the good design plan

7/31/2019 The Good Design Plan

1/21

TheGoodDesignPlan

National designstrategy andDesign Councildelivery plan200811


2/21

ContentsForeword 6What do we mean by good design? 8Plan summary 10Business and public service innovation 16Public and community engagement 20Design skills development 24Design policy and promotion 27Organisation and operation 30Budget 34

Measuring success 36


3/21

4

Since the last plan

The Design Council published itslast strategic plan, the PracticalPower o Design, in 2004.

Here are our top ve results.

One thousand UK rms beneted rom a newnational business support programme calledDesigning Demand.

In the North East two thousand people wereinvolved in designing sustainable solutionsor their region as part o Designs o thetime (Dott 07).

National policies on design have been agreedand progressed with government in the areaso UK competitiveness, enterprise, innovationand the creative economy.

Multi-disciplinary university centres havebeen launched to help connect business,science and design or tomorrows leadersand creative specialists.

Design industry employers have drawnup their rst UK skills plan linking designeducation in schools and colleges withworkplace development.

These are some o the rm oundations weaim to build on over the next three years.


4/21

6 7

This sets the context or todays designagenda. Designs traditional strengths suchas adding value to business in the globalmarketplace are more important than ever.But designs proven ability to help ideasand innovation fourish can also help uscreate better public services and exploit ourstrengths in science and technology. Overalldesign can improve our everyday lives, helpcreate a more sustainable society and makeus more competitive.

Thats why this three-year national strategy

or design is important.

Sir Michael BichardChairman

Foreword

Good design solves problems. The Victoriansunderstood this when they established designschools in response to growing industrialcompetition. And the Churchill governmentunderstood it when they established theDesign Council to help kick-start the economyater the war.

Now in the 21st century the UK, alongsideall other nations, aces even more thornychallenges. Solutions requently seem elusiveor at odds with each other. For example,addressing the business challenges ointensied global competition must bereconciled with pressure on natural resourcesand the threat o climate change. Equally, theuniversal provision o essential services, suchas healthcare, must take account o an ageingpopulation, rising levels o chronic diseaseand limited resources.

I have no doubt that design has a role to playin tackling all these challenges. Not only indesigning and styling the objects and the

physical world around us but in helping usconceive the systems behind them. Now,perhaps more than at any other time inhistory, we need to tap the creativity, the skillsand the ingenuity o our world-class designcommunity. The UKs design track record isexceptional by any standard. We now needto nurture and support the talents that areavailable to us, and put them at the disposalo the nations business and public servicemanagers.


5/21

8

What do we meanby good design?

Good design is sustainable design.It results in objects, systems or servicesthat work aesthetically, unctionally andcommercially, improving peoples livesand making the smallest possible impacton the planet.

It is a processGood design is a verb, not just a noun. It isa sequence o steps that denes problems,discovers solutions and makes them real.

joining creativity and innovation

Creativity generates ideas and innovationexploits them. Good design connects the two.It links ideas to markets, shaping them tobecome practical and attractive propositionsor customers or users.

and delivering value.Good design is a quantiable benet, not acost. Its value can be measured economically,socially and environmentally.

And its the work o good designers(and good clients)Everything man-made is designed, so alot o design happens without proessionaldesigners. But good design is most likely to

happen when a good designers training,skills and experience come together with aclient who knows how to use them.


6/21

10 11

Our targets are basedon rolling out ournational businesssupport programmeDesigning Demandto 6,00 rms andapplying it within thepublic sector.

The plan summary

We are the national strategic body or design.

Our mission is to inspire and enable thebest use o design to make the UK a morecompetitive, creative and sustainable nation.

We run practical programmes or business,the public sector, design and education and

use our knowledge and evidence to infuencenational policies.

We have ve objectives.

Objective 1: Build the UKscapacity to innovate anddeliver world-class brands,products and services bysupporting the eective useo design in business andthe public sector.


7/21

12 13

Our target is to supportthe industry-lednational design skillsplan and help schools,colleges and employersto implement itsrecommendations.

Our target is to build onthe success o Dott 07(Designs o the time),which successullyengaged 200,000 peopleand let lasting legaciesin the North East.

Objective 2: Drive thedevelopment o newsolutions to UK social andeconomic challenges andinvolve communities indesigning local services.

Objective 3: Boost high-level skills in design tosupport a competitivecreative economy and athriving UK design sector.


8/21

14 1

Our target is to bea leader in our eld,running an eectiveand entrepreneurialorganisation andproviding a workingenvironment thatattracts and retains ahighly talented team.

Our targets are to driveorward our nationalpolicy work supportedby a growing researchprogramme, whilealso staging eventsand awareness-raisingactivities to inspire andsupport good design.

Objective 4: Champion thevalue o good design andits importance to social andeconomic success.

Objective : Be recognisedas an exemplar designinstitution or our infuence,impact and enterprise.


9/21

16 17

What we do:Designing Demand is our programme o transormationalbusiness innovation services that works directly with theleadership teams o UK rms. The services use mentoringand peer-to-peer support to help management teamsbuild organisation-wide design capability and deploy itstrategically to improve business perormance. Our role isdesign enabler rather than design consultant. Organisationsidentiy design opportunities to help them perorm betterand they develop the condence, capability and processesto take orward their design projects.

Why we do it:Our internationally recognised research and evidence showsthat companies that value design as a core strategic andbusiness process perorm better. For instance 83 per cent

o companies which say design is integral have reportedmarket share increases, compared to the UK average o46 per cent. Also, 82 per cent o design-led businesses haveopened up new markets through the use o design in thelast three years, compared to only 42 per cent o businessesoverall. We believe there is scope or similar improvementsin competitiveness and perormance across business andthe public sector.

What is our track record:Over the last our years we have supported more than 1000rms. We have proven, codied methods and processesthat are constantly being evaluated and improved. We alsohave a growing national resource o more than 0 Design

Associates with extensive expertise in management anddesign who provide ront-line mentoring to business leaders.External evaluation has provided consistent evidence obottom line impact across all services.

Who are our partners:We depend on a wide range o private and public sectorpartners or the unding and delivery o Designing Demand.In particular this includes all the English Regional Development

Agencies (RDAs) who are central to providing DesigningDemand direct to small and medium-sized enterprises(SMEs) as one o a simplied suite o national businesssupport programmes.

Business and publicservice innovation

Objective: Build the UKscapacity to innovate anddeliver world-class brands,products and services bysupporting the eective

use o design in businessand the public sector.


10/21

18 1

Target 3: Developa transormationalprogramme to supportpublic service innovation.

We will create a design-led innovation programmeto ast track new ideasand approaches or publicsector service delivery.This will build on the tools,methods and approachesdeveloped in the DesigningDemand programme or theprivate sector.

We will:

Pilot and evaluate a design-led innovation service tosupport public servicemanagers.

Establish partnerships withnational agencies such asthe NHS and Home Oce,Department or Children,Schools and Families(DCSF), and in localgovernment.

Work closely withDepartment or InnovationUniversities and Skills(DIUS) and its deliverypartners, such as NESTAand the TechnologyStrategy Board, to ensurea co-ordinated approach

to delivering design andinnovation support.

promote the bottom-linebenets o good designwithin business circles.

Target 2: Develop aspecialised version othe Designing DemandInnovate service oruniversities to enabletechnology transer.

We will deliver a tailoredDesigning Demand serviceor university technologytranser oces. This willhelp universities tocommercialise research

and IP and increase theirability to attract investment,minimise risk and developproducts and services withmarket potential.

We will: Build on the success o

pilots with ISIS Innovation,the Engineering & PhysicalSciences Research Council(EPSRC) and UCL Venturesto develop a version othe Designing DemandInnovate service ortechnology transer oces.

Work with the RDAs andothers to implement therecommendation in LordSainsburys report The

Race to The Top to providespecialist design supportor higher educationinstitutions within keytechnology clusters.

Build the designknowledge and capabilityo sta working withinUK technology transeroces, through acollaboration with thesectors national trainingbody, Praxis.

Target 1: Extend DesigningDemand to benet businessacross the UK.

We will work to increaseUK business growth,perormance and skills bymaking Designing Demandavailable nationally, helpingthe government to deliverts innovation and enterprisestrategies. We will do this byworking with RDAs, nationaladministrations, businessschools and other businessorganisations to ensurethe programme has lasting

mpact.

We will also continue todevelop the DesigningDemand model to makesure it is sustainable inthe long term, beyond theCox Review targets.

We will:Extend national roll-out,aiming to reach the Coxtarget o 6,00 SMEs,n partnership with thenine English RDAs,ensuring alignmentwith the governmentswider Business SupportSimplication Programme(BSSP).

Work with the nationsto make the programmeavailable in Wales, Scotlandand Northern Ireland.

Work with businessorganisations, businessschools and big businessto maximise impact andncrease access to theprogramme.

Establish a business clubo alumni and designers to


11/21

20 21

Public and communityengagement

Objective: Drive thedevelopment o newsolutions to UK social andeconomic challenges andinvolve communities in

designing local services.

What we do:We co-ordinate a programme called Designs o the time(Dott). Dott challenges communities to design and developinnovative new approaches to local issues that are alsonationally relevant and support sustainable living in the UK.Dott provides the design support and acilitation allowingcommunity representatives to devise prototype concepts orhealthcare, education, transport, crime prevention and otherservices. The involvement o local and national partnersensures local impact and national take-up. The programmeincludes design education outreach involving schools andcolleges as well as public showcasing and events.

Why we do it:Dott provides tangible, lasting benets or local communitiesand national partners including innovative new services

designed around the needs o users. It also acts as a trainingand demonstration ground or social entrepreneurs andservice designers. In addition, it raises public awareness othe role o design.

What is our track record:The rst Dott venture was organised in the North Eastover a two year period rom 200 culminating in a estivalevent called Dott 07. Eight community innovation projectsachieved results including prototype services which arebeing taken orward in ull or in part. For instance, a projectto design an improved sexual health service engaged1000 members o the local community and has provideda blueprint which is being taken up by three PrimaryHealthcare Trusts. A programme o skills development wassupported by an Explorers Club which ensured lessonsand approaches to innovation were shared across theregion. 200,000 members o the public, including 1,000schoolchildren were engaged in Dott 07.

Who are our partners:Dott depends on a wide array o public and private partners.Dott 07 attracted 7m o (mostly local) unding, primarilyrom the RDA One NorthEast as well as other public bodiessuch as the Arts Council and NESTA.


12/21

22 23

Target 4: Ensure thatDesigns o the time (Dott)has local and nationalmpact and legacy.

We will capitalise onDott as a platorm orcommunity-led innovationand public engagement inmatters such as healthcareprovision, crime preventionand sustainability, in theUK regions and nations.We will work with hostbodies to bring the public,designers and stakeholderorganisations together

through events, educationalnitiatives and local projectsto trial innovative newservices and approachesto improving peopleseveryday lives and creatingsustainable communities.

We will: Promote the importance

o design and designersin improving everyday liethrough public engagementprogrammes, projects andeducational initiatives.

Work closely with theRDAs, nationalgovernments and otherorganisations to secureuture Dott locations.

Work with existing partnerssuch as the RSA andNESTA to develop new

partnerships such as theTechnology Strategy Board,CABE and Arts Council toensure that Dott providesan eective nationalplatorm or design andinnovation strategy.

Work with otherorganisations to exploremore opportunities orapplying the Dott approachto promoting community-led innovation.


13/21

24 2

What we do:We will help to implement a national, industry-led designskills plan collaborating with proessional bodies, schoolsand universities. Our role is to provide unding, researchand central administration. We will support a Design Skills

Alliance o industry and education to raise unds and takeorward the plans nine practical recommendations acrosseducation and the workplace. These activities includea Design Mark or Schools and the development andpromotion o training programmes or young designers.

Why we do it:The UKs design industry is internationally renowned andsought ater, and it is a powerul contributor to nationalcompetitiveness. But to preserve its lead over rapidlystrengthening international competition and remain a global

centre o design excellence, UK design must ll key skills gaps.

In particular, designers must develop new capabilities tomeet the need or sustainable products and services, as wellas new requirements or working in multi-disciplinary teams.To meet the needs o a ast-changing business environment,there will need to be stronger links between designeducation and proessional practice, and more commitmentto continuous proessional development.

What is our track record:We have played a key strategic role in co-ordinating theresearch and consultation exercise and delivering theresulting design skills plan, High Level Skills or Higher

Value. Alongside this, we have designed and delivered newcourses and curricula including a mentoring programmeor uture design leaders and new modules or universities.We have supported the development o new universitycentres in collaboration with the Higher Education FundingCouncil or England (HEFCE) and provided the industry with

orums to debate developments in design practice.

Who are our partners:Our work in skills and education is co-ordinated withgovernment departments and agencies including Creative& Cultural Skills (C&CS), the Department or Culture,Media & Sport (DCMS), DIUS, the Department or Children,Schools and Families (DCSF), HEFCE and proessional andeducational institutions such as the Design and Technology

Association (D&TA), the Council or Higher Education in Art& Design (CHEAD); and the Design Business Association(DBA), as well as many individual design employers, schools,universities and client businesses.

Design skillsdevelopment

Objective: Boost high-levelskills in design to supporta competitive creativeeconomy and a thrivingUK design sector.


14/21

26 27

What we do:We advise, lobby and campaign on issues where designhas a bearing on national priorities, including sustainability,innovation and the quality o our public services. Insightsand evidence are drawn rom our programmes, supportedby internationally networked research. Policy positions andnew thinking are developed through knowledge-sharing,publications, events and orums.

Why we do it:This work keeps design on the national policy agenda andadvances co-ordinated strategies that are practical, backedby solid evidence and in tune with the needs o government,industry, design and education.

What is our track record:In recent years, we have helped shape national policiesand commitments on competitiveness, crime, innovation,enterprise, the creative economy and sustainable schools.

Through the Cox Review to the Treasury, we have beenclosely involved in originating and implementing a range oproposals including new university centres linking design,business and technology.

Who are our partners:We work with a wide range o public and private sectorpartners as well as government departments and agencies,business organisations, universities and the designcommunity. In support o our policy work, we sponsor theall-party Group or Design and Innovation.

Design policyand promotion

Objective: Champion thevalue o good design andits importance to socialand economic success.

work directly with schools,and training and careerdevelopment programmesor proessional designers.

We will: Work to support and

implement the ninerecommendations in thenational design skills plan.This will include work onproessional practice anddevelopment, and designand creativity curriculumdevelopment in schools andhigher education.

Provide nancial, stangand administrativeresources to the DesignSkills Alliance to helpbuild key partnerships andsecure ongoing unding orthe initiative.

Sponsor ongoing researchon uture trends in thedesign industry and designeducation.

Target : Launch a nationalDesign Skills Alliance incollaboration with Creative& Cultural Skills and thedesign sector.

We are dedicated toensuring the UK is a stepahead o international rivalsn global markets. Thismeans bringing the designndustry and educationtogether in a Design SkillsAlliance the UKs centre oexcellence or design skills to promote proessionalstandards and build the

skills needed to meetnternational demand.

The Alliance will linkexisting projects andorganisations and workacross schools, universitiesand the industry. Initiativesnclude a Design Markrecognising schools withexcellent design teaching,a scheme or designers to


15/21

28 2

We will: Work with universities,

research councils and otherresearch organisations todevelop a model or anational design researchorum.

Strengthen our knowledgebase o qualitative andquantitative research on theuse o design by businessand the public sector.

Continue to buildinormation and evidenceon issues and trends that

aect the design industry,design education and skillsdevelopment in partnershipwith the Design Skills

Alliance.

Target : Support thedesign industry andpromote designawareness by launchingan annual series ointernational conerencesand seminars.

We will stimulate theexchange o designknowledge and ideas bybringing together leadingglobal thinkers andpractitioners at a serieso events and conerences.

We will also work withpartners and sponsorsto acilitate debates andnetworking between keycommunities o interestin business, education,government and design.

We will: Develop a strategy

to capitalise on ourconnections, knowledge,assets and impact at aninternational level.

Work closely with thedesign community to stagea programme o majordesign conerences andevents to share home-grown best practice andbring the best internationalexamples to the UK.

Provide co-ordinationbetween the majorUK organisations andservices that representand promote design.

Work closely with DCMS tosupport its World Creative

Business Conerence andwith RDAs on developingthe network o designcentres as recommendedby the Cox Review.

Make the most o existingopportunities to promotedesign awareness includingour website and magazine(DCM).

award scheme acrossdesign disciplines to inspireand dene design or the21st century. The intentionis to raise awareness ogood design and changeconsumer behaviour inrelation to sustainability.

We will: Raise awareness o

sustainable design amongconsumers and businessesthrough a high proleaward scheme, run inconjunction with partnerorganisations.

Establish a steeringcommittee o industryexperts to advise on andoversee the award scheme.

Explore synergies andopportunities or the awardwith partners such asthe London Development

Agency, British StandardsInstitute and the CulturalOlympiad, and we willlink into the governmentssustainable developmentagenda.

Target 8: Expand ourresearch and knowledgeprogramme, including anational research orum.

We will work with nationalorganisations to developand disseminate evidenceon design industry trendsand the use o design. Wewill also provide expertknowledge, practicalresources and inormationservices through a variety ochannels to ensure the UKremains a leading source oworld class design researchand knowledge.

Target 6: Deliver an annualreview o existing and newdesign policy.

As part o the governmentsAnnual InnovationReport, we will delivera yearly assessment odesign policy, includingrecommendations relatedto national priorities andnternational issues.

We will:Maintain momentumand assess the impact oexisting policy initiatives

such as the Cox Reviewand Sainsbury Review,the Creative Economyprogramme and the designskills and education agenda.

Build opportunities andalliances to create newdesign policies in areassuch as public servicetransormation andsustainability.

Work with governmentdepartments and otherorganisations to maximisempact o, and alignmentwith, cross-governmentalpolicy initiatives such as theenterprise agenda (BERR),nnovation and skills policy

(DIUS) and the creativesector (DCMS).

Target 7: Raise awarenesso sustainable good designthrough a public promotionprogramme.

We aim to promote a step-change in the good designo products and servicesn the UK. We will workwith the design communityand others to develop an


16/21

30 31

What we do:We operate as a Non Departmental Public Body (NDPB)unded through an annual grant rom the Departmentor Innovation Universities and Skills (DIUS), with co-sponsorship rom the Department or Culture Media & Sport(DCMS). We have a Royal Charter and charitable status andemploy approximately 60 people, including specialists indesign, business change management, education, research,public aairs and communications.

Why we do it:Our business model is to stay small and lean, working toachieve our results with others. As a small strategic bodyour aspirations can only be achieved through a collaborativeand entrepreneurial approach, leveraging unds to ampliyour impact.

What is our track record:Over the period o our last strategic plan, we succeeded inmultiplying our income eight-old (or every 1 o grant inaid, we raised 8 o urther unding or our programmes).We achieved a our-old increase in the number obusinesses we worked with, and a near our-old increasein the number o people engaged in our activities.

Who are our partners:We collaborate with and advise other internationalorganisations and governments on design policy. Webenchmark ourselves against our partners and work withexternal agencies to improve our perormance. For example,Forum or the Future carried out our environmental audits,which we implemented. We are also an Investor in People.

Organisationand operation

Objective: Be recognisedas an exemplar designinstitution or our infuence,impact and enterprise.


17/21


18/21

34 3

200708 20080 20010 201011Forecast Plan Plan Plan

Income (000)Grant-in-aid 606 603 603 603External income 1127 178 1766 2408Release o deerred income 232 26Total income 716 784 7827 8443

Expenditure (000)

Salaries 224 3068 3113 3126Direct support costs 2011 184 180 187Sub-total salaries & support 434 422 463 001Direct programme posts 221 223 2864 3442Total expenditure 74 784 7827 8443Surplus/(decit) (2) 0 0 0

Stang (FTEs)Core stang 63.6 .8 .6 7.6New enterprise posts 2.0 3.0 3.0Total stang 63.6 61.8 62.6 60.6

Capital (000) 0 240 80 80

Note: Totals may not add up due to rounding. Decit in 200708 to be met rom reserves

Financial andstang summary

Budget

We are unded by a mixture o public and private incomeincluding 6.03m annual grant-in-aid rom our sponsordepartment DIUS. Our summary budget opposite is basedon our grant-in-aid allocation and our income projectionsduring the three years, which are aligned to the governmentsspending review cycle.

Over the period we anticipate raising an additional .mo external income, o which 3.4m will come rom newsources and the balance o 2.1m will come through RDAs

or Designing Demand and or corporate events. This targethas been subject to sensitivity analysis and we have modelledpessimistic and optimistic scenarios to help us monitorand manage risks and external actors which may hinder usrom achieving new income streams. The expected phasingo the receipt o Designing Demand income creates a timingdierence which results in income being deerred and thenreleased in subsequent years.

We will build on our partnership and entrepreneurialapproach, which will be important in delivering this plan andenabling us to ampliy our impact as a national strategicbody. Over the last our years, we have multiplied ourincome eight-old, ie or every 1 o grant-in-aid, we raised8 o urther unding.

We commit to delivering government savings targets on valueor money and to optimising our grant-in-aid in deliveringour ront-line programmes. We will achieve the savings by2011 reducing the 200708 administration budget by 3. percent (compared to 200708) and by increasing our leverage

on public investment by securing external unding throughstrategic partnerships.


19/21

36 37

Business andpublic serviceinnovation

Public andcommunityengagement

Objective Build the UKs capacity to innovate and deliver world-class

brands, products and services by supporting the eectiveuse o design in business and the public sector.

TargetsTarget 1: Extend Designing Demand to benet businessacross the UK.

Target 2: Develop a specialised version o the DesigningDemand Innovate service or universities to enabletechnology transer.

Target 3: Develop a transormational programme to supportpublic service innovation.

Outcome measures or 2011

Improved perormance among companies and organisationsengaged in Designing Demand and our public servicesprogramme.The number o companies and managers participating.Jobs and turnover created or saeguarded or SMEsparticipating in Designing Demand (actual and orecast).

The number and usage o case studies generated throughthe programmes with clear evidence o how design hashelped in the private and public sector.

ObjectiveDrive the development o new solutions to UK social andeconomic challenges and involve communities in designinglocal services.

TargetsTarget 4: Ensure that Designs o the time (Dott) has localand national impact and legacy.


Enhanced local services or the communities we work with.Solutions and ideas identied through the Dott PublicDesign Commissions continue to be developed and realised.The number o people engaged through Dott and theincrease in understanding o good design.The number and usage o case studies generated throughDott with clear evidence o how design has helped ndsolutions to local problems.

Measuring success

We measure perormance through our direct impact on thepeople, businesses and organisations we work with, as wellas our wider impact on whole sectors. For instance in thelast year, 200708, our evaluation recorded 00 jobs createdor saeguarded through Designing Demand. In a moregeneral sense, our business survey registered that 31 percent o businesses invested more in design over a three yearperiod. During the period o this plan we aim to measurequantitative and qualitative outcomes or each objective,as listed below.

Key perormance indicators (KPIs) are developed annually,at an operational and programme level, to speciy in moredetail what we will achieve each year and how it will bemeasured. The KPIs are monitored on a monthly basisby the Executive Board and quarterly by Council and ourgovernment sponsors.

Some outcomes depend on unding and delivery bypartners, and so may be subject to change. Risks aroundexternal dependencies have been identied, and appropriatemitigations and actions put in place, monitored in theorganisations risk register.


20/21

38

Organisationand operation

ObjectiveBe recognised as an exemplar design institution or ourinfuence, impact and enterprise.

Targets Target 10: Build our reputation across design, business,

government and education at home and abroad.

Target 11: Operate as an ecient, eective andenvironmentally responsible public body providing goodvalue or money to the tax payer and a positive workingenvironment or our team.

Target 12: Multiply our grant-in-aid support rom DIUSthrough an entrepreneurial approach that attractsadditional public and private unds.

Outcome measures or 2011Increased infuence on our audiences.

The awareness and perceived value o our programmes(in quantitative and qualitative audience research)Perception by audiences as leading, infuential, innovativeand eective organisation that is good to work with(in quantitative and qualitative research)

The number o partners and the level o unds committedby partners to our programmes and initiatives.

Design skillsdevelopment

Design policyand promotion

Objective Boost high-level skills in design to support a competitive

creative economy and a thriving UK design sector.

TargetsTarget : Launch a national Design Skills Alliance incollaboration with Creative & Cultural Skills and thedesign sector.

Outcome measures or 2011Improved design skills or business, designers,higher education students and school children.Numbers o people and organisations engaged throughDesign Skills Alliance programmes.The level o design skills among those supported onprogrammes, ocusing on the priorities identied in the UKDesign Skills Blueprint such as sustainability and leadership.

ObjectiveChampion the value o good design and its importanceto social and economic success.

TargetsTarget 6: Deliver an annual review o existing andnew design policy.

Target 7: Raise awareness o sustainable good designthrough a public promotional programme.

Target 8: Expand our research and knowledge programme,including a national research orum.

Target : Support the design industry and promote designawareness by launching an annual series o internationalconerences and seminars.


Increased awareness o the value o good design and itslink with sustainability, and social and economic success.Perceptions o design as important to business, publicservices and sustainability (in quantitative and qualitativeaudience research).The number o opinion ormers in government, business,design and education personally brieed on design andengaged through other channels.The overall number o visitors and requency o accessto our content online, including our design research andcase studies.Activity by others at a national or local policy levelgenerated or inspired by our work.

PrintThe Good NewsPress A CarbonNeutral printer.

Printed using vegetablebased inks on Reviveuncoated 10 gsm. FSCcertied as containing100% post consumerreclaimed material.


21/21

Design Council, 34 Bow Street, London WC2E 7DL United KingdomTel +44(0)20 7420 200 Fax +44(0)20 7420 300

Email [email protected] www.designcouncil.org.uk Design Council 2008Registered Charity Number 2720

the good design plan

Documents