How to turn co-design insights into a tangible service model
Facilitating a meaningful co-design process that engages its participants is a crucial step in the co-design process. However, turning the insights of stakeholders into coherent and tangible service models is how change comes about.
We've identified several effective ways to visualise service models from our co-design projects that our clients often request. This blog will cover why you should define 'service model' clearly with your stakeholders, introduce four popular formats for visualising a service model and provide tips to navigate the prototyping process.
Common service model formats
Beware – the term 'service model' can be ambiguous and means different things to different people.
To some, it means a simple one-page infographic. To others, it means a 100-page program manual. It's important to clarify and define what a 'service model' is between stakeholders involved in your co-design process.
The four most commonly requested ways to present a service model from our experience are:
a consumer journey map,
a service blue print,
a program logic model
a conceptual program model
Option 1: Consumer Journey Map
Consumer Journey Mapping is a visualisation tool to understand the various stages a consumer will navigate when interacting with a service. From the consumer's perspective, it identifies primary touchpoints, pain points, and areas for improvement.
The ultimate goal is to enhance the consumer experience by ensuring consistency and seamlessness at each interaction. This tool helps align an organisation around a consumer-centric vision.
It's important to note that consumer journey mapping is not an exhaustive organisational process map viewed from an insider's perspective. Instead, it informs activities sought to refine these organisation processes to better meet consumer needs.
From a health or community service perspective, consumer journey mapping could include the following phases:
Awareness: This is where potential service users first become aware of the service, whether through word of mouth, online searches, or community outreach.
Consideration: At this phase, consumers are actively seeking more information about the service to determine if it meets their needs.
First contact: This is the initial interaction between the service provider and the consumer, often a phone call, email, or face-to-face meeting.
Intake/onboarding: This involves formalising the consumer's entry into the service, usually with paperwork, assessments, and an orientation session.
Receiving support: This phase is often broken down into the specific elements of a service, such as initial assessments, ongoing support, and therapy sessions.
Referral to complementary supports: Here, service providers may direct consumers to additional resources or services that can aid in their journey.
Program exit: This is the formal conclusion of the consumer's active participation in the service, which may involve exit interviews or surveys.
Journey to self-management: After exiting the program, consumers ideally continue applying what they've learned, managing their health or social situations more effectively.
Mapping these stages helps health and community services understand consumer needs and experiences at each step, providing insights for service improvements.
Option 2: Service Blueprint
A Service Blueprint is a visual tool designed to map the intricate structure and operations of a service. It shines a spotlight on various components that collectively shape the user experience, intending to align visible and hidden activities with consumer touchpoints.
The key elements of a Service Blueprint include:
Customer actions: These are the steps a customer takes at each stage of interacting with the service.
Frontstage activities: These are the interactions between staff and customers that are visible to the consumer.
Backstage activities: These are internal operations not visible to the customer but crucial to service delivery.
Touchpoints: These are specific moments where the service and the customer interact.
Support processes: These are additional systems or services that make the primary service possible.
Service Blueprints are commonly used for service design and improvement. They facilitate co-design by fostering collaboration among various stakeholders. The tool is also valuable for pinpointing bottlenecks, inefficiencies, and areas for enhancement.
When compared to Consumer Journey Maps, Service Blueprints have some distinct features:
Focus: While Consumer Journey Maps zero in on the consumer's experience, Service Blueprints take into account the entire service process, including internal operations.
Depth: Service Blueprints are often more detailed and delve into technical aspects of the service.
Scope: Unlike Consumer Journey Maps, which usually only cover consumer interactions, Service Blueprints include frontstage and backstage activities.
Stakeholders: Service Blueprints are designed for a wider audience, including internal staff and management, compared to Consumer Journey Maps, which are typically more consumer-focused.
Overall, a Service Blueprint is a comprehensive tool that offers a holistic view of a service, making it invaluable for any organisation looking to improve and streamline their service offerings.
Option 3: Program Logic Model
A Program Logic Model is a visual or schematic tool that helps clarify the purpose, goals, and structure of a program. It's primarily used for program planning, implementation, and evaluation.
By systematically connecting various components, Program Logic serves as a roadmap to guide program activities and assess their effectiveness.
Key elements of Program Logic include:
Impact goal: This refers to the long-term change or transformation the program aims to achieve – likely the result of your program but other factors, too.
Program goal: A more immediate aim or objective that is directly attributed to the program's activities and outcomes
Inputs: These are the resources, such as funding or staff time, that are invested in the program.
Activities: The specific actions taken or tasks performed to turn inputs into outputs.
Outputs: These are the tangible products or results that come directly from the program's activities.
Short-term outcomes: The immediate changes or benefits experienced by program participants.
Long-term outcomes: Broader impacts that manifest over time, either for participants or the wider community.
Assumptions: These are the underlying beliefs or principles considered true for the logic model to be valid.
External factors: Conditions or elements outside the program's control that could influence its success.
Program Logic is particularly useful for:
Implementation: The logic model can act as a reference guide for staff during the rollout phase, ensuring that all activities align with the program's goals.
Evaluation: By providing a clear framework, Program Logic helps assess program effectiveness, aiding in both formative and summative evaluations.
Stakeholder communication: Aids in explaining the program's structure and goals to stakeholders, which can be useful to gain buy-in or for reporting.
Resource allocation: By clearly mapping out necessary inputs and expected outputs, it assists in better resource planning and management.
Option 4: conceptual program model
A Conceptual Program Model is a framework that delineates the essential components of a program and their interactions. Unlike other models focused on outcomes and activities, this model emphasises structural and operational elements. It is particularly useful during the planning phase but also serves as a tool for ongoing management and evaluation.
The key components typically include:
Lead organisation/s: Identifies which types of organisations are best suited to manage and deliver the program.
Location and operating hours: Specifies the optimal locations and operating times for the service, affecting staff availability and client accessibility.
Workforce: Details the range of professions needed to staff the program, affecting the variety and nature of services that can be offered.
Services offered: Outlines the services that the program will provide and whether there should be a defined scope of practice, aligning closely with the workforce component.
Connection pathways and access: Explains how clients should access the service, whether it's via referrals, walk-ins, or an online portal. This will impact both client experience and operational workflow.
Partnerships and outward connection pathways: Highlights the external organisations or services required for the program's success, potentially affecting referrals to or from the program.
Governance and accountability: Addresses oversight mechanisms, including clinical governance and accountability measures for the managing organisation.
Evaluation and measures of success: Sets the parameters for how the program's effectiveness will be assessed, often using specific metrics that inform ongoing improvement.
Sustainability: Examines how the program will sustain operations in the long term, particularly in scenarios where initial funding might cease.
Comms and engagement: Lays out strategies for effectively communicating the program to relevant communities and stakeholders.
By employing a Conceptual Program Model, designers and managers create a coherent visualisation for the program, ensuring that each component is well thought out and interconnected. This contributes to more coordinated and effective service delivery.
Prototyping and iteratively developing a service model
Creating a prototype of a service model allows stakeholders to engage more effectively, offering valuable feedback for iterative improvements.
Speed is key.
The quicker you arrive at the first version, the easier it is to make changes based on feedback. Based on our experience in prototyping, a process similar to the one below will help you get from v0.1 to v1.0.
Preparation meeting: before showcasing the prototype, meet with stakeholders to set the context and expectations.
Walkthrough of the prototype: present the prototype to stakeholders and explain its key components and functionalities.
Collecting feedback: allow stakeholders to interact with the prototype and give their initial thoughts. Use structured methods like surveys or open discussions to gather feedback.
Analysis and prioritisation: Analyse the feedback to identify patterns, areas of consensus, or divergence. Prioritise changes based on their impact and feasibility.
Modification: make the necessary changes to the prototype based on the prioritised feedback.
Review meeting: present the modified prototype to stakeholders for another round of feedback.
Iterate: return to step 3 and repeat the process until the prototype meets the agreed objectives and stakeholder requirements.
Finalise and document: once the prototype is refined and agreed upon, document its specifications, stakeholder feedback, and any lessons learned for future projects.
Plan next steps: outline what steps need to be taken to turn the prototype into a fully functioning service model, including a timeline and resource allocation.
By following these tips and steps, you can work collaboratively with stakeholders to refine your service model prototype effectively.
Co-design is not just about gathering insights; it's about translating those insights into actionable service models that bring about meaningful change.
Whether you use a consumer journey map, service blueprint, program logic model, or conceptual program model, the key is to be flexible, iterative, and collaborative. With a well-planned prototyping process, you can refine your service model in partnership with your stakeholders to meet the unique needs of your community.
If you're looking to deepen your understanding or get started with co-design methods for impactful service models, visit our co-design home page for more resources and insights.
