As I return to Finland after some time in the US I'm writing in the sky, but not skywriting. Does seem like fun though, to fly in big broad strokes and puff-puff-puff slogans out of smoke with the horizon as a metric. We are not doing that aboard AY006 from JFK to HEL. Nothing but strong tailwinds and a full laptop battery.
I've been on the east coast of the US, mostly in NYC and Washington, DC. In New York my time was spent talking to groups like the +Pool folks and trying to understand how community projects take advantage of online fora. More about that on the Brickstarter project page, as Dan mentioned previously.
I've also been meeting new people, which is always nice. First was Hilary Hoeber, Senior Portfolio Lead of public sector work at IDEO. Over the past few years one of the questions we've been grappling with is whether or not there's a viable role for consultants in bringing design to the public sector in the long term. This might sound like a crazy question, but a challenge that all organizations struggle with, and particularly public bodies, is to execute on the good ideas that they have.
The "give and go" stereotype of consultancy leaves the clients to muddle through execution of ideas that well-paid-someones drop on their desk. Stewardship is part of the design process, which can make design consultancy a tricky thing. IDEO are concerned about this 'delivery gap', and have been helping their clients close the gap pairing project work with organizational coaching and transformation efforts as a way to address the issue. More on IDEO's public sector projects in Metropolis Magazine.
There's a similarity here to our Design Exchange Programme. As we place designers into public sector organizations we're essentially creating a context where the org and their new designer can work together for a year to both deliver a discrete project, but also begin the slower and more fundamental work of opening up to new cultures (on both sides) and translating or exchanging ways of working through the medium of a discrete project collaboration.
Beneath the clattering deck of the Brooklyn Bridge I met Chelsea Mauldin, who is Executive Director of the Public Policy Lab, to learn about the developments of public sector service design in the US. Her organization hosts a number of fellowships that enable designers to allocate part of their time to work for different city departments and agencies.
Rather than full time placements, these fellowships are part time. Whereas our designers are hired into the host organization as part of their payroll, the PPL fellowships are 'work for hire' provided to the host but paid for by PPL. This is one of the options we debated too, so it will be nice to compare notes with PPL in a year or two and see how the different approaches worked out. The Public Policy Lab is also working with Parsons University to create opportunities for students to be involved in the early stage analysis work. Good stuff.
To round out a hattrick of good people, I bumped into Clay Shirky at a social gathering, who I've met briefly before but never had a chance to properly talk with. I'm a big fan of Clay's extensive writing, so I was quite happy, but this was also auspicious since I had recently listened to a panel that he participated in and I could quiz him about it further. During the Hacking Society panel Clay postulated that in the online world, one-vote-per-person style voting does not really work, and instead the three primary forms of expressing personal desire as part of an online community are:
- Forking: geek for using someone elses' work as a starting point for your own and therefore causing a fork in the history of that thing or idea;
- Collaborative editing: such as Wikipedia where authorship is essentially subsumed by the mash of changes and people making them;
- Karma: which is a way to grant users of a system an increasing level of capabilities/privleges the more they are deemed to be a positive addition to the site, through some combination of patient waiting and constructive commenting.
My gut reaction to Clay's point was to cling to the sacred democratic vote, but with further reflection I'm starting to see his point. The cost of communication online (in time, money, just about every metric) is so much 'cheaper' than it ever has been that online communities tend towards profusion more than scarcity. Our attempts to develop Brickstarter as a tool for 21st century community decision making will take this into account. Dan and I will likely spend some part of the upcoming week debating these points and trying to map whatever conclusions we come up with onto the Brickstarter work.
On that front, he has been working on mockups stemming from the numerous conversations we've had up till now. Good to get the ideas onto paper and I'm happy to let him do the heavy lifting of translating our pile of notebook scribbles into something sensible!
Dan and Kali have been busy while I've been away: Meetings with Finn Williams about recent changes (read: simplified and sane) to the planning legislation in the UK as well as the clear presentation of such; Akseli Tuomisto, a lakimies (literally "law man") with Castrén and Snellman Assocates whose thesis was on different models of wind power development across the nordic region and in Germany; as well as chats with Ossi K. and Karo L. here at Sitra about linking up Brickstater with their work on open data. This was a week of Dark Matter for Brickstarter.
Marco was deep in Design Management Institute territory as co-chair of their event this past week. Besides making sure the event flowed well, he was also catching up with familiar faces like Darrel Rhea and Christian Bason.
Due to the cruel illogic of logistics, Justin and I switched places. While I was in the US, he was in Amsterdam participating in the 12th European Forum on Eco-Innovation hosted by the European Commission. Low2No was the topic, naturally, and in particular the work that goes into creating an ecosystem of innovation and opportunity around a specific nexus like one single block. From time to time we talk about this as the "trojan horse" approach to policy and market creation, or using projects to prototype policy.
At the Global Impact Economy Forum in DC Secretary Clinton announced a new partnership that will focus, amongst other things, on making it easier to create sustainable cities, particularly in developing economies. I was there to share our Low2No experience in the context of the question: how do public and private sectors work together to foster shared-value investment in the built environment?
David Wood did an excellent job moderating our panel. I was the pipsqueak in a row of heavy-hitters as we compared projects from the block scale of Low2No, up to the entire city of Songdo, South Korea, and then infrastructure efforts of CDG in Morocco. The core of the conversation was summed up well in a comment from a South American government official who will remain nameless, as relayed by fellow panelist Stewart Sarkozy-Banoczy: I can find money to build housing, but how to I deliver all the other aspects that make a thriving community? The traditional capital investment is one thing, but finding the ability to invest in the broader ecosystem of factors that contribute to the ultimate sustainability—or not—of a community is now the challenge.
The approach we're taking with Low2No is to consider the building as situated within a larger spectrum of activities that range from the dark matter work of lobbying for (and co-authoring) new codes & regulations, exploring finacing and operational models, developing programmes to spur low-carbon entrepreneurship and citizenship, and so forth. Coming on almost 4 years into the Low2No experience, we have a pretty solid idea of how to comission and design sustainable urban environments in this interconnected way. Delivery is another slog unto itself, but one that we're happy to be in the middle of at the moment.
It was a solid event that covered a lot of ground, often times deep in the nitty-gritty of finance where I struggled to keep up (my favorite kind). Because I know that the internet loves lists, and I'm not one to disappoint, the messages I kept hearing at the event were:
- Systemic from the start: initiatives should not be done in an ad-hoc way to get them off the ground and then redesigned for scale later. The up-front strategic work should take into account the possibility/mandate of scale from the very beginning and use this as an advantage. In my own words, I would articulate this as "design every platform as a product and every product as a platform"
- Data drives the market: there are still big opportunities for anyone who can provide data (or other comparative mechanisms) that simplifies the task of comparing a variety of options, be it which charity to give money toor which ship to hire for your intercontinental logistics, etc. Jagir Shah gave one potent example: the Carbon War Room began publishing fuel efficiecency data for ships. The availability of this data natrually fed into the exsting data-crunching machines of insurance adjusters and other analysts, effectively raising the price of fuel-inefficient ships. In other words, data doesn't have to be extensive, but it should be operative and useful for the right decisions.
- Collaboration is still hard: building up enough trust to do things differently, to invest in social impact, for example, still takes time. It was encouraging to see many of the world's large banks at the forum to have that kind of scale in the room, but more than anything their participation and movement towards adding social impact products to their suite of offerings is an important act of signaling to the market culture. As we are all making tactical efforts to deliver projects and make deals, we should also acknowledge head-on the broader cultural shifts in risk and trust, and the way that our various cultures of decision-making model these. Multi-disciplinary teams are able to internalize—and appropriately respond to—some degree of these different cultures, giving them a leg up.
- Reality is still messy: contexts change and plans change. An organization's ability to cope with change (both fast and slow) is still what determines its success. Particularly in the case of systemic change, where the full extent of needs and opportunities are in continual evolution (see point #1!), bouncing between the messy details of specific situations and the smooth abstraction of the 30k view is a useful practice, particularly when the problem at hand is without precedent.
- We still need first movers: Anyone who has watched as a potential match funded grant goes unmatched and unfunded knows how painful it can be to have the promise of funding but still come up empty handed. Right now is a similar moment. there's a developing interest in social impact investments, but strident first movers are still needed. As the investment community (and organizations like Sitra!) are able to better evaluate (see points #1&2) and build relationships with (points #3&4) social impact organizations/projects we will see the sector flourish. Who's ready to take the first leap?