Evaluating Co-Design Capability Building in the Public Sector: An Australian Case Study

As a novel means for developing solutions to complex problems, co-design holds great promise for public administration. Co-design is a methodology that involves the use of creative and participatory tools and principles to... [ view full abstract ]

As a novel means for developing solutions to complex problems, co-design holds great promise for public administration. Co-design is a methodology that involves the use of creative and participatory tools and principles to engage citizens, stakeholders and officials in an innovation process to develop solutions for shared problems. Given the specific capabilities, resources and mindsets required for effective co-design, there are many challenges to embedding this practice in public sector organisations. In addition, there is little existing research and evaluation specifically on co-design for government to support an evidence-informed practice and understand the impacts of this approach.

This paper presents insights from an action research project that developed an impact evaluation framework for a co-design programme. A collaboration between the researcher and practitioners, this project not only represents a form of co-designed research, but it also generates and shares knowledge that is informed by both practice and theory. Co-creating an evaluation framework has supported the programme facilitators and participants with opportunities for reflective practice and ongoing learning and experimentation. Alongside observation of the capability building programme, this has enabled the author to generate rich data and identify relevant literature and frameworks for understanding the process and impacts of co-design for policy. This is hoped to inform both an emerging community of practice and scholars interested in design-led approaches to public administration.

This case study from the Australian public sector usefully builds knowledge about co-design methodology and impact evaluation. By outlining the process and outputs of developing an evaluation framework for a particular programme, the paper provides a concrete illustration of how co-design practice can be conceptualised and applied in the context of public policy and administration. It also offers suggestions for how to capture and communicate value creation from both the process and impacts of a co-design programme.