Design Thinking Workshop: Improving service delivery through security sector governance
Session overview I. Introduction DCAF-ISSAT II. Introduction Protellus and Design Thinking III. Security and Justice challenges in Iraq IV. SSG/R and prevention V. User centric design for security and justice service delivery
I. Introduction DCAF-ISSAT
DCAF believes in the right to a peaceful , secure life safeguarded by accountable and effective security and justice institutions
DCAF – Facts and Figures 180 Est. 2000 30m CHF by the Swiss staff government budget 2019 13 63 70+ offices member countries of states operation HQ in Geneva
DCAF – 20 years of expertise Strategy building, programme management, innovative methodologies, facilitating coordination, and navigating the politics around S&J processes. Civil society oversight Police and law Defence reform and Parliamentary oversight Gender and security enforcement reform integrity building Independent oversight Justice sector reform Business and security Border management Intelligence management institutions
Multi-dimensional approach to support Technical Shape international expertise policy & capacity building Advising Support international Knowledge actors Support national actors Improved security & justice provision for people
II. Introduction Protellus and Design Thinking for Sustainability
Kilian Karg - Protellus • Diploma Psychologist (University of Innsbruck) • Design Thinking - facilitator/coach/trainer (HPI – School of Design Thinking) • Berlin/Munich based innovation agency Kilian Karg • Focussed on sustainability (all SDGs) Kilian@protellus.de • Design, consulting and training www.protellus.com all around Design Thinking and agile methods • Facilitation and conception of workshops and interactive sessions
Protellus - Who we are • Interdisciplinary, agile team • Sustainability and impact driven • European pioneers of Sustainable Design Thinking • Core team coming from a one-year program at the Hasso-Plattner-Institute of Design Thinking (Potsdam, sister institute Standford d.school)
Why we do what we do • This world needs more user centered sustainability to reach the SDGs • Designing disasters is not acceptable anymore • Purpose-driven people should get the best possible support in order to use their full potential • Teamwork and interaction are a key drivers for success Too many smart people spent too much time being passive at high level events.
Project Example: Interfaith Dialogue on Violent Extremism (iDove) • 2 nd Intercontinental Youth Forum | October, 2018 • African Union Commission, Addis Ababa • ~ 60 participants • ~ 10 projects developed and iterated in fast paced interactive sessions • 3 projects implemented across 5 African countries e.g. Social media campaigns and Board Games for preventing violent extremism amongst youths in boarder regions
Why we are using Design Thinking for this Session We are taking the best from Design Thinking to unleash collective brainpower. • Using user-centered methods to develop successful projects • Process-oriented session • Synchronizing participants from diverse backgrounds • No one left behind • Open mindset for new solutions • High time pressure, pragmatic time boxing
Design of the Collaborative Remote Session • Fast paced Pairing Up Understand • Step by step - trust the process Empathize with your User • Teamwork is the key Identify Needs and Focus • No claim to be exhaustive Ideate Scenarios / Services Create - no claim to be perfect Prototype own Projects • Take with you what is important - leave the rest for later Unleash Present and Discuss
What is Sustainable Design Thinking? A user centered approach to id identify fy and solv lve complex problems during an it iterative and agil ile process in div in iverse teams. Purposeful development of f sustainable actio ion alt lternatives, whic ich are accepted by the user.
The Four Pillars of Sustainable Design Thinking
The Four Pillars of Sustainable Design Thinking
Requirements for Successful Innovations
Sustainable Design Thinking Basics • In Innovation as a boo oost for or sustain inabili lity • Sustainabili lity as a boo oost t for or in innovation • Succ ccess for sustain inable le in innovati tions by user er-centeredness
Participatory Design 2.0 4.0 9.0 0.5 ? Vs. Co-Creation Interdisciplinary Teams Developing with the user Developing for the user
When are users involved? If the user can‘t be present in person during the design process, we need a „ persona “ Live interaction In mind
Benefits of SDT/HCD for Development Sector Program • Lower costs for travelling / overhead costs by using well combined methods, tools and technologies • Lower dependence on physical presence of users during the user centered design process • Less limited focus on “Elite - Users”, which are regularly available for collaboration • Maximized chances for acceptance of technologies and infrastructures by greater depth of insights into local factors as well as reduced “blind spots” • Strengthened local ownership by user involvement during the whole design process • Speeded up processes • L we sks “BIG e” by early stage testing, user feedback and iteration
Questions? Collaboration? Exchange of Experiences? Kilian Karg • Diploma Psychologist (University of Innsbruck) • Design Thinking - facilitator/coach/trainer (HPI – School of Design Thinking) Protellus • Berlin/Munich based innovation agency Kilian Karg • Kilian@protellus.de Focussed on sustainability (all SDGs) www.protellus.com • Design, consulting and training all around Design Thinking and agile methods • Facilitation and conception of workshops and interactive sessions
III. Security and Justice challenges in Iraq
IRAQ • Population size 39 million • 1,5 million internally displaced persons (decreased from 4 millions in 2016) • GDP USD 1.9 billion (2018); GDP expected growth 4.8% (2019) - growth relying mainly on crude oil production • 18 provinces including 3 provinces under partial control of the Kurdish Regional Government • Received USD million 2.9 in ODA in 2017 – high reliance on international support and foreign aid
Overall situation • Defeat of ISIS 2017 - global coalition continues to build the capacity of the Iraqi security forces • Priorities: rebuilding infrastructure, re-establishing security and stability, providing services for the return of IDPs and employment opportunities • Weak governance and high levels of corruption – political deadlock, delayed implementation of recovery and resilience activities, e. g. slow reconstruction program, problems in execution of public investment • Political, sectarian and ethnic conflicts – armed insurgery operating in country • Protracted displacement – more than 50% of IDPs have been displaced for more than three years
Weak Governance and Oversight of Security and Justice Institutions • Lack of inclusiveness and representativeness in public institutions and services • Corruption • Lack of complaint mechanisms • Weak structures for Public Financial Management • Lack of public trust in governmental institutions • Spread of violent extremism and regional rivalries • Gender discrimination • Human rights violations especially towards ethnic and minority groups
Weak Effectiveness and Capacity of Security and Justice Institutions • Institutions unable to provide basic services especially in remote areas and to IDPs • Weak access to justice, especially for marginalized groups • Disaster preparedness and response • Weak support to Internally displaced persons (IDPs) and humanitarian situation relief • Unequal safety provision throughout the country
IV. SSG/R and Prevention Viola Csordas, Security Sector Reform Officer DCAF-ISSAT www.issat.dcaf.ch
SSG/R and Anti-fragility/ positive peace (adapted from Nassim Nicholas Taleb “An e”, 1 ) Fragility and Robustenss/ Anti-fragility/ violent conflict Stability Sustainable Peace Effective and State security and Ineffective and legitimate delivery justice actors as illegitimate security security and partners for service and justice services justice services delivery Risk factors Coping strategies
How can SSG/ R mitigate risk factors to create stability and resilience? Risk of Grievances violent conflict Need for legitimate and inclusive service delivery Opportunities Need for effective service delivery
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