
potential benefits
how we get there
businesses benefit by:
What must Fix-it Squads be able to achieve?
• Bring to light and develop processes for
managing issues/friction that cut across
agency and jurisdictional operations
• Connect to and develop networks and
communities to generate awareness of
common issues and facilitate collaboration
• Train public servants in observation and
immersion techniques as part of active
problem-solving.
•
Experiencing less pain in both time wasted and
cost when dealing with a cross-agency
problem
intermediaries benefit by:
•
•
Reduced frustration from lack of willingness by
government to partner with them to find
solutions to identified problems
Value adding for their stakeholders by
facilitating the Fix-it Squad process
public servants benefit by:
•
•
Being enabled to quickly coordinate crossagency action on specific and known issues
Gathering rich intelligence from the field on
specific matters
design principles
•
•
•
•
Observation to understand
Seek paradoxes/apparent contradictions
Surface assumptions
Co-design with influencers and those impacted
Some of the factors
to be considered in our
prototyping workshops
assumptions
•
The Fix-it Squad can co-design a feasible
solution with the affected business
community
unknowns
•
•
•
What would be the process by which the
business problem triggers a Fix-it Squad
response?
Who commissions the Squad?
Who pays for it?
organisational challenges
•
Will a single agency or consortium have
custody for Fix-it Squad programs?
DesignGov will be running a series of workshops aimed at further developing this concept and testing how it might work.
If you would like to get involved, contact us through our email (design@design.gov.au) or phone number (02 6125 4974)
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