Decision Maker I actively my knowledge I demonstrate my I champion user-centred We consider and balance of the user-centred principles. understanding of the approaches and support my user needs and departmental I encourage my staff to build principles in my day to staff to embrace user-centred requirements when making their awareness of the day work. principles strategic and operational principles. I encourage my staff to put the I continuously resource user decisions, including the I prepare my staff to conduct principles into practice by research to build the allocation of resources. fieldwork in an ethically supporting a culture of Department’s evidence base. sensitive way. experimentation by managing I consider and balance user I help with the impact that risk sensibly through short needs with departmental some user-centred work could iterative cycles. requirements when making have on their own wellbeing. I explore how to consider and strategic and operational balance user and departmental decisions. needs when making strategic I structure my resources so and operational decisions. that they are able to create seamless and integrated service delivery for the public. I work in on projects to begin I regularly go out into the field I actively apply user-centred We take a user-centred Policy Maker developing how we will work to talk to my users and feed the principles and approaches to approach to tackle complex together in the future. evidence I collect about my all new policies so that they policy, including testing I start going out into the field users back into the Department. are based on user-centric solutions with users early to to do user research. I use my shared understanding evidence. find the best way forward. of user needs and experiences I work with user-centred to guide critical policy design practitioners and decisions. organisational capability enablers to quickly prototype policies based on user-centric evidence in a public and political arena.
Decision Maker I actively my knowledge of the user-centred principles. I encourage my staff to build their awareness of the principles. I prepare my staff to conduct fieldwork in an ethically sensitive way. I help with the impact that some user-centred work could have on their own wellbeing. I demonstrate my understanding of the principles in my day to day work. I encourage my staff to put the principles into practice by supporting a culture of experimentation by managing risk sensibly through short iterative cycles. I explore how to consider and balance user and departmental needs when making strategic and operational decisions. I champion user-centred approaches and support my staff to embrace user-centred principles I continuously resource user research to build the Department’s evidence base. I consider and balance user needs with departmental requirements when making strategic and operational decisions. I structure my resources so that they are able to create seamless and integrated service delivery for the public. We consider and balance user needs and departmental requirements when making strategic and operational decisions, including the allocation of resources. Policy Maker I work in on projects to begin developing how we will work together in the future. I start going out into the field to do user research. I regularly go out into the field to talk to my users and feed the evidence I collect about my users back into the Department. I use my shared understanding of user needs and experiences to guide critical policy design decisions. I actively apply user-centred principles and approaches to all new policies so that they are based on user-centric evidence. I work with user-centred practitioners and organisational capability enablers to quickly prototype policies based on user-centric evidence in a public and political arena. We take a user-centred approach to tackle complex policy, including testing solutions with users early to find the best way forward.