Aisling Discoveries Child & Family Centre is a merger of Aisling and Discoveries that occurred on June 30, 1998. Originally founded in 1851 by the Sisters of St. Joseph as the Sacred Heart Children's Village to provide therapeutic services for children with social/emotional and behavioral problems, Aisling originated in 1989. It is located at 325 Milner Avenue, Suite 110 in Scarborough, Ontario and provides responsive services in partnership with families and communities to strengthen children's social/emotional well-being and promote healthy development.
This document summarizes a presentation by Jason Miles-Campbell from Jisc Legal about legal issues related to mobile learning. It discusses copyright, data protection, e-safety, and e-security issues that institutions should consider when using mobile devices for learning. It emphasizes ensuring policies and procedures are updated for mobile, managing legal risks, involving learners, and monitoring impact. The presentation aims to help institutions avoid legal barriers to using technology for learning.
The document discusses creating a culture of happiness in the workplace. It describes how Zappos prioritized culture and customer service to become successful. It advocates adopting core values that align with creating meaning, purpose and happiness for both employees and customers. The author hopes to spread these ideas to inspire happiness in other companies through their books, speaking tours and online community.
Looking after the mental health of Agile TeamsSnook
The document discusses the high costs that mental health issues place on UK employers in terms of sickness absence, reduced productivity, and staff replacement costs. It also notes that 84% of employees have experienced poor mental health issues contributed to by work. The document advocates for establishing a culture of self-care and support for mental health in the workplace by planning projects carefully, managing workloads, and fostering open communication about mental health challenges. It emphasizes balancing engagement with detachment and considering both staff and user well-being.
Anne Dhir - Put on your own oxygen mask before helping othersSnook
Anne Dhir speaking on dealing with mental health within the workplace and how it is important to be in the correct mental health state before helping other people.
Trevor Lakey - Design on the Inside Focusing on Mental HealthSnook
This document discusses using design approaches and digital technologies to improve mental health. It provides examples of using social media, community media projects, and co-production with young people to empower communities and challenge stigma around mental health. Design approaches that shift power and involve marginalized voices in collaborative problem solving are highlighted. While technology alone cannot fix youth mental health, enabling young people as partners through digital literacy and citizenship can help them take an active role in their own wellbeing. Sustaining change over the long term requires changing systems, policies, and addressing injustices in addition to innovation.
Sarah Drummond's Keynote at Doers Conference - BudapestSnook
Sarah talked about the need to recognise that every design decision we make as individuals has an impact on the user experience. We have to learn how to consciously design together as a system to make services work universally for people where they are, for their needs.
Aisling Discoveries Child & Family Centre is a merger of Aisling and Discoveries that occurred on June 30, 1998. Originally founded in 1851 by the Sisters of St. Joseph as the Sacred Heart Children's Village to provide therapeutic services for children with social/emotional and behavioral problems, Aisling originated in 1989. It is located at 325 Milner Avenue, Suite 110 in Scarborough, Ontario and provides responsive services in partnership with families and communities to strengthen children's social/emotional well-being and promote healthy development.
This document summarizes a presentation by Jason Miles-Campbell from Jisc Legal about legal issues related to mobile learning. It discusses copyright, data protection, e-safety, and e-security issues that institutions should consider when using mobile devices for learning. It emphasizes ensuring policies and procedures are updated for mobile, managing legal risks, involving learners, and monitoring impact. The presentation aims to help institutions avoid legal barriers to using technology for learning.
The document discusses creating a culture of happiness in the workplace. It describes how Zappos prioritized culture and customer service to become successful. It advocates adopting core values that align with creating meaning, purpose and happiness for both employees and customers. The author hopes to spread these ideas to inspire happiness in other companies through their books, speaking tours and online community.
Looking after the mental health of Agile TeamsSnook
The document discusses the high costs that mental health issues place on UK employers in terms of sickness absence, reduced productivity, and staff replacement costs. It also notes that 84% of employees have experienced poor mental health issues contributed to by work. The document advocates for establishing a culture of self-care and support for mental health in the workplace by planning projects carefully, managing workloads, and fostering open communication about mental health challenges. It emphasizes balancing engagement with detachment and considering both staff and user well-being.
Anne Dhir - Put on your own oxygen mask before helping othersSnook
Anne Dhir speaking on dealing with mental health within the workplace and how it is important to be in the correct mental health state before helping other people.
Trevor Lakey - Design on the Inside Focusing on Mental HealthSnook
This document discusses using design approaches and digital technologies to improve mental health. It provides examples of using social media, community media projects, and co-production with young people to empower communities and challenge stigma around mental health. Design approaches that shift power and involve marginalized voices in collaborative problem solving are highlighted. While technology alone cannot fix youth mental health, enabling young people as partners through digital literacy and citizenship can help them take an active role in their own wellbeing. Sustaining change over the long term requires changing systems, policies, and addressing injustices in addition to innovation.
Sarah Drummond's Keynote at Doers Conference - BudapestSnook
Sarah talked about the need to recognise that every design decision we make as individuals has an impact on the user experience. We have to learn how to consciously design together as a system to make services work universally for people where they are, for their needs.
This document discusses the history and evolution of design, from the industrial revolution to modern times. It covers key periods like the rise of mass production in the 18th century led by figures like Wedgwood, the spread of neoclassicism styles, and the development of "form follows function" philosophy in the late 19th/early 20th century. The document also discusses the growth of design as a professional discipline and efforts to apply design thinking principles to public services. It advocates for the development of design patterns to help apply evidence-based best practices to new projects.
DOTI North - Data and Design; Prof Matthew ChalmersSnook
Matthew is a professor in the School of Computing Science at the University of Glasgow. His work focuses on data visualisation and analytics, data ethics and ethical systems design, and mobile and ubiquitous computing.
Matthew worked in industrial research labs, including Xerox PARC in Palo Alto, California, before returning to Scotland in 2000. Since then he’s been an academic at University of Glasgow, leading projects exploring topics such as mobile computing for health and fitness, user experience design that bridges digital and analogue media, using commercial app stores for user trials, and large scale data analytics and visualisation. Today he’ll be talking about an approach to the design of complex systems that could perhaps be better known outside of the world of research: ’seamful design’, that started at PARC in the 1980s, and which he and his research group have advanced over the past years.
Peter is the Chief Information Officer for North Lanarkshire Council. He is responsible for delivering transformation through information, technology and business processes aligned with the strategic ambitions of the Council.
Recently, the Canadian government heard about the work that North Lanarkshire are doing on the master citizen record. They called the council and had a conversation. They liked what they heard so a few days later, they sent a representative from Canada to Motherwell to find out more. They were so impressed by what the council told them that they have said they would take the same approach. Peter is going to share with us what he told them.
Building a user research library for local governmentSnook
The document discusses the development of a User Research Library (URLibrary) to address the problem of research duplication across government agencies. It describes how the library originated at Hackney Council to share learnings from user research projects. The library allows research teams to avoid replicating work and build on past insights. The document outlines some of the challenges faced, such as getting timely research uploads and addressing privacy concerns. It presents a vision for the library to become an open-source platform connecting research communities across different public sectors and themes.
Put on your own oxygen mask before helping others Snook
The document discusses the high costs that mental health problems place on UK employers and employees. It notes that 84% of employees have experienced poor mental health influenced by their work. The presenter advocates establishing a culture where it's okay to ask for help and prioritizing self-care, managing projects carefully, and supporting both staff and participants to avoid designing future experiences at the cost of present ones. The "Jenga of mental health" framework outlines focusing on self-care, opening work cultures, designing projects mindfully, managing projects slowly, and supporting staff and participants.
The document discusses mental health issues in the UK workforce. It notes that mental health problems cost UK employers almost £35 billion per year, including costs from sickness absence, reduced productivity, and staff turnover. Additionally, 84% of UK employees report experiencing poor mental health that has been impacted by their work. The presenter advocates for improving mental wellbeing in the workplace through self-care, establishing a supportive work culture, designing projects carefully with health experts, managing projects in a balanced way, and supporting both staff and project participants.
The document discusses failing better and learning from failures. It notes that clients may not understand what they are commissioning. When projects fail, clients may say things like "We already knew this" or "This isn't going to help us." The document reflects on the author's past failures to deflect stress, maintain their leadership role, and treat themselves ethically. It advocates reframing failure as unclear criticism and making psychological safety a priority to learn from mistakes and build support through professional networks.
The document discusses reasons why services fail and the consequences of failures. It suggests that services fail when they do not meet customer expectations or are too complex. When services fail, it can cost organizations money and damage customer relationships. The document proposes several ways to address service failures such as establishing service recovery processes, analyzing usage data to identify problems, empowering users and staff to solve issues, and designing services with failure scenarios in mind. Overall, the key ideas are that service failures are costly so they must be anticipated and systems put in place to respond effectively.
Maa s scotland designing user-centred servicesSnook
The document discusses the importance of designing Mobility as a Service (MaaS) solutions in a user-centered way. It recommends following three steps: 1) Conduct research to understand user needs and contexts, 2) Co-design potential solutions with users and stakeholders, and 3) Test and prototype concepts with users to refine them before implementation. Done correctly with user input, this process can help ensure that the MaaS solutions developed will actually provide value and be services that people want to use.
The document discusses the importance of self-care when designing services and experiences for others. It outlines six areas of focus for self-care: 1) self-care practices for individuals, 2) creating a supportive studio culture, 3) thoughtful project design, 4) risk management in project management, 5) staff well-being, and 6) avoiding retraumatization of participants. The overall message is that designers must first take care of themselves in order to ethically and effectively help others through their work.
We begin by exploring what is meant by cognitive impairment, and some of the difficulties and challenges faced by people with varying levels of cognitive impairment, including specifics issues related to adaptation and abstraction. We consider how designers (who can also be viewed as ‘outsiders’) can act as enablers, supporting people with cognitive impairments to contribute their insights and ideas to design services that work for them. We emphasise the importance of mindset and methodological framework, and, in the spirit of sharing and collaborating, use examples from practice to illustrate the iterative development of a range of methods and tools to create a safe and supportive co-design environment.
The document outlines a framework for designing health services. It begins with pre-discovery to understand problems and create discovery briefs. Then moves to discovery research, building alpha concepts, beta testing, and live launch. It also outlines six key principles for service design: accessibility, agency, confidentiality, continuity, trust, and being welcoming. Finally, it proposes three areas for improvement: better service integration, prevention focus through partnerships, and co-designing with the community.
The document outlines design principles for digital cities, including delivering value to citizens, staff, and managers through customer satisfaction, staff retention and wellbeing, and financial sustainability. It also recommends pooling resources by opening research, data, and designs, building from the bottom up by starting small and building on existing assets, and designing with users by going out to users and supporting their participation. The principles are presented by Anne Dhir, Project Director of We Are Snook.
This document provides a history of design and its application to public services. It traces the evolution of design from individual crafts and manufacturing processes through industrialization and mass production. Key developments included separating design from production, standardizing parts, and prioritizing function over form. The document discusses how design has shifted to be more collaborative and focus on user needs. It argues that public services could benefit from applying design principles to become more efficient, accessible and focused on improving people's lives. The organization believes transforming public services requires building design capacity within government.
The document discusses the history and evolution of design for public services. It covers key developments like the industrialization of design in the late 19th/early 20th century with principles like "form follows function". It also discusses more modern developments like the Design Council, service design approaches, and case studies of applying design to public services. The overall topic is how design approaches and mindsets have been increasingly applied to improve public services.
Snook and PolicyLab SSDF Design for Public Sector ResearchSnook
This Service Design Fringe session with Snook was based on the question: How can we design tangible artefacts to find out more about what our users want and need?
This document discusses the history and evolution of design, from the industrial revolution to modern times. It covers key periods like the rise of mass production in the 18th century led by figures like Wedgwood, the spread of neoclassicism styles, and the development of "form follows function" philosophy in the late 19th/early 20th century. The document also discusses the growth of design as a professional discipline and efforts to apply design thinking principles to public services. It advocates for the development of design patterns to help apply evidence-based best practices to new projects.
DOTI North - Data and Design; Prof Matthew ChalmersSnook
Matthew is a professor in the School of Computing Science at the University of Glasgow. His work focuses on data visualisation and analytics, data ethics and ethical systems design, and mobile and ubiquitous computing.
Matthew worked in industrial research labs, including Xerox PARC in Palo Alto, California, before returning to Scotland in 2000. Since then he’s been an academic at University of Glasgow, leading projects exploring topics such as mobile computing for health and fitness, user experience design that bridges digital and analogue media, using commercial app stores for user trials, and large scale data analytics and visualisation. Today he’ll be talking about an approach to the design of complex systems that could perhaps be better known outside of the world of research: ’seamful design’, that started at PARC in the 1980s, and which he and his research group have advanced over the past years.
Peter is the Chief Information Officer for North Lanarkshire Council. He is responsible for delivering transformation through information, technology and business processes aligned with the strategic ambitions of the Council.
Recently, the Canadian government heard about the work that North Lanarkshire are doing on the master citizen record. They called the council and had a conversation. They liked what they heard so a few days later, they sent a representative from Canada to Motherwell to find out more. They were so impressed by what the council told them that they have said they would take the same approach. Peter is going to share with us what he told them.
Building a user research library for local governmentSnook
The document discusses the development of a User Research Library (URLibrary) to address the problem of research duplication across government agencies. It describes how the library originated at Hackney Council to share learnings from user research projects. The library allows research teams to avoid replicating work and build on past insights. The document outlines some of the challenges faced, such as getting timely research uploads and addressing privacy concerns. It presents a vision for the library to become an open-source platform connecting research communities across different public sectors and themes.
Put on your own oxygen mask before helping others Snook
The document discusses the high costs that mental health problems place on UK employers and employees. It notes that 84% of employees have experienced poor mental health influenced by their work. The presenter advocates establishing a culture where it's okay to ask for help and prioritizing self-care, managing projects carefully, and supporting both staff and participants to avoid designing future experiences at the cost of present ones. The "Jenga of mental health" framework outlines focusing on self-care, opening work cultures, designing projects mindfully, managing projects slowly, and supporting staff and participants.
The document discusses mental health issues in the UK workforce. It notes that mental health problems cost UK employers almost £35 billion per year, including costs from sickness absence, reduced productivity, and staff turnover. Additionally, 84% of UK employees report experiencing poor mental health that has been impacted by their work. The presenter advocates for improving mental wellbeing in the workplace through self-care, establishing a supportive work culture, designing projects carefully with health experts, managing projects in a balanced way, and supporting both staff and project participants.
The document discusses failing better and learning from failures. It notes that clients may not understand what they are commissioning. When projects fail, clients may say things like "We already knew this" or "This isn't going to help us." The document reflects on the author's past failures to deflect stress, maintain their leadership role, and treat themselves ethically. It advocates reframing failure as unclear criticism and making psychological safety a priority to learn from mistakes and build support through professional networks.
The document discusses reasons why services fail and the consequences of failures. It suggests that services fail when they do not meet customer expectations or are too complex. When services fail, it can cost organizations money and damage customer relationships. The document proposes several ways to address service failures such as establishing service recovery processes, analyzing usage data to identify problems, empowering users and staff to solve issues, and designing services with failure scenarios in mind. Overall, the key ideas are that service failures are costly so they must be anticipated and systems put in place to respond effectively.
Maa s scotland designing user-centred servicesSnook
The document discusses the importance of designing Mobility as a Service (MaaS) solutions in a user-centered way. It recommends following three steps: 1) Conduct research to understand user needs and contexts, 2) Co-design potential solutions with users and stakeholders, and 3) Test and prototype concepts with users to refine them before implementation. Done correctly with user input, this process can help ensure that the MaaS solutions developed will actually provide value and be services that people want to use.
The document discusses the importance of self-care when designing services and experiences for others. It outlines six areas of focus for self-care: 1) self-care practices for individuals, 2) creating a supportive studio culture, 3) thoughtful project design, 4) risk management in project management, 5) staff well-being, and 6) avoiding retraumatization of participants. The overall message is that designers must first take care of themselves in order to ethically and effectively help others through their work.
We begin by exploring what is meant by cognitive impairment, and some of the difficulties and challenges faced by people with varying levels of cognitive impairment, including specifics issues related to adaptation and abstraction. We consider how designers (who can also be viewed as ‘outsiders’) can act as enablers, supporting people with cognitive impairments to contribute their insights and ideas to design services that work for them. We emphasise the importance of mindset and methodological framework, and, in the spirit of sharing and collaborating, use examples from practice to illustrate the iterative development of a range of methods and tools to create a safe and supportive co-design environment.
The document outlines a framework for designing health services. It begins with pre-discovery to understand problems and create discovery briefs. Then moves to discovery research, building alpha concepts, beta testing, and live launch. It also outlines six key principles for service design: accessibility, agency, confidentiality, continuity, trust, and being welcoming. Finally, it proposes three areas for improvement: better service integration, prevention focus through partnerships, and co-designing with the community.
The document outlines design principles for digital cities, including delivering value to citizens, staff, and managers through customer satisfaction, staff retention and wellbeing, and financial sustainability. It also recommends pooling resources by opening research, data, and designs, building from the bottom up by starting small and building on existing assets, and designing with users by going out to users and supporting their participation. The principles are presented by Anne Dhir, Project Director of We Are Snook.
This document provides a history of design and its application to public services. It traces the evolution of design from individual crafts and manufacturing processes through industrialization and mass production. Key developments included separating design from production, standardizing parts, and prioritizing function over form. The document discusses how design has shifted to be more collaborative and focus on user needs. It argues that public services could benefit from applying design principles to become more efficient, accessible and focused on improving people's lives. The organization believes transforming public services requires building design capacity within government.
The document discusses the history and evolution of design for public services. It covers key developments like the industrialization of design in the late 19th/early 20th century with principles like "form follows function". It also discusses more modern developments like the Design Council, service design approaches, and case studies of applying design to public services. The overall topic is how design approaches and mindsets have been increasingly applied to improve public services.
Snook and PolicyLab SSDF Design for Public Sector ResearchSnook
This Service Design Fringe session with Snook was based on the question: How can we design tangible artefacts to find out more about what our users want and need?
Snook and PolicyLab SSDF Design for Public Sector Research
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