NAV
hjelpemid­delsen­tral

Norway is among the world leading in supporting people with func­tional disabil­i­ties services and helping them getting better every day lives. The Norwe­gian govern­ment provided some guiding prin­ci­ples for the work. 1) People with func­tional disabil­i­ties are enti­tled to good and compre­hen­sive services; 2) ensure that they can use their resources to live active and inde­pen­dent lives; 3) less bureau­cracy and better impact for invest­ments made, 4) commu­ni­ca­tion with citi­zens and part­ners should normally be done through digital services.

THE CHALLENGE

The chal­lenge is strategic direc­tion and prior­i­ties for “NAV-Hjelpemi­dler og tilret­te­leg­ging” the central agency for services helping people with disabil­i­ties. JOIN21 and Jan Taug was invited to help iden­tify key initia­tives to radi­cally change the way they provide their services.

NAV
hjelpemid­delsen­tral

Norway is among the world leading in supporting people with func­tional disabil­i­ties services and helping them getting better every day lives. The Norwe­gian govern­ment provided some guiding prin­ci­ples for the work. 1) People with func­tional disabil­i­ties are enti­tled to good and compre­hen­sive services; 2) ensure that they can use their resources to live active and inde­pen­dent lives; 3) less bureau­cracy and better impact for invest­ments made, 4) commu­ni­ca­tion with citi­zens and part­ners should normally be done through digital services.

THE CHALLENGE

The chal­lenge is strategic direc­tion and prior­i­ties for “NAV-Hjelpemi­dler og tilret­te­leg­ging” the central agency for services helping people with disabil­i­ties. JOIN21 and Jan Taug was invited to help iden­tify key initia­tives to radi­cally change the way they provide their services.

NAV

Identifying key initiatives to change services.

For the cross func­tional devel­op­ment team, the main task was to oper­a­tionalize the overall strate­gies in the aid area. Given the changes in society, govern­mental direc­tion and speed of tech­no­log­ical change the following focus areas were provided the devel­op­ment team: 1) Get more people in work: increased share of people with disabil­i­ties partic­i­pate in work, educa­tion and activ­i­ties; 2) Better user-meet­ings: easier and more customized services; 3) Increase compe­tence: knowl­edge-based and effec­tive services.

VALUE CREATION ANALYSIS

Some of the key ques­tions asked before initi­ating the devel­op­ment team were:

  • What changes users will expe­ri­ence (user expe­ri­ences;)
  • Which deliv­eries then need to be changed;
  • What work processes (state and munic­i­pality) need to be improved;
  • What demands this poses to future infra­struc­ture (orga­ni­za­tion, compe­tence, IT support, and local­iza­tion,
NAV

Identifying key initiatives to change services.

For the cross func­tional devel­op­ment team, the main task was to oper­a­tionalize the overall strate­gies in the aid area. Given the changes in society, govern­mental direc­tion and speed of tech­no­log­ical change the following focus areas were provided the devel­op­ment team: 1) Get more people in work: increased share of people with disabil­i­ties partic­i­pate in work, educa­tion and activ­i­ties; 2) Better user-meet­ings: easier and more customized services; 3) Increase compe­tence: knowl­edge-based and effec­tive services.

VALUE CREATION ANALYSIS

Some of the key ques­tions asked before initi­ating the devel­op­ment team were:

  • What changes users will expe­ri­ence (user expe­ri­ences;)
  • Which deliv­eries then need to be changed;
  • What work processes (state and munic­i­pality) need to be improved;
  • What demands this poses to future infra­struc­ture (orga­ni­za­tion, compe­tence, IT support, and local­iza­tion,

Developing ideas and capitalizing on collective intelligence

The team members devel­oped a set of ideas based on the strategic inputs using the Forth Inno­va­tion method. The initial ideas were docu­mented and reviewed, and the cluster of ideas served as inputs to possible devel­op­ment concepts. Based on the strategic direc­tion and the members devel­oped indi­vid­u­ally 5 – 12 concepts that was presented to the devel­op­ment team and rele­vant managers. To help consol­i­date the inputs JOIN21 facil­i­tated a World Café work­shop capi­tal­izing on the collec­tive intel­li­gence, and four main concepts was iden­ti­fied.

NAV
KEY POINTS/DISCOVERY
  • Improve user journey and collab­o­ra­tion between all players to deliver services (the value network),
  • Increase avail­ability for users and find solu­tions and services that increase avail­ability dras­ti­cally.
  • From child­care to the work­place with proac­tive services that increase the prob­a­bility for kids and teenagers succeed in orga­nized activ­i­ties, educa­tion and work.
  • Working smarter culture within HoT and across rele­vant players to effi­ciently develop and main­tain future oriented services and work processes.

The inputs to the concepts are being processes by manage­ment and the govern­mental bureau­cracy and we are exited about the can do culture we have met in our inter­ac­tion with NAV and in partic­ular HoT.

NAV

Developing ideas and capitalizing on collective intelligence

The team members devel­oped a set of ideas based on the strategic inputs using the Forth Inno­va­tion method. The initial ideas were docu­mented and reviewed, and the cluster of ideas served as inputs to possible devel­op­ment concepts. Based on the strategic direc­tion and the members devel­oped indi­vid­u­ally 5 – 12 concepts that was presented to the devel­op­ment team and rele­vant managers. To help consol­i­date the inputs JOIN21 facil­i­tated a World Café work­shop capi­tal­izing on the collec­tive intel­li­gence, and four main concepts was iden­ti­fied.

KEY POINTS/DISCOVERY
  • Improve user journey and collab­o­ra­tion between all players to deliver services (the value network),
  • Increase avail­ability for users and find solu­tions and services that increase avail­ability dras­ti­cally.
  • From child­care to the work­place with proac­tive services that increase the prob­a­bility for kids and teenagers succeed in orga­nized activ­i­ties, educa­tion and work.
  • Working smarter culture within HoT and across rele­vant players to effi­ciently develop and main­tain future oriented services and work processes.

The inputs to the concepts are being processes by manage­ment and the govern­mental bureau­cracy and we are exited about the can do culture we have met in our inter­ac­tion with NAV and in partic­ular HoT.

INTRODUCE YOURSELF

Curious on how we can contribute to your organ­i­sa­tion?
Get in touch and we will do the rest.

E-mail: info[a]join21.com
Phone: +47 9012 2900

INTRODUCE YOURSELF

Curious on how we can contribute to your organ­i­sa­tion?
Get in touch and we will do the rest.

E-mail: info[a]join21.com
Phone: +47 9012 2900