sophie walker - portfolio

Sophie WalkerCombining service design and research skills to create simple and informative designs that resonate with the customer of the future.

Improving children’s health & wellbeing pg. 12

Supporting troubled familiespg. 8

Research analysis & strategy planning pg. 3

Support Plan (SP) written by SU with the

help of CC, family, carers, key worker

£PB

SP sign off doc

SD

S P

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& S

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CC sends to Panel Admin

to sign off

Meet to make required changes

Visualising personal budgetspg. 5

Facilitating museum innovationpg. 14

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Flexibility

Empathy

Adaptability

Resilience

Insight

Team Work

We found that project organisers and staff should make sure their work allows flexibility. How the clients are engaged, the expectations of the clients, project goals and outcomes were best kept as open as possible. Because of the

nature of the clients and their situations, it was hard to set rigid outcomes. The project stayed goal orientated, with

the staff trying multiple approaches to reach these goals.

It is important for the staff to try and understand their client’s situation. Often this can be hard for staff,

given their backgrounds, but it is important to understand what the client my be feeling and how that could impact on their progress.

Often engagement techniques used with clients or methods to get them

work placements weren’t effective. Staff needed to have the initiative - and be allowed the freedom - to adapt to any issues that occured. By doing this it

was possible to ensure that the client’s wants and needs were best fulfilled.

Resilience during the project is important for both staff and clients. Some staff

found it hard to work with clients because of their differing backgrounds and others to stay positive about finding clients work after so much rejection. For client’s it is important because of the potential job

rejection or not achieving their dream job.

Sometimes clients found it hard to answer questions such as “what work would you like to do”. It was up to the staff to read between the lines of what

they were being told and carefully extract insights about the people they

were working with. This is crucial when trying to work out what work the clients would like, and what they could

realistically achieve.

Staff have a good bond and work together well. Good team work will ensure that the clients will get the help from the staff member most suited to them and that they will

receive support in the right areas.

Top TipsThe top skills the team has found are crucial to the project’s success

Research analysis & strategy planning

Leading a one day workshop to analyse the first two years of a three year research project on gaining employment for forensic mental health service users.

ChallengeTo uncover what aspects of the project had been a success during the past two years and if these insights could be transferred to future similar projects, as well as determining the strategy for the final year of delivery.

ApproachUsing personalised design tools we analysed the research during a day long workshop with the research team to uncover the relevant insights.

OutcomeFour visuals documenting the key insights, the project process and areas of focus that are crucial to the project’s success as well as a detailed workshop report including the strategic future plan.

RoleProject leadWorkshop facilitator and tools designerGraphic designer

Analyse

Visualisation

Employment and social inclusion projectSouth London and Maudsley NHS Foundation Trust (SLAM)

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The levels explained:

3. Employment

3. Employment

2. Staff

2. Staff

1. Project organisation 1. Clients 1. Employment

2. Project organisation

3. Clients

1st stage 2nd stage 3rd stage

Throughout the project the importance of the six key points varied. While the focus of the project was to get the clients into employment, the team found that if a higher priority wasn’t placed on other areas the project would not be as successful. The following pages break down and explain the team’s findings. For ease of explanation, the project’s duration has been broken down into three non-time specific sections. The time for each stage could vary from project to project.

Without good organisation at the start of the project it is impossible to create solid foundations.

It is important to accept the right clients for this project. This could be choosing those who would benefit most from it or those who would be most likely to sustain engagement with the project.

The care and attention given to each client must be personalised to their individual needs. It is important to focus on ensuring that the project progresses for them at the right pace based on their current capabilities.

It is hoped that by this stage most of the clients would be comfortable and capable enough to apply for either paid or voluntary work placements. As the project is reaching the end it is the highest priority to achieve this.

As the project is coming to a close, the team must take time to decide what they want to achieve for this final stage - potentially replanning it from their original ideas - to get the most out of the remaining time.

The focus of this stage should be on making sure the clients understand that the project is coming to a close and that they are as comfortable about this as possible, giving them full closure.

It is crucial to start with the right staff. This can be viewed in terms of their skill sets, as well as knowledge and understanding of the potential difficulties that lie in the challenge ahead.

The early stages of the project should be spent building strong bonds between staff. This will enable the team to move more efficiently and effectively in the later stages of the project. If the team understand each other’s strengths and personalities, they can refer the appropriate clients to the correct team members.

As within the first stage, the effectiveness of this part hinges on the staff firstly being given the clients best suited to their own skills and personalities, and secondly understanding exactly what the client needs to succeed and what that success looks like for them.The first stage of the project

should focus on building relationships with potential employers - this is in the voluntary sector and paid employment.

The focus during the second stage should be on strengthening connections with employers if they have been found, or continuing to search for them if they haven’t. Staff should also be looking to connect those that are ready for work in employment.

While these points are important to the success of the project, it is more important in the first stage to build the strength on the first 3 points to ensure the success of the later stages.

While project outcomes are important, they are ranked low in all stages because of the nature of this project. It is hard to set rigid outcomes as the clients are often of varying capabilities and backgrounds, therefore this area should remain flexible at all times.

Levels of importance

A visual diagram of the levels of importance of each area at different stages:

How important are the key things learned at different stages of the project

2nd stage 3rd stage1st stage

6

1

2

3

4

5

Employment

Clients

Staff

Risk

Project organisation

Project outcomes

4. Clients

6. Risk

5. Project outcomes

4. Project outcomes

6. Staff

5. Risk

4. Project organisation

6. Risk

5. Project outcomes

Key things learned

Employment

Staff

Project outcomesRisk

Project organisationThe team found that starting with a good project base and having good organisation throughout the project is fundamental to its success. They found that without it the project can suffer from severe delays and setbacks - especially at the start. Good organisation includes:

• Clearlydefinedworkrolesforstaff• Flexible project targets • Adefinitionofwhatsuccesslookslike-thisshouldbere-evaluated

at multiple points• Allowing enough time to let clients bond with staff

Areas the team believed needed to be improved:• Deciding realistic outcomes that are obtainable by staff and the clients• Qualitative research - it can be hard to collect data and information

from clients

The team believe 6 areas are crucial to the project’s success

The staff play a vital role in this work. It is their job to guide and engage clients throughout the duration of the project. Without a close knit team who understands each others strengths it would be hard to do this. There must be:

• Clear and regular communication between staff• Strong team bonds - built through trust and

understanding• Workflexibility• A realisation of the importance of the staff’s

emotional wellbeing

Itiscrucialfortheproject’splantobebuiltaroundflexibility.Becauseof the nature of the clients, the projects results can vary from person to person so it impossible to set rigid outcomes. Some clients surprised the team by developing faster than expected, others took more time to engage. Staff should be creative with their attempts to findwork,notingthatthefocusshouldbesocialimprovementoftheclient, not just paid employment. Outcomes should focus on:

• Engaging the clients - whether this is in work or just simply with the project

• Beingrealisticaboutwhatcanbeachieved• Havingflexibleoutcomes• Beingcosteffective• Social improvement of the clients

Clients

While employment is one of the key focuses for this project, it is also one of the hardest to achieve. Unfortunately for the clients manythingsworkagainstthemwhenitcomestofindingpaidemployment. Some of the issues faced include:

• Resistance from employers to hire someone with this kind of history

• Extreme changes in mood from the clients• Having the right skills - many candidates lack work skills that

would make them a desirable employee• The tight time limit of the project• Disclosure• Benefitissues• Safe-guards

The success of the project is hinged on the staff’s personalisedapproachtofindingemploymentforthe clients. Each of the clients has unique skills, stories and issues. It is important to tailor make the employment package to each person and their needs. For example some issues clients have are:

• Institutionalisation• Fear of stigma and rejection• The clients chaotic lifestyles and issues getting

in the way of employment

It is key for staff to build relationships with the clients so they can learn more about them, work out what help would work for them and to gain their trust. It is important to insure that the client engaged with the project and is ready to work before being put forward for anything as this can result in wasted time and effort if this is not the case.

There are multiple types of risk associated with a project like this:

• The obvious risks when working with forensic mental health users - their background etc

• Institutional behaviour - often clients are expecting everything to be done for them as this is what they are used to. It can be difficulttogetthemtoengagewiththeproject

• Medication - this severely affects many of the candidates and their ability to work

• Raised hopes - the possibility of giving false hope to clients aboutfindingwork

1 2

Employment and social inclusion projectSouth London and Maudsley NHS Foundation Trust (SLAM)

Visualisation

I produced 4 visuals of the insights and findings which will be used in the final three year report as well as a detailed workshop report including the future strategic direction for the team.

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Visualising personal budgets

Redesigning the integrated personal budget pathway so that it is faster, more streamlined and easier to use.

Visualising personal budgetsLambeth mental health services

Support Plan (SP) written by SU with the

help of CC, family, carers, key worker

£PB

SP sign off doc

SD

S P

an

el sign off for PB

& S

P

CC sends to Panel Admin

to sign off

Meet to make required changes

CC sends SU Personal Budget

CC to contact Money Management about:

PB

PB Agreement

1 2

MM

MM form

Liase with FAST TEAM

Not approved

£PB

Plan

Coordinate

Analyse

ChallengeWorkers found the old pathway complicated and in places unnecessary. We were tasked with creating a new version that was simple and easy to use.

ApproachHold workshops with commissioner, frontline staff and service users to see what would work for each of them.

OutcomeA report showing the pathway solution.

RoleWorkshop organiser and facilitatorResearch analystGraphic designer

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Sophie Walker

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Coordinate

We held a series of co-design workshops with stakeholders, commissioners, frontline staff and service users to create a pathway that would work for all of them.


Co-design workshop

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Sophie Walker

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Analyse

We produced a report documenting our research and our proposed new pathway, which is currently under review.


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Supporting troubled families

Changing the way services work together in Buckinghamshire to support families who face multiple challenges.

ChallengeTo create a program that reaches 500 families and provides a transformative, sustainable change.

ApproachEthnographic research was used with a sample of 10 families who, along with professionals, co-designed the program.

OutcomeFinal program model developed in discussion with service users and professionals.

RoleWorkshop facilitatorEthnographic researcherGraphic designerPhotographer

Explore

Design

Execution

Supporting troubled familiesBuckinghamshire County Council

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Explore

Ethnographic research allowed us to show the world from the service users’ perspective, enabling us to design a solution that fits with families’ lives. We collected written notes, photos, audio recordings, family timelines, family maps and social networks to create a rich picture of their lives.

We analysed the material generated in collaboration with the partners and service managers to highlight key opportunities for change.

Ethnographic research

Explore workshop

Explore

We used ethnographic research as a tool to getservice providers and users excited and interestedin the project.


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Co-design with stakeholders

We held separate co-design workshops with users and professionals to finalise the final future vision. The sessions with users allowed us to obtain an in-depth understanding of the type of system they would like. They raised key issues with the current system - something we explored in the stakeholders co-design workshop.

Design

Using design methodologies we involved users and stakeholders in the program design process.


Co-design with stakeholders

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Plan Workshop

Execution

The final workshop was used to develop a plan to integrate all the ideas generated over the project into a sustainable and scalable business model.


We found families were overwhelmed by the number of interactions they were having with different services, and that there were a lack of shared priorities between the involved services and agencies. With this in mind we co-designed a model that enables services to work in collaboration with families and each other, and allows frontline staff more freedom to act in families’ interests.

During the workshop, we explored the challenges linked to the implementation of the new approach and defined ways to resolve them.

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Sophie Walker

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Improving children’s health & wellbeing

Exploring opportunities to improve the health and wellbeing of children under five.

ChallengeTo identify where the greatest opportunities lie for new or improved solutions to children under five’s health and wellbeing.

ApproachResearchers conducted ethnographic research amongst users and interviewed professionals to gain insights to create lasting and effective interventions.

OutcomeAn ethnographic report and videos detailing potential areas for design improvement.

RoleEthnographic researcherGraphic designerFilming & editing

Knee High ProjectGuy’s & St Thomas’ Charity, the Design Council, the London Boroughs of Southwark & Lambeth Physical and mental health

• David is very health aware from his time in sport at a high level (Rugby and triathlon).

• Takes good care of the families diet without being fanatic • Still like to be physically active, and encourage that in William’s life too.• They are outside daily (on walks or in the park)

Self-image as parent Confident, relaxed, care-giving, calm and not easily confronted with the challenges of having a young child.• Connection to the local community is important

• Good access to playgroups and other activities• Crèche (playing with other kids) – longer term• Areas for physical activities with William• Easy access to good food

Parents’ needs

Children’s needs • They are involved in the church• David meets up with his ANT group – social/practical

Relationship with services • They don’t use them very much, but it is satisfied whenever they need a

GP or a health visitor.

Network • They have friends with and without kids and see both. • William plays with other kids through activities or personal network• Family (the grandmothers) are visiting fortnightly and they see family

regularlyHooks• Softplay area nearby• Trips to museums, library, playgroups, swimming etc.• Food delivery services (healthy bring-to-me’s)

David33

Sarahearly 30’s

William 16 months

‘We don’t use the master bedroom since we have had William. We want to be close to him, but also think he needs his own bedroom. On the second floor we can all fit in nicely, which means the master bedroom can be used for guests, although at the moment it is used as storage leading up to Christmas’.

‘After we have been to an activity we often go into Viva’s Café on the way home and I have a coffee there. I often share a cake with William too. They have great coffee and cakes!’

‘Our parents where not that keen on the area (Peckham Rye) as the population around here is it very mixed (white and Afro-Caribbean). But we really like the area, and feel safe’.

‘We like getting out and about in the morning, and then often spend the afternoon at home’.

‘My mum was actually not that supportive of me staying at home with William for a year. She said: ‘he doesn’t need you now’, but that didn’t make me change my mind. Most other people have been supportive’.

Contribution they already make to others • They are involved in the church• David meets up with his ANT group – social/practical

Sarah (early 30’s) and David (33) live with their son William (16 months) in Peckham Rye

David is in his early 30’ties and used to work as a solicitor in the City. 6 months ago he quit his job to be a stay-stay-at home dad for a year, looking after his 1 year old son, William. His wife is also a solicitor and stayed at home with William for the first year, but wanted to go back to work. They praise themselves lucky that it is possible to focus on building a close relationship with their child while he is young. Building a strong family is more important that building ones career, and it seemed like a good time for a life transition. David is one of 4 boys himself and lost his dad when he was only 11 years old.

‘I will feel proud of my decision to be a

house-dad with William, inspires one of my

mates or other men to stay at home for a while

with their child’.

They’ve lived in the borough for 9 years

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Ethnographic Videos

Videos were created out of five of the interviews to show key areas for future development.

Knee High ProjectGuy’s & St Thomas’ Charity, the Design Council, the London Boroughs of Southwark & Lambeth

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ChallengeThe client was redesigning one of its major exhibition halls and wanted to attract people from a broader range of backgrounds, ages and ethnic minorities,

ApproachWorkshops provided training and tools to develop, inspire and facilitate innovation within the organisation.

OutcomeThe development of an inspirational toolkit for the training of Innovation Ambassadors.

RoleQualitative and small scale quantitative researcherGraphic designerWorkshop planner

Discover

Define

Deliver

Facilitating museum innovation

Working with the Smithsonian National Museum of Natural History we designed tools and workshops to facilitate innovation within their organisation.

Facilitating museum innovation Smithsonian National Museum of Natural History

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Visiting 6 popular but different cultural institutions we surveyed and interviewed over 60 members of the public. This sample gave us a unique insight why people currently go to cultural institutions, and what would encourage them to visit more in the future.

Discover & Define

Victoria & Albert The World’s Greatest Museum of Art & Design

Educational Exciting Stimulating Inspired

Inclusive Adult-only Variety & opportunity & open content to see lots in one visit

Stuffy Not interactive Elitist Unclear what it does

“I wouldn’t usually bring my daughter here. It’s a little boring for her, she likes the

Science Museum. Its much more interactive”

“I don’t have time in the day to go to exhibitions, that’s why I love the late nights here”

The British LibraryExplore the World’s Knowledge

Professional Not for children For locals

Mature, grown up Intimidating Not for children

“It’s a bit grown up and intimidating. I wouldn’t bring kids here, they’d be bored”

“I always come with a friend. It’s the conversations you have afterwards, that’s

the interesting bit”

Wellcome CollectionA free Destination for the

Incurably Curious

Place to meet friends Open Useful Variety Friendly

Inclusive Provokes thought Challenging For locals

Not educational Not for children Limited

“It was an interesting exhibition, I just didn’t feel it taught my children anything”

“I just came in for a coffee. I like to come here to relax”

Smithsonian National Museum of Natural History

The British Museum

Positive Knowledgeable Educational Grown-up Trusted

Negative Moustache and tweed Old Exclusive

Intimidating Elitist Fusty

Trusted Good for tourists Lots to see Comfortable

Not radical Not for locals Not interactive Boring

“There need to be more humans in areas to engage, as opposed to ‘automated’ exhibits that

feel stale”

“Museums should collect objects”

“We come here a lot. Today we’ve come for an exhibition but sometimes we just come to see my favorite cat sculpture – the Gayer-Anderson cat”

“I would like it if the museum collaborated more with locals. Like inviting artists to hold exhibitions

in their empty rooms”

Natural History Museum, London

Old fashioned Not interactive Fragmented

Amazing collection Kid friendly Eminent Inspires

Free and accessible Place to visit regularly

“I made a list after living in London for 6 years – and this was one of the places I

had to come and see”

“A lot of stuff is free and it’s great”

Give people a place to escape to

Educate future and current generationsAdvance knowledgeInspire future and current generationsStimulate new experiences and conversationsRun interesting activities (talks, classes, nights)Collect and preserve the history of objects, or cultures

Tell a good story through objectsCollect and display nature or important works to give people the chance to see them up close

Collaborate with like-minded communities and/or organizationsProvide new experiences in a fun wayA great day out for family and friendsInspire action and change

Potential for improvement

Current Performance

Define

Educate future and current generations

1

Collect and display nature or important works to give people the chance to see them up close

4

Inspire future and current generations

5

Stimulate new experiences and conversations

6

2Collect and preserve the history of objects, or cultures

Advance knowledge3

2

3

6

1Run interesting activities (talks, classes, nights)

5

4Provide new experiences in a fun way

What should cultural institutions be doing more of in the future?

What are cultural institutions doing best at the moment?

Educate future and current generations

Collect and preserve the history of objects, or cultures

Stimulate new experiences and conversations

Inspire future and current generations

What should cultural institutions be doing more of in the future?

Run interesting activities (talks, classes, nights)

Educate future & generations

Inspire future & current

generations

Provide new experiencesin a fun way

Collect & preserve the history of

objects, or cultures

Stimulate new experiences

& conversations

Using horizon scanning with quantitative and qualitative research methods we defined the key areas for future development.


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The tool kit included: personas, inspirational public figure cards and an Innovation Logbook.

Deliver

We designed a selection of innovator tools to help inspire and guide the Innovation Ambassadors who attended the two day workshop.


sophie walker - portfolio

Documents