Sophie Walker - Portfolio

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

Research analysis & strategy planning
pg. 3
Supporting troubled families
pg. 8
Improving children’s health & wellbeing
pg. 12
Support Plan (SP)
written by SU with the
help of CC, family,
carers, key worker
£
PB
SP sign
off doc
SDS Panel sign off for PB & SP
CC sends to
Panel Admin
to sign off
Meet to make required changes
Visualising personal budgets
pg. 5
Facilitating museum innovation
pg. 14

Project -
Client -
Sophie Walker
3
Flexibility
Adaptability
Insight
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.
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.
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.
Top Tips
The 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.
Challenge
To 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.
Approach
Using personalised design tools we analysed the research
during a day long workshop with the research team to
uncover the relevant insights.
Outcome
Four 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.
Role
Project lead
Workshop facilitator and tools designer
Graphic designer
Analyse
Visualisation
Employment and social inclusion project
South 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.
Project -
Client -
Sophie Walker
4
The levels explained:
1st stage 2nd stage 3rd stage
1. Project organisation 1. Clients 1. Employment
3. Employment
3. Employment
2. Staff
2. Staff
2. Project organisation
3. Clients
How important are the key things learned at different stages of the project
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
The first stage of the project like for them.
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.
5. Project outcomes
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.
5. Risk
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:
1st stage 2nd stage 3rd stage
1
2
3
4
5
6
Employment
Clients
Staff
Risk
Project organisation
Project outcomes
4. Clients
6. Risk
4. Project outcomes
6. Staff
4. Project organisation
5. Project outcomes
6. Risk
Key things learned
Employment
Staff
Project outcomes
While employment is one of the key focuses for this project, it is
also one of the hardest to achieve. Unfortunately for the clients
many things work against them when it comes to finding paid
employment. 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
• Benefit issues
• Safe-guards
Risk
Project organisation
The 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:
• Clearly defined work roles for staff
• Flexible project targets
• A definition of what success looks like - this should be re-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
• Work flexibility
• A realisation of the importance of the staff’s
emotional wellbeing
It is crucial for the project’s plan to be built around flexibility. Because
of 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
find work, noting that the focus should be social improvement of the
client, not just paid employment. Outcomes should focus on:
• Engaging the clients - whether this is in work or just simply with
the project
• Being realistic about what can be achieved
• Having flexible outcomes
• Being cost effective
• Social improvement of the clients
Clients
The success of the project is hinged on the staff’s
personalised approach to finding employment for
the 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
difficult to get them to engage with the project
• Medication - this severely affects many of the candidates
and their ability to work
• Raised hopes - the possibility of giving false hope to clients
about finding work
1 2
Employment and social inclusion project
South London and Maudsley NHS Foundation
Trust (SLAM)

Visualising
personal budgets
Redesigning the integrated personal
budget pathway so that it is faster, more
streamlined and easier to use.
Project -
Client -
Sophie Walker
5
Lambeth mental health services
Support Plan (SP)
written by SU with the
help of CC, family,
carers, key worker
£
PB
SP sign
off doc
SDS Panel sign off for PB & SP
CC sends to
Panel Admin
to sign off
Meet to make required changes
CC sends SU
CC to contact Personal Budget
Liase with Not
approved
£
PB
Plan
Coordinate
Analyse
Challenge
Workers found the old pathway complicated and in places
unnecessary. We were tasked with creating a new version that
was simple and easy to use.
Approach
Hold workshops with commissioner, frontline staff and
service users to see what would work for each of them.
Outcome
A report showing the pathway solution.
Role
Workshop organiser and facilitator
Research analyst
Graphic designer

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.
Project -
Client -
Sophie Walker
6
Co-design workshop

Analyse
We produced a report documenting our research
and our proposed new pathway, which is currently
under review.
Project -
Client -
Sophie Walker
7

Supporting
troubled families
Changing the way services work together
in Buckinghamshire to support families who
face multiple challenges.
Challenge
To create a program that reaches 500 families and provides a
transformative, sustainable change.
Approach
Ethnographic research was used with a sample of 10 families
who, along with professionals, co-designed the program.
Outcome
Final program model developed in discussion with service
users and professionals.
Role
Workshop facilitator
Ethnographic researcher
Graphic designer
Photographer
Project -
Client -
Sophie Walker
8
Explore
Design
Execution
Buckinghamshire County Council

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.
Project -
Client -
Sophie Walker
9
Ethnographic research
Explore workshop
We used ethnographic research as a tool to get
service providers and users excited and interested
in the project.

Design
Using design methodologies we involved users and
stakeholders in the program design process.
Project -
Client -
Sophie Walker
10
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.
Co-design with stakeholders

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.
Project -
Client -
Sophie Walker
11

Improving children’s
health & wellbeing
Exploring opportunities to improve the
health and wellbeing of children under five.
Challenge
To identify where the greatest opportunities lie for new
or improved solutions to children under five’s health and
wellbeing.
Approach
Researchers conducted ethnographic research amongst
users and interviewed professionals to gain insights to
create lasting and effective interventions.
Outcome
An ethnographic report and videos detailing potential areas
for design improvement.
Role
Ethnographic researcher
Graphic designer
Filming & editing
Project -
Client -
Sophie Walker
12
‘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’.
Knee High Project
Guy’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
Parents’ needs
David
33
Sarah
early 30’s
William
16 months
• Connection to the local community is important challenges of having a young child.
• 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
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
regularly
Hooks
• Softplay area nearby
• Trips to museums, library, playgroups, swimming etc.
• Food delivery services (healthy bring-to-me’s)
‘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’.
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

Ethnographic Videos
Videos were created out of five of the interviews to
show key areas for future development.
Project -
Client -
Sophie Walker
13
Knee High Project
Guy’s & St Thomas’ Charity, the Design Council,
the London Boroughs of Southwark & Lambeth

Challenge
The client was redesigning one of its major exhibition halls
and wanted to attract people from a broader range of
backgrounds, ages and ethnic minorities,
Approach
Workshops provided training and tools to develop, inspire
and facilitate innovation within the organisation.
Outcome
The development of an inspirational toolkit for the training
of Innovation Ambassadors.
Role
Qualitative and small scale quantitative researcher
Graphic designer
Workshop planner
Project -
Client -
Sophie Walker
14
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.
Smithsonian National Museum of Natural History

Discover & Define
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.
Project -
Client -
Sophie Walker
15
Define
2
Victoria & Albert
The World’s Greatest Museum of Art & Design
3 Advance knowledge
“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”
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 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”
Collect and preserve the
history of objects, or cultures
Amazing collection Kid friendly Eminent Inspires
Free and accessible Place to visit regularly
The British Library
Explore the World’s Knowledge
“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”
Professional Not for children For locals
Mature, grown up Intimidating Not for children
Wellcome Collection
A free Destination for the
Incurably Curious
“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”
Place to meet friends Open Useful Variety Friendly
Inclusive Provokes thought Challenging For locals
Not educational Not for children Limited
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
Give people a place to escape to
Educate future and current generations
Advance knowledge
Inspire future and current generations
Stimulate new experiences and conversations
Run interesting activities (talks, classes, nights)
Collect and preserve the history of objects, or cultures
Tell a good story through objects
Collect and display nature or important works to give people
the chance to see them up close
Collaborate with like-minded communities and/or organizations
Provide new experiences in a fun way
A great day out for family and friends
Inspire action and change
Potential for
improvement
Current
Performance
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
What should cultural institutions be
What should cultural institutions be
doing doing more more of of in the in future?
the future?
Run interesting
activities (talks,
classes, nights)
1 Run interesting activities
2
3
Educate future
& generations
Inspire future
& current
generations
Inspire future and
current generations
Provide new
experiences
in a fun way
4 Provide new experiences
6
(talks, classes, nights)
5
in a fun way
What are cultural institutions
doing best at the moment?
Educate future and
current generations
Collect & preserve
the history of
objects, or cultures
Collect and preserve the
history of objects, or cultures
Stimulate new
experiences
& conversations
Stimulate new experiences
and conversations
Using horizon scanning with quantitative and
qualitative research methods we defined the key
areas for future development.

Deliver
We designed a selection of innovator tools to help
inspire and guide the Innovation Ambassadors who
attended the two day workshop.
The tool kit included: personas, inspirational public figure
cards and an Innovation Logbook.
Project -
Client -
Sophie Walker
16

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