SDGC18: Service Design Award Winner Presentations
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On October 11, 2018, during the Service Design Global Conference in Dublin, Head of the Jury Kerry Bodine and President of SDN Birgit Mager took the stage to co-host the Service Design Award Ceremony and announce the finalists and six winners selected by the international jury of service design experts.
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SDGC18: Service Design Award Winner Presentations
- 20. Project Phoenix: Service Design for Tesco Bank Professional Modern Human
- 37. Anders Hakfelt Dominic Quigley Kostja Paschalidis Patti Aldermann Developing a Police Forces Digital Experience for Citizens Professional Non-Profit/Public Sector Giulio Fagiolini Nour Diab Jappreet Kitty Emma Gervasio Marjo Kaszonyi Kathrin Dimai Tom Holloway James Robertson Lisa Williams Lily Sinclair Nicholas Panayi Emma Cooper FJORD
- 38. How to better serve citizens, than with a phone number? PROJECT BRIEF
- 39. How do you listen to, and solve, the problems of 2.8 million citizens? RESEARCH CHALLENGE
- 40. interviews with Police, Partners, and Citizens + RESEARCH METHOD
- 42. 42 DATA-VIZ AS A TOOL
- 43. crime report vs anti social behaviour
- 45. The research, with the data, transformed numbers into stories.
- 46. PROTOTYPES
- 50. The research, with the data, transformed numbers into stories. Stories that are changing people’s lives.
- 85. Background In 2015, TAIWAN became one of the only two Asian countries to pass the Zero Euthanasia Policy.
- 86. Crowded dogs Terrifying bark Bad smell Difficult Situation 213% ratio of space usage
- 87. Research About staff 47% owners return their adopted pets 20 dogs per staff
- 88. lack of clear instruction in shelters, life education and post-adoption assistance Research About adopters
- 89. Research About volunteers 25,000 likes Facebook fan page Gap between online and offline
Notas del editor
- In 2014, West Midlands Police (WMP) committed to a radical transformation programme - part of this transformation includes improving public contact and defining new channels through which the police could respond to citizens’ needs—not only in a more efficient and effective way, but in a more inclusive way as well.
- Since the beginning, it was clear that a traditional approach couldn't have worked. We had huge new world to catch up on, and just talking to people wouldn’t have been enough. The level of diversity - both in the people and in the services provided was immense.
- It’s at this point that we realised that combining qual and quant research would provide us with real, actionable insights. We would have added scale to our findings thanks to the underlying data, and depth to our data due to the additional context provided by the interviews.
- This work, led us to define specific journeys and specific frustrations and painpoints - and what opportunity could digital bring to answer those needs. This was a very good starting point that helped us frame the problems and opportunities much better.
- But also, from the analysis of these 3500 calls - that the Force had received and categorised - we started using data visualisation to extract meaningful insights that wouldn’t be visible otherwise.
- We were finally able to see the stories behind the data, and the police would talk us through those, telling us the differences between a linear journey for a crime report for insurance purposes, and ASB call that usually doesn’t get reported due to the range of the outcomes. - which is one of the reason why people are not actually calling, being scared of the outcome
- Moreover we were able to match the stories we heard in the interviews with the depth of the data of the over 3500 calls cataloged by the police. We created data infused journeys made with multiple variables, accounting for each different segment of callers with variations in the journeys based on the data provided.
- These journeys were then used later in our process and not only allowed us to create and measure our service concepts against all the possible variations along the citizen journey but also became the lingua franca between us, allowing to discuss the journeys and uncover new insights gain trust.
- We then worked on prototypes which brought each concept and journey to life, and allowed the police stakeholders to discuss each concept and validate it within the organisation.
- Once prioritised the service concepts we also worked on a set of tools that allowed our delivery to scale quickly and efficiently - a brand new design language wouldn’t just work for our concept but would have been homogeneous across their digital channels.
- The project is now live - and this is how it looks like, allowing to report and track cases online in only 6 min (vs 20 min. This already affected the waiting time on the phone - where now the people who really need a voice on the other end - have only to wait 2 min (vs 12 min).
- But also allows people, through a step by step guide, to understand better their situation, problems and possible actions and outcomes. This not only gives the police the ability to track trends and optimise the service - but also allows citizens who previously might not have felt comfortable reporting a crime to have a clearer understanding of of the process and an idea of what to expect if they were to report an incident - and report it when they feel they are ready
- To conclude, our biggest learning has been that even when the scale makes it difficult, we’ve really seen how the data combined with the depth of the journeys transformed numbers into stories. Because at the end of the day, the problems that we needed to solve, where the stories of people’s lives.
- To conclude, our biggest learning has been that even when the scale makes it difficult, we’ve really seen how the data combined with the depth of the journeys transformed numbers into stories. Because at the end of the day, the problems that we needed to solve, where the stories of people’s lives.
- ＊大家好，我是啊敏，他是馬克，我們很榮幸可以獲獎 ＊介紹我們是誰 ＊這是一個正在執行中的案子
- ＊用一句話介紹動物之家是什麼。 ＊在台灣的動物之家，2015年前，只要流浪狗12天內沒有被領養，就會被安樂死，2015年後，台灣實施零安樂死政策，狗狗雖然不擔心被安樂死，但幸福快樂的生活真的來到了嗎？
- 實地走訪收容所，我們發現因為狗狗被領養的速度趕不上收留的速度，在台北市，2200隻狗的收留空間，卻住著9000隻狗 ，造成狹小的空間，必須要容納十隻狗狗，不只環境惡劣，更容易讓狗狗緊張，變得更加不友善，難以被認養，只能一輩子住在收留所中，這也是我們開始的初衷。 為了讓狗狗找到幸福的家，我們透過實地觀察了解利益關係人組成，發現領養者、工作人員、志工隊在領養流程中是不可獲缺的三個重要族群，因此分別對這三組人進行雙鑽石的設計流程。
- 不只狗狗生活環境糟糕，對於工作人員的負擔更加繁重，平均一位員工要照護20隻動物，讓員工難以對領養者做充足的宣導，導致有高達47%的退養率。退養是一件令人難過的事情，因為對於動物來說，其實就是二次遭棄，也代表著這樣的領養品質是堪慮的。對於工作人員來說，他們看到重複的事件一再發生其實也很無奈，長久以來，也逐漸對改變不抱希望，喪失改變動力，態度越趨冷漠。
- （就簡述領養者的問題）
- （就簡述志工的成果和問題） ＊很難追蹤特定狗狗。