Design Thinking Workshop:

Improving service delivery through security sector governance

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

Session overview

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

Est. 2000

by the Swissgovernment

180staff

13offices

HQ in Geneva

63member

states

70+countries of operation

30mbudget 2019

CHF

DCAF – 20 years of expertise

Parliamentary oversight

Strategy building, programme management, innovative methodologies, facilitating coordination, and

navigating the politics around S&J processes.

Gender and security Police and lawenforcement reform

Defence reform and integrity building

Civil society oversight

Business and security Independent oversightinstitutions

Border management Intelligence management Justice sector reform

Multi-dimensional approach to support

Support national actors

Support international

actors

Shape international

policy

Improved security & justice provision for people

Knowledge

Advising

Technical expertise & capacity

building

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

• Focussed on sustainability (all SDGs)

• Design, consulting and training

all around Design Thinking and agile methods• Facilitation and conception of

workshops and interactive sessions

Kilian@protellus.dewww.protellus.com

Kilian Karg

• 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)

Protellus - Who we are

• 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.

Why we do what we do

• 2nd 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 Gamesfor preventing violent extremism amongst youths

in boarder regions

Project Example: Interfaith Dialogue on Violent Extremism (iDove)

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

Why we are using Design Thinking for this Session

Pairing Up

Empathize with your User

Identify Needs and Focus

Ideate Scenarios / Services

Prototype own Projects

Present and Discuss

Design of the Collaborative Remote Session

• Fast paced

• Step by step- trust the process

• Teamwork is the key

• No claim to be exhaustive- no claim to be perfect

• Take with you what is important - leave the rest for later

Un

leas

hC

reat

eU

nd

ers

tan

d

A user centered approach to identify and solve complex problems

during an iterative and agile process in diverse teams.

Purposeful developmentof sustainable action alternatives,which are accepted by the user.

What is Sustainable Design Thinking?

The Four Pillars of Sustainable Design Thinking

The Four Pillars of Sustainable Design Thinking

Requirements for Successful Innovations

• Innovation as a boost for sustainability

• Sustainability as a boost for innovation

• Success for sustainable innovations by user-centeredness

Sustainable Design Thinking Basics

Vs.

Participatory Design 2.0 4.0 9.0 0.5 ?

Co-CreationDeveloping with the user

Interdisciplinary TeamsDeveloping for the user

When are users involved?

Live interaction

In mind

If the user can‘t be present in person during the design process, we need a „persona“

• 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

Benefits of SDT/HCD for Development Sector Program

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

• Focussed on sustainability (all SDGs)

• Design, consulting and training

all around Design Thinking and agile methods• Facilitation and conception of

workshops and interactive sessions

Kilian@protellus.dewww.protellus.com

Kilian Karg

III. Security and Justice challenges in 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

IRAQ

• 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 insurgeryoperating in country

• Protracted displacement – more than 50% of IDPs have been displaced for more than three years

Overall situation

• 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 Governance and Oversight 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

Weak Effectiveness and Capacity of Security and Justice Institutions

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 violent conflict

Robustenss/ Stability

Anti-fragility/ Sustainable Peace

Ineffective and illegitimate securityand justice services

Effective and legitimate delivery

security and justice services

State security and justice actors as

partners for service delivery

Coping strategiesRisk factors

How can SSG/ R mitigate risk factors to create stability and resilience?

Grievances

Need for legitimateand inclusive service delivery

Opportunities

Need for effective service delivery

Risk ofviolent conflict

What risk factors can SSG/R address?

SSG/R

Security and justice institutions

dominated by certain groups -

perpetuating exclusive power

dynamics and neglecting

citizens’ needs

Lack of capacity to provide

security - insecurity

hampering economic

development

Budget deficit because of

disproportionate security

spending or inefficient use of

available resources- lack of

budget for other government

services

Predatory behaviour of

badly managed and

disciplined security

personnel towards

population

Lack of capacity to provide

justice and enforce the rule of

law – disputes need to be

solved outside the official

justice system

Security and justice sector

part of a shadow political

economy, governed by

corruption and illicit financial

flowsLegitimacy/ inclusion

Effectiveness

How can SSG/R reinforce coping strategies to createsustainable peace?

Reinforcing resilienceand coping

mechanisms withinsociety such as

community basedconflict resolution and justice mechanisms or

civic engagement

Security and justice actorsas partnersfor service

delivery

Security and justice actors

strengthen the social contract

and social cohesion

What are the entry points for reform?

Legitimate stability

SDG 16: Peace, justice and strong institutions

Legitimate security and

justice institutions Security and justice

sector reinforcing

pockets of resilience

Effective security and

justice institutions

Governance Oversight

Capacities

for peace

Management Capacity

Good

Governance

Oversight and

accountability

Capacity

Management

Legitimacy

Effectiveness

Justice Society

Reinforcing

pockets of

resilienceCapacities for

peace

Internal

securityExternal

security

Constitutions, legal reform, national security architecture, national

strategies, coordination, sectoral strategies, institutional strategies, internal

rules and regulations

Internal oversight (discipline, codes of conduct, complaint mechanisms,

reporting), external oversight (commissions, inquiries, reporting, audit)

Performance management (work plans and results frameworks,

performance appraisals, financial management), management

processes (coordination, communication, planning) and structures

Number, training and morale of staff, equipment, infrastructure

Reconciliation, transitional justice, mediation, alternative dispute

resolution, reintegration, civic engagement

What are the entry points for reform?

Please sign up for our

design thinking solutions lab

Week of June 29th

Plenary Session July 9th at 3pm CEST

www.issat.dcaf.ch

@issat_dcaf #SSR4peace