Session 3 service design - inc theory of change with template

UNDERSTANDING YOUR SERVICE USERS AND BENEFICIARIESHow can design thinking add value to your venture?

Accelerator Training

29 April 2013

Catherine Russell

2

THE FOCUS OF TODAY

3

INTRODUCTIONS

- About you- What do you hope to get out of

today - Tell a story about someone who is a

user or beneficiary of your organisation…

4

AN INTRODUCTION TO (SOCIAL) DESIGN

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A CYCLE OF GENERATING AND REFINING IDEAS:

EXPLORING,DISCOVERING

Gathering insight.

Building understanding about a particular social issue or a particular service.

Talking to as many people as you can: users, staff, volunteers etc.

MAKING SENSE,DEFINING

Being inspired by the insight.

Making the research useful and usable.

Understand what needs to change and why.

PROPOSING,DEVELOPING

Work up ideas, activities, or projects which address the issue you’ve identified.

Generating multiple ideas

Prototyping different variations.

DELIVERING,ITERATING

Iterating ideas.

Continual learning and improvement.

Refer back to previous methods as appropriate, e.g. testing new iterations, or revising research

time

Expl

orin

g

Prop

osin

g

Making sense

Iterating

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HOW DO YOU GAIN INSIGHT?

GAINING INSIGHT:

• Day-in-the-life of studies

• Reflective diaries • Ethnographic

interviews• Asking the

unexpected

MEET EVA

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FIRSTLY, TAKE A STEP BACK…

Thinking and feeling

Saying and doing

GainPai

n

Hearing

Seeing

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NOW, THE ASPIRATION…WHAT IS THE CHANGE YOU ARE LOOKING TO MAKE?

Thinking and feeling

Saying and doing

GainPai

n

vHearin

gSeein

g

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NOW, WHAT IS PEOPLE’S EXPERIENCE OF YOUR

VENTURE OR PROJECT?

USER JOURNEY MAPPINGFrom a blueprint to a specific user journey

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HOW DOES YOUR VENTURE CENTRE AROUND USERS?

SERVICE ECOLOGY MAPS

Put the people you are working with at the centre, along with assets and resource that are central to working with them Put assets and

resources that are less essential towards the edge

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WHAT IS THE STORY OF THEIR EXPERIENCE?

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STORYBOARDING:Create your own:

How will someone become aware of the project?

What will make them decide to get involved?

What will their initial experience be?

What will their on going experience be?

Etc… Is there an end-point?

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LUNCH

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THE FOCUS OF TODAY

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THEORY OF CHANGE

• As focus on outcomes for the individual, not outputs • How does these outcomes link to long-term impact? • It makes you clearly define the outcomes and how

you will achieve them • It tests underlying assumptions you may have about

your work

CONSIDERING A THEORY OF CHANGE:

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Step 1

• The long-term aim

Step 2

• What are the outcomes associated with this?

Step 3

• What are the “pre-conditions”?

Step 4

• What activities/interventions achieve these?

Step 5

• What are the assumptions made?

Step 6

• How will you show the change you make?

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Identify your goal. What does success look like?

The goal must be:• Clear• Understood• Realistic but ambitious• Defined• Succinct

Step 1• The long-term aim

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TEMPLATE INSERT

OVERALL AIM OF

ORGANISATION

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• What needs to happen for this to be achieved?

• What are the outcomes?• Aim for between 4 and 6 outcomes

Step 2

• What are the outcomes associated with this?

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TEMPLATE INSERT

OVERALL AIM OF

ORGANISATION

INSERT GOAL (1)

INSERT GOAL (2)

INSERT GOAL (3)

INSERT GOAL (5)

INSERT GOAL (4)

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• Think backwards!• Think of the last change that needs

to happen before reaching the ultimate goal

• Then what needs to happen before that? Etc.

• Come up with 3-5 preconditions at each level

Step 3• What are the “pre-conditions”?

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TEMPLATE INSERTOVERALL AIM

OF ORGANISATION

INSERT GOAL (1)

INSERT GOAL (2)

INSERT GOAL (3)

INSERT GOAL (5)

INSERT GOAL (4)

PRE-CONDITIONS

PRE-CONDITIONS

PRE-CONDITIONS

PRE-CONDITIONS

PRE-CONDITIONS

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• Aligning activities with outcomes• What needs to be done to achieve

the outcomes? • What activities result in

preconditions being met?• What do you currently do in the

organisation to help achieve the outcomes set out?

• “We do…. with young people… to achieve….”

Step 4• What activities/interventions achieve

these?

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TEMPLATE INSERTOVERALL AIM

OF ORGANISATION

INSERT GOAL (1)

INSERT GOAL (2)

INSERT GOAL (3)

INSERT GOAL (5)

INSERT GOAL (4)

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AC

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PRE-CONDITIONS

PRE-CONDITIONS

PRE-CONDITIONS

PRE-CONDITIONS

PRE-CONDITIONS

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TEMPLATE INSERT

OVERALL AIM OF

ORGANISATION

INSERT GOAL (1)

INSERT GOAL (2)

INSERT GOAL (3)

INSERT GOAL (5)

INSERT GOAL (4)

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Step 5• What are the assumptions made?

• Does this approach make sense?• Is there anything that you are taking

for granted?• Does this approach rely on the actions

of anyone else?• Are the assumptions plausible?• Can you explain and justify these

assumptions?

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TEMPLATE INSERT

OVERALL AIM OF

ORGANISATION

INSERT GOAL (1)

INSERT GOAL (2)

INSERT GOAL (3)

INSERT GOAL (5)

INSERT GOAL (4)

EV

IDEN

CE

AC

TIV

ITIE

S

EV

IDEN

CE

AC

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ASSUMPTIONS

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Step 6

• How will you show the change you make?

• What outcomes should be measured? • They must be • Measurable (by you)• Ideally unique

• What would the outcome look like if you saw it? Think about this from the perspective of staff, young person and the outside world

• E.g. Confidence: • What does this look like (ie indicators of

confidence), • How can you measure these indicators• How do we know the outcome has been

achieved? • How will you measure the outcomes? (Data,

tools etc)

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THANKS!

Catherine.russell@youngfoundation.org