狠狠撸

THE$POTENTIAL$OF$A$DESIGN$FOR$SERVICE$$
APPROACH$TO$TRANSFORM$VOLUNTARY$$
COMMUNITY$SECTOR$ORGANISATIONS$
$
$
Authors:$
Laura%Warwick,%Prof.%Robert%Young,%and%Ma9hew%Lievesley%
Northumbria%University%
%
%

Third&Sector&or&Voluntary&Community&Sector:&
&
‘Non%governmental.organisa1ons.that.are.value%driven.and.which.
principally.reinvest.their.surpluses.to.further.social,.environmental.
or.cultural.objec1ves..These.include.voluntary.and.community.
organisa1ons,.chari1es,.social.enterprises,.coopera1ves.and.
mutuals’.(HM.Treasury,.2007:5)..
.
Design&for&Service&approach&
.
Designers.draw.on.an.arsenal.of.dedicated.tools.to.act.as.facilitator.
and.provoker.(Tan,.2012,.p..167),.to.both.enable.actors.to.co%create,.
and.support.the.visioning.process.by.promp1ng.more.radical.
thought.(Manzini,.2011)...
&
.

Knowledge&Transfer&Partnership.
Use.and.embed.Service.Design.approaches.to:.
?.create.a.coherent.suite.of.services.that.meet.the.changing.aspira1ons.of.
over.50s.in.Newcastle.
?.help.the.organisa1on.become.more.sustainable,.e?cient,.and.e?ec1ve.%
&

The&facts&
?.53%.of.the.VCS.community.in.North.East.England.have.su?ered.a.
reduc1on.in.funding.
?.40%.of.the.region’s.VCS.organisa1ons.are.making.redundancies,.and.
almost.half.are.decreasing.the.number.of.services.that.they.provide..
?.21%.will.or.may.close.in.the.next.12.months.
.
But...&
&
?.Over.70%.of.VCS.reported.a.sizeable.increase.in.service.demand.
?.35%.of.VCS.organisa1ons.are.planning.to.develop.or.expand.their.
service.o?erings.in.the.next.12.months.$
%
(VONNE,%April%2014)%
%
&

The&Value&of&Design&for&Service&Approach&to&
Develop&Public&Services&in&the&Voluntary&
Community&Sector&&
&
The.aim.of.this.research.programme.is.to.explore.the.role.that.
Design.for.Service.approach.can.play.in.helping.organisa1ons.
understand.their.services.from.their.customers’.point.of.view,.
par1cularly.during.the.current.1mes.of.austerity..

Methodology.
?? Three.project.se[ngs.(chari1es).comprise.one.exploratory.case.study.
?? Had.to.be.a.registered.charity.with.an.income.from.charitable.ac1vi1es.between.
?200,000.and.?500,000.per.year.
?? 8.weeks,.full.1me.and.data.collected.in.same.way.in.each.se[ng.

Charity&A&–&Impact&
?? Focus:.health.and.wellbeing.services.in.new.geographical.area.
?? BIG.Locery.grant.worth.?425k.
?? A.new.wellbeing.service.rolled.out.across.the.Tyneside.region..
?? A.shie.in.organisa1onal.culture,.new.policies.and.new.process.

Charity&B&–&Impact.
?? Focus:.Improving.the.membership.services.
?? BIG.Locery.Grant.worth.?190k.
?? New,.simpli?ed.membership.structure.
?? Improved.customer.communica1on..

Charity&C&–&Impact.
?? Focus:.Improving.customer.experience.for.centre.visitors.
?? 300%.rise.in.their.annual.pass.upgrades,.which.equates.to.?52,500.a.year.
?? Increased.collabora1on.between.departments.
?? A.shie.in.organisa1onal.culture,.new.policies.and.new.process.
.

ServiceElevel&vs.&TransformaFonal&&
Evidence.of.transforma1onal.change.in.Charity.A.and.C,.but.not.in.Charity.B.
.
%
.
%
&
Yes, new
policies and
federation
Yes,
toolkit
Yes,
new delivery
Yes,
‘thinking
differently’
New awareness
New capacity
New organisational
standards
New community
of designers
Charity A Charity B Charity C
Yes, but no
permission
No
No
Yes, but no
permission
Yes, new
policies
Yes,
partnership
Yes,
new focus
Yes,
‘thinking
differently’
New%quesNon:%
The%Value%of%
Design%for%
Service%
Approach%to%
Enable%
OrganisaNonal%
TransformaNon%
in%the%Voluntary%
Community%
Sector%%

Analysis&
?? .25.Interviews,.108.Re?ec1ve.logs,.28.Emails,.31.Mee1ng.Summaries,.7.Notebooks..
?? ‘How.was.design.for.service.ac1vity.established’.and.‘How.did.the..
organisa1on’s.response.to.the.design.for.service.approach.impact.on.the.design.ac1vity?’.
.

Potential of Service Design to Transform Voluntary Organisations

Feature&1:&Understanding&of&the&role&and&
remit&of&DfS&
‘It’s.not.your.role.[to.say.what.services.should.operate].but.I’m.
prepared.to.listen.to.those.large.facts’..
CEO,%Charity%B,%project%meeNng%
.
Versus&&
.
‘[We.want.outcomes.that].in?uence.personal.and.organisa1onal.
learning….in?uence.the.way.we.work’.
CEO,%Charity%A,%commencement%interview%
.
‘I.think.being.challenged.to.think.about.things.in.di?erent.ways….that’s.
one.of.my.expecta1ons…some.of.the.outcomes.that.would.quite.excite.
me.are.kind.of.strategic’...
CEO,%Charity%C,%commencement%interview%
%
&

Feature&2:&Valuing&process&and&outcomes&
‘What.I.want.is.the.solu1ons’..
CEO,%Charity%B,%project%meeNng%
%
Versus&&
%
‘The.legacy,.in.terms.of.its.subtle.shie.in.organisa1onal.culture,.has.
made.us.a.stronger.charity.and.becer.equipped.to.face.new.challenges’..
CEO,%Charity%A,%postVcollaboraNon%meeNng%
%
‘The.process.is.as.valuable.as.the.results….the.process.is.gold.dust’.%
Programmes%Manager,%Charity%C,%project%meeNng%

Feature&3:&The&a?nity&between&exisFng&org.&
culture&and&DfS&approach&
Predictable&change&
‘[Execu1ve.Management].agree.to.one.thing.one.minute,.and.then.
change.their.mind.the.next.’..
Service%Manager,%Charity%B,%project%meeNng%
$
Coerce&vs&Persuade&
‘If.anybody.wants.to.come.up.with.a.new.idea.it.comes.through.me…
we’ll.decide.if.it’s.a.goer.or.not’..
Programmes%Manager,%Charity%B,%commencement%interview%
.
High&degree&of&parFcipaFon&&
‘I’m.on.a.lower.level.so.you.don’t.actually.get.to.?nd.out.[what.is.being.
developed]’..
Service%Manager,%Charity%B,%postVcollaboraNon%interview%

Feature&4:&Being&recepFve&to&fundamental&
change&
‘A.professional.coming.in.helps.us.massively.try.and.get.where.we.want.
to.get.sooner’..
Programmes%Manager,%Charity%B,%project%meeNng%
%
Versus&
.
‘We.were.ready.to.stand.back.and.look.at.what.we.were.doing.and.why.
we.were.doing.it’...
CEO,%Charity%A,%postVcollaboraNon%interview%
.
‘We.recognised.we’d.plateaued.and.we.needed.to.take.a.leap’..
OperaNons%Manager,%Charity%C,%commencement%interview%
.
%
&

DraP&process&model&for&enabling&
transformaFonal&change&in&VCS&contexts&
.
%
&

What&next?&
?? Understanding.the.rela1onship.between.the.four.features.and.how.
much.these.can.be.predicted.before.a.project.starts.
.
?? Exploring.the.importance.of.personality.(empathy).in.building.trust,.
and.how.that.links.to.con?dence.and.permission.to.begin.more.
transforma1onal.work..
?? Reviewing.the.model.with.VCS.and.service.design.community.
?? Organisa1onal.transforma1on.will.con1nue.to.be.limited.by.the.
suppor1ng.system.and.community..How.could/should.Design.for.
Service.feature.in.these.infrastructures,.and.how.could.it.challenge.
the.exis1ng.system?.
.
%
&

狠狠撸

Potential of Service Design to Transform Voluntary Organisations

More Related Content

Potential of Service Design to Transform Voluntary Organisations