DOGE Done Better: The Case for Progressive Efficiency and a Streamlined StateA proposal for an alternative to the Department of Government Efficiency (DOGE) focused on collaborative democracy, collective intelligence, and institutional redesign for improved public sector performance.[Submitter's Note: This StratML rendition was distilled from the source by ChatGPT and edited in the XForm at https://stratml.us/forms2/Part1Form.xml]DemosDMS_890ed730-4268-11f0-ab57-9ba10d83ea00Geoff MulganAuthor ^^ The author, Geoff Mulgan, is a Professor at University College London (UCL). Previously, he was Chief Executive of Nesta, the UK's innovation foundation (2011- 2019), and from 1997-2004 he had roles in the UK government including director of the Government's Strategy Unit, director of the Performance and Innovation Unit and head of policy in the Prime Minister’s office. From 2004-2011 he was first CEO of the Young Foundation. He was a founder and the first director of Demos. The Institutional Architecture LabThis project was supported by The Institutional Architecture Lab.A more capable and responsive state that delivers better outcomes through collective intelligence, innovation, and democratic collaboration._890ed938-4268-11f0-ab57-9ba10d83ea00To reimagine and enhance public sector efficiency through inclusive, intelligent, and participatory governance models rooted in shared values and continuous learning._890ed9f6-4268-11f0-ab57-9ba10d83ea00InclusivityTransparencyCollaborationInnovationAccountabilityStructuresDevelop institutions that embody intelligence, integration, and adaptability over hierarchy and rigidity._890edae6-4268-11f0-ab57-9ba10d83ea001Replace rigid hierarchies with flexible, networked structures that promote collaboration across different levels of government and sectors. This approach emphasizes adaptability and responsiveness to complex challenges.FrameworksReplace DOGE with collaborative models for cross-sector and citizen-integrated governance._890edc30-4268-11f0-ab57-9ba10d83ea001.1Cabinet OfficeLead ImplementerPerformerGovernment AuthoritiesCollaboratorPerformerCivil Society OrganizationsContributorPerformerCreate interconnected frameworks that facilitate cooperation between central and local governments, as well as with civil society and the private sector, to drive efficiency and innovation. ^^ ^^Replace top-down structures like DOGE with more dynamic institutional frameworks (e.g., a Ministry of Value and Efficiency -- MOVE). ^^ These frameworks should coordinate across departments and between levels of government, enabling shared learning and participatory design.1.1.1FrameworksNumber_6e805ee4-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_1Number of alternative efficiency frameworks proposed by the Cabinet OfficeStatusProposed[To be determined]01.1.2PilotsNumber_6e80610a-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_2Number of cross-sector governance pilots launched in collaboration with local authoritiesStatusLaunched[To be determined]01.1.3Stakeholder SatisfactionRating_6e806452-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_3Level of stakeholder satisfaction with new coordination models (measured via annual survey)StatusHigh[To be determined]0DecentralizationPromote the delegation of decision-making authority to local entities to enhance responsiveness and tailor services to community needs._54449600-426a-11f0-90bc-c0f20d83ea001.2Local Government AssociationLead ImplementerPerformerDepartment for Levelling Up, Housing and CommunitiesEnablerPerformerCitizens & Community GroupsBeneficiaryBeneficiaryAdvocate for more autonomy at local and regional levels, arguing that decentralization improves alignment with local priorities and increases trust in government.1.2.1FunctionsNumber_6e806510-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_4Number of functions devolved to local governmentsStatusDevolved[To be determined]01.2.1ResponsivenessPercentage_6e806650-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_5Percentage of citizens reporting improved local responsivenessStatusHigh[To be determined]01.2.3DecisionsDays_6e8066c8-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_6Reduction in turnaround time for local public service decisionsStatusReduced[To be determined]0CultureAdopt public sector norms rooted in adaptability, purpose, and trust-based cooperation._890edc6c-4268-11f0-ab57-9ba10d83ea002Pursue a cultural shift within public institutions towards values of openness, learning, and shared purpose, fostering an environment conducive to continuous improvement.TrainingDevelop capabilities aligned with movement-like behavior in government teams._890edca8-4268-11f0-ab57-9ba10d83ea002.1Civil Service CollegeLead ImplementerPerformerPublic Sector Training InstitutesCollaboratorPerformerFront-Line Public Service TeamsBeneficiaryBeneficiaryImplement training programs that encourage public servants to adopt a mindset of experimentation and collaboration, drawing inspiration from successful social movements to drive change. ^^ This initiative draws on lessons from social movements to train civil servants to think and act with a sense of purpose, urgency, and adaptability. ^^ The goal is to replace bureaucratic inertia with experimentation, iteration, and co-creation.2.1.1Public Servants TrainedNumber_6e806736-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_7Number of public servants completing movement-oriented training programsStatus[To be determined]02.1.2Adaptability & InnovationPercentage_6e806808-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_8Percentage of trained teams that report improved adaptability and innovationStatusImproved[To be determined]02.1.3Iteration CyclesNumber_6e8068da-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_9Frequency of iteration cycles within pilot teams (average per quarter)StatusFrequent[To be determined]0InnovationImplement reward systems that recognize and encourage innovative solutions and risk-taking within public sector organizations._5444975e-426a-11f0-90bc-c0f20d83ea002.2HM TreasuryFund ProviderPerformerGovernment Innovation LabLead ImplementerPerformerDepartmental Innovation LeadsContributorPerformerImplement incentive schemes (e.g., recognition awards, innovation funds) to encourage bold experimentation in public service design. ^^ By rewarding positive risk-taking, the culture of fear and compliance can be replaced with a culture of creativity and improvement.2.2.1Funding£/GBP_6e80698e-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_10Total funding allocated to public sector innovation awardsStatusAllocated[To be determined]02.2.2ProposalsNumber_6e806a60-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_11Number of innovation proposals submitted and implementedStatusImplemented[To be determined]02.2.3IdeasRate_6e806b50-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_12Rate of adoption of new ideas across departments (measured via internal reporting)StatusAdopted[To be determined]0IntelligenceUse data, AI, and citizen insight to inform and refine public service delivery._890edce4-4268-11f0-ab57-9ba10d83ea003Leverage data analytics and artificial intelligence to inform decision-making processes, enabling more targeted and effective public service delivery.ToolsIdentifying waste and enable rapid improvements by leveraging AI platforms and diagnostics._890edd20-4268-11f0-ab57-9ba10d83ea003.1Government Digital ServiceLead ImplementerPerformerData Science Partnership NetworkCollaboratorPerformerLine Ministries & Delivery AgenciesUserBeneficiaryDevelop digital tools and platforms that support the identification of inefficiencies and the implementation of solutions in real-time, enhancing organizational learning. ^^ Develop digital diagnostics and AI-powered tools that help detect inefficiencies, benchmark performance, and guide improvement efforts. ^^ These tools should be embedded in day-to-day operations and enable feedback loops for continuous learning.3.1.1ToolsNumber_6e806c40-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_13Number of AI diagnostic tools deployed across departmentsStatusDeployed[To be determined]3.1.2Time or CostDays or £/GBP_f5d240ec-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_14Time saved or cost reduced due to tool-generated recommendationsStatusSaved[To be determined]03.1.3User SatisfactionScore_f5d24876-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_15User satisfaction score from tool users (quarterly survey)StatusHigh[To be determined]0ParticipationProvide public input mechanisms that enable crowdsourced solutions and co-design._890edd5c-4268-11f0-ab57-9ba10d83ea003.2Department for Digital, Culture, Media & SportEnablerPerformerParticipatory Democracy Practitioners NetworkLead ImplementerPerformerCitizens & ResidentsContributorPerformerUse participatory mechanisms, such as citizen assemblies and digital forums, to gather diverse perspectives and co-create policies that reflect the needs of the community.^^Use participatory methods -- including citizen juries, digital platforms, and deliberative polling -- to ensure services reflect lived experience and collective intelligence.^^Fosters legitimacy, responsiveness, and more robust policy innovation through co-design.3.2.1SessionsNumber_6e806d1c-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_16Number of participatory design sessions held annuallyStatus[To be determined]03.2.2Index_f5d24b78-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_17Establish and maintain a diversity index of participants in crowdsourcing initiativesStatusEstablished[To be determined]3.3.3PoliciesPercentage_f5d24c72-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_18Percentage of policies revised based on citizen inputStatusRevised0DataFacilitate the integration of data across departments and agencies to provide a holistic view of government operations and inform strategic planning._544497f4-426a-11f0-90bc-c0f20d83ea003.3Central Digital and Data OfficeLead ImplementerPerformerDepartmental Chief Data OfficersCollaboratorPerformerNational Audit OfficeOversightPerformerBreak down data silos to enable more coordinated action and intelligent oversight. ^^ Integrated data systems support better diagnostics, strategic resource allocation, and cross-cutting reform.3.3.1SystemsNumber_6e806e20-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_19Number of interoperable data systems deployed across departmentsStatusDeployed[To be determined]03.3.2UpdatesMonths_f5d24dee-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_20Frequency of cross-departmental data integration updatesStatusFrequent[To be determined]03.3.3Datasets_f5d24f06-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_21Use integrated datasets in published strategic reports or reviewsStatusUsed[To be determined]AccountabilityTransparently evaluate and account for efficiency proposals and outcomes._890edd8e-4268-11f0-ab57-9ba10d83ea004Transparently evaluate processes and establish clear metrics to assess the impact of efficiency initiatives, ensuring that reforms lead to tangible improvements.StandardsApply principles and tests to guide and justify policy and spending changes._890eddca-4268-11f0-ab57-9ba10d83ea004.1HM TreasuryLead ImplementerPerformerUK National Audit OfficeEvaluatorPerformerPublic Sector Ethics Advisory GroupsContributorPerformerSet comprehensive standards and benchmarks that guide efficiency efforts, balancing cost-saving measures with the maintenance of service quality and equity. ^^ Use explicit principles (e.g., transparency, fairness, public benefit) and evaluative tests (e.g., net present value, opportunity cost) to assess proposed reforms. ^^ Such standards ensure that efficiency measures align with strategic goals and uphold core public values.4.1.1PoliciesNumber_6e806f1a-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_22Number of policies subjected to formal standards-based evaluationStatusEvaluated[To be determined]04.1.2ProposalsPercentage_f5d250be-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_23Share of cost-saving proposals passing all evaluative testsStatusSuccessful04.1.3Review CompletionDays_f5d251b8-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_24Average time from proposal submission to evaluative review completionStatusMinimized[To be determined]0EngagementEstablish regular consultation processes with stakeholders, including citizens and civil society organizations, to gather feedback and ensure accountability in efficiency initiatives._5444983a-426a-11f0-90bc-c0f20d83ea004.2UK GovernmentLead ImplementerPerformerParliament's Public Accounts CommitteeOversightPerformerAcademic & Independent EvaluatorsContributorPerformerEvaluation must include not only financial return but also impacts on equity, service quality, and long-term capability. ^^ Publish evidence-based rationales for all major changes to ensure public trust and institutional learning.4.2.1ReportsPercentage_6e807028-4285-11f0-8745-16b07fbabdf6PLACEHOLDER_25Percentage of major efficiency initiatives with published evaluation reportsStatusPublished[To be determined]04.2.2FrameworksNumber_f5d25352-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_26Number of evaluation frameworks adopted across departmentsStatusAdopted[To be determined]04.2.3Index_f5d25474-42df-11f0-a263-d0d08fbabdf6PLACEHOLDER_27Public accessibility index for evaluation summaries and supporting dataStatusAccessible[To be determined]_6e8071a4-4285-11f0-8745-16b07fbabdf62025-06-06https://demos.co.uk/wp-content/uploads/2025/06/DOGE-done-better_paper_2025.ac_.pdf_6e807384-4285-11f0-8745-16b07fbabdf6OwenAmburOwen.Ambur@verizon.net