Communicates why a user-centred approach is needed for good service provision and explains the service design method to a non-design audience to include senior management, line management and staff. Was part of an assignment at Dublin City Council. Further information: Una.mcgrath@hotmail.com
Making service quality improvement workTaylrocentre
This article discusses factors that contribute to customer perceptions of quality in service industries. The author proposes 13 propositions to guide service quality improvement and new service development. Unlike manufacturing, services involve customers as co-producers. Key factors that influence perceived quality include trust, dependability, simplicity, recovery from problems, and employee actions. Measuring quality from the perspectives of customers, employees and owners allows setting realistic quality goals.
The document discusses the importance of teamwork in delivering excellent customer service. It emphasizes that customer needs are often handled by multiple team members working together. Effective teamwork requires clear roles and responsibilities, good communication, and a shared goal of service excellence. When teams work well together, it leads to increased job satisfaction, motivation and better service for both internal and external customers. The document provides examples of dos and don'ts for effective teamwork.
A design approach that fits on a slide.Caspar Siebel
This document outlines three toolkits for service design: Sense, Understand, and Act. The Sense toolkit uses empathy methods like observing and interviewing customers to understand their perspectives. The Understand toolkit structures customer insights into a journey map to analyze their experience. The Act toolkit develops visions of an ideal customer experience, then brainstorms ideas and tests prototypes to achieve those visions. It concludes by detailing the new service in a blueprint. Overall, the toolkits provide a process to understand customers, develop an improved vision for their experience, and build and test prototypes to realize that vision.
Azure Virtual Assistant Services is a virtual assistant business owned by Jacki Azure-Townsend, who has over 5 years of administrative experience. She offers services such as document production, event planning, database and customer relationship management support. Using technology, she can deliver these services remotely which is more environmentally friendly than a traditional administrative assistant. Her services are affordable and help small businesses delegate tasks and medium/large businesses supplement their staff. Clients have provided positive feedback about her organizational skills and attention to detail.
Solü Technology Partners provides high quality and cost-effective staffing and technology solutions to clients while helping employees achieve personal and professional goals. Over 17 years, Solü has evolved to design solutions centered around client and user needs using expertise in recruitment technologies and services like staffing, digital media, development, infrastructure, and data solutions. Solü ensures client expectations are understood and policies followed through relationship management and tailored recruiting.
The document discusses the need for a data warehouse to address issues with accessing and understanding data from various sources. A data warehouse centralizes data from different operational systems into a single store that is organized around business subjects. It provides consistent, integrated and accessible data to support business analysis and decision making through queries and reports. The data warehouse evolves from traditional batch reporting and uses separate databases optimized for decision support rather than transactions.
Service design is an interdisciplinary approach that combines tools from various disciplines to create well-designed experiences. It focuses on defining services through requirements analysis, understanding user needs, discovering opportunities through co-creation, designing service concepts, and implementing solutions through prototyping. The goal is to innovate or improve existing services to make them more useful, usable, and desirable for end users.
The document provides an analysis of the covers and contents pages of several magazines, including Classic FM, NME, MOJO, and Kerrang. For each magazine, key details are given about the target audience, visual design elements like colors and layout, and how these appeal to the intended readership. Across magazines, common design techniques are used consistently to establish and reinforce each publication's brand identity and house style.
Making service quality improvement workTaylrocentre
This article discusses factors that contribute to customer perceptions of quality in service industries. The author proposes 13 propositions to guide service quality improvement and new service development. Unlike manufacturing, services involve customers as co-producers. Key factors that influence perceived quality include trust, dependability, simplicity, recovery from problems, and employee actions. Measuring quality from the perspectives of customers, employees and owners allows setting realistic quality goals.
The document discusses the importance of teamwork in delivering excellent customer service. It emphasizes that customer needs are often handled by multiple team members working together. Effective teamwork requires clear roles and responsibilities, good communication, and a shared goal of service excellence. When teams work well together, it leads to increased job satisfaction, motivation and better service for both internal and external customers. The document provides examples of dos and don'ts for effective teamwork.
A design approach that fits on a slide.Caspar Siebel
This document outlines three toolkits for service design: Sense, Understand, and Act. The Sense toolkit uses empathy methods like observing and interviewing customers to understand their perspectives. The Understand toolkit structures customer insights into a journey map to analyze their experience. The Act toolkit develops visions of an ideal customer experience, then brainstorms ideas and tests prototypes to achieve those visions. It concludes by detailing the new service in a blueprint. Overall, the toolkits provide a process to understand customers, develop an improved vision for their experience, and build and test prototypes to realize that vision.
Azure Virtual Assistant Services is a virtual assistant business owned by Jacki Azure-Townsend, who has over 5 years of administrative experience. She offers services such as document production, event planning, database and customer relationship management support. Using technology, she can deliver these services remotely which is more environmentally friendly than a traditional administrative assistant. Her services are affordable and help small businesses delegate tasks and medium/large businesses supplement their staff. Clients have provided positive feedback about her organizational skills and attention to detail.
Solü Technology Partners provides high quality and cost-effective staffing and technology solutions to clients while helping employees achieve personal and professional goals. Over 17 years, Solü has evolved to design solutions centered around client and user needs using expertise in recruitment technologies and services like staffing, digital media, development, infrastructure, and data solutions. Solü ensures client expectations are understood and policies followed through relationship management and tailored recruiting.
The document discusses the need for a data warehouse to address issues with accessing and understanding data from various sources. A data warehouse centralizes data from different operational systems into a single store that is organized around business subjects. It provides consistent, integrated and accessible data to support business analysis and decision making through queries and reports. The data warehouse evolves from traditional batch reporting and uses separate databases optimized for decision support rather than transactions.
Service design is an interdisciplinary approach that combines tools from various disciplines to create well-designed experiences. It focuses on defining services through requirements analysis, understanding user needs, discovering opportunities through co-creation, designing service concepts, and implementing solutions through prototyping. The goal is to innovate or improve existing services to make them more useful, usable, and desirable for end users.
The document provides an analysis of the covers and contents pages of several magazines, including Classic FM, NME, MOJO, and Kerrang. For each magazine, key details are given about the target audience, visual design elements like colors and layout, and how these appeal to the intended readership. Across magazines, common design techniques are used consistently to establish and reinforce each publication's brand identity and house style.
This first Jordanian National Human Development Report focuses on the condition and role of young people in the country, arguing that the capacity of young Jordanians to contribute to national development and to compete in the global economy will determine whether Jordan remains a low middle income country or joins the ranks of the world's advanced economies. The Report looks at young people's lives and aspirations in the three key areas of education, employment and social integration, finding for example that 60% of all unemployed people are below that age of 25. The Report concludes that although Jordan has made significant advances in building people's capabilities, there is room for improvement in aspects of gender-equality, employment, income and quality and relevance of education, and ends with a substantial section on policy recommendations suggesting strategies for addressing this shortfall.
Say Consultancy alongside Profound Services have 8 places available on our new Social Media Apprenticeship course.
Please get in touch or share this, it is a great opportunity for any employers or students who want to grow and develop their business or careers
This document provides the specifications for concrete porous pipes used for under drainage. It outlines the materials, shapes and dimensions, manufacturing requirements, and testing procedures for such pipes. Key points include:
- Cement must conform to Indian Standards IS 269 or IS 455, or high alumina cement if required. Aggregates must pass a 20mm sieve and be retained on a 4.75mm sieve.
- Pipes can have uniform diameters and thicknesses with butt ends, or rebated/ogee ends for joints. Dimensions and tolerances are provided in tables.
- Manufacturing must result in accurate dimensions. Non-porous inverts may be included.
- Tests include a load
1) The document discusses 5 ways to trade currencies: sticking with trends, going for yield, anticipating news, following the flow, and fading sentiment.
2) It provides an example trading strategy called "extension fade" and discusses how it works and whether it can be applied to other currency pairs.
3) The document concludes by advertising a future presentation on strategies for anticipating and reacting to currency news.
The President’s Speech in Cairo: A New Beginning - HebrewObama White House
President Obama’s speech in Cairo on America’s relationship with Muslim communities around the world. June 4th, 2009. http://www.whitehouse.gov/blog/newbeginning/
The Busy Entrepreneur's Guide to Outsourcing with Drop Servicing (Capitalizin...StevenRechard
Discover the secrets of successful entrepreneurship with ‘The Busy Entrepreneur’s Guide to Outsourcing with Drop Servicing’. Learn how to capitalize on time-saving solutions and optimize your business efficiency. Explore the world of drop servicing and unlock your potential for success.
Service design is an approach that helps improve services by making them more useful, usable, and desirable for clients through understanding the actual experiences of both service users and providers. It takes a holistic and multidisciplinary perspective to identify opportunities to positively impact the entire service relationship. Service design focuses on understanding customer needs and defining the experience an organization wants to deliver in order to be capable of consistently providing that experience through operations and culture. Using service design approaches like stakeholder interviews and journey mapping can lead to greater customer loyalty, more efficient processes, and happier employees.
Selecting and Implementing an Effective Time and Expense Management SolutionIan Needs
A practical guide to the common benefits achieved through automating your timesheet and expense capture, how significant cost savings can be achieved and how your organization can potentially improve its bottom line.
The document outlines hardware selections for various departments including workstations, printers, servers, switches, and other items. Engineering will receive 16 workstations, printers, a plotter, switch and server. Maintenance will get 25 workstations, printers, a switch and access point. Accounting is allocated 20 workstations, printers, a server, switch and UPS. Information Technology receives workstations, 4 servers, storage array, printers and a wireless router.
Paddy Baxter presents on orienting teams and organizations around the service construct. He argues that services are the key concept of the digital age and that teams must think of themselves as services to better deliver value. Baxter outlines some key principles of services, such as viewing teams as services ("Team as a Service") and restructuring organizations to be more service-oriented and aligned around value delivery. While changing organizational structures is difficult, focusing on orienting teams as services can help drive change from the bottom-up through small experiments.
This document discusses managing customer satisfaction through efficient service operations at Maruti Suzuki authorized service centers. It outlines the importance of customer satisfaction to lifetime value, key factors that affect satisfaction like the service process, and challenges around meeting customer expectations. The document analyzes gaps in Maruti's service process and provides recommendations to improve current customer satisfaction management systems based on principles of service operations management.
This document is a white paper from BEA Systems that outlines a domain model for implementing a successful Service-Oriented Architecture (SOA). It identifies six key domains that must be addressed: business strategy and process, SOA program, architecture, building blocks, projects and applications, and costs and benefits. The domains are interrelated and all must be focused on to realize the benefits of SOA. An SOA program is needed to drive change across the enterprise and align IT and business strategies.
ICC Solutions provides service management software and expertise. They aim to help organizations progress from "good" to "better" to "extraordinary" service management. ICCM offers out-of-the-box processes to establish a good foundation, and allows customization to help clients continually improve ("great") and transform their organizations through enterprise-wide process deployment ("extraordinary"). ICCM works with clients across industries to help them achieve their service management goals.
Microsoft Dynamics CRM - Delivering Customer Service Via Contact Center and t...Microsoft Private Cloud
This document discusses how companies can improve customer service delivery across contact centers and websites. It finds that the best-performing companies ("Best-in-Class") achieve higher customer satisfaction and profit margins by empowering all employees with up-to-date customer information, integrating customer-facing departments, and educating customers about self-service options. To achieve these benefits, the document recommends companies standardize processes, train employees, and consider the revenue impact of superior customer management.
The document discusses optimizing IT operations organizations for cloud computing. It describes how traditional IT operations models need to change to become more service-driven to take advantage of cloud capabilities. Specifically, it recommends establishing two new organizational structures: 1) a Cloud Infrastructure Operations Center of Excellence to consolidate cloud infrastructure skills and 2) Cloud Tenant Operations roles to manage customer relationships, service governance, and service design/development for applications running in the cloud. The new model is meant to help IT organizations better control cloud resources, add more business value as strategic partners, and drive business growth through cloud-enabled innovation.
UX Enablement: Getting your team and your organization to practice user-cente...matthewjdoty
As a conscientious web professional, you KNOW that a user-centered approach is the best way to go, but you keep running into roadblocks. Whether it’s organizational resistance or a simple lack of knowing where to start, you, your team, and your organization need help.
Get Going with User Experience Enablement (UX-E)! UX-E is a flexible framework for providing UX-focused training, process improvement, and expert coaching. From practicing the basics of UX to having strategic conversations, UX-E is your soup-to-nuts solution for getting your team and your organization to practice user-centered design.
UX Enablement: Getting your team and your organization to practice user-cente...RBA
As a conscientious web professional, you KNOW that a user-centered approach is the best way to go, but you keep running into roadblocks. Whether it’s organizational resistance or a simple lack of knowing where to start, you, your team, and your organization need help.
Get Going with User Experience Enablement (UX-E)! UX-E is a flexible framework for providing UX-focused training, process improvement, and expert coaching. From practicing the basics of UX to having strategic conversations, UX-E is your soup-to-nuts solution for getting your team and your organization to practice user-centered design.
Web Analytics Wednesday April 2020 - Customer Journey MappingJason Packer
Stratos Innovation Group is a consulting firm that helps companies achieve customer centricity through customer journey mapping, service design, and behavioral analytics. They take a holistic approach to understanding customers by mapping their journeys, identifying archetypes based on values and behaviors, designing customer-centric service experiences, and analyzing behavioral data. An integrated approach using both service design qualitative research and behavioral analytics quantitative data provides benefits like designing ideal customer experiences and measuring their impact on business metrics like revenue and retention.
This document provides information about the "The Premier Service Parts Supply Chain And Reverse Logistics Conference" being held June 13-15, 2011 at the Omni Hotel in Los Angeles, CA. The conference will focus on helping attendees drive revenue and decrease costs in their global service logistics operations through workshops, keynote speakers, and networking opportunities. It outlines the conference agenda, speakers, and registration details.
1) Service Strategy outlines the purpose, principles, implementation, economics, ROI, portfolio management, demand management, and organization aspects of IT services.
2) It defines what services to offer, to whom, how to market them, value creation, business cases, resource allocation, and performance measurement.
3) Key roles include the Business Relationship Manager to understand customer needs, Product Manager to develop and manage services, and Sourcing Chief Officer to lead sourcing strategy.
This first Jordanian National Human Development Report focuses on the condition and role of young people in the country, arguing that the capacity of young Jordanians to contribute to national development and to compete in the global economy will determine whether Jordan remains a low middle income country or joins the ranks of the world's advanced economies. The Report looks at young people's lives and aspirations in the three key areas of education, employment and social integration, finding for example that 60% of all unemployed people are below that age of 25. The Report concludes that although Jordan has made significant advances in building people's capabilities, there is room for improvement in aspects of gender-equality, employment, income and quality and relevance of education, and ends with a substantial section on policy recommendations suggesting strategies for addressing this shortfall.
Say Consultancy alongside Profound Services have 8 places available on our new Social Media Apprenticeship course.
Please get in touch or share this, it is a great opportunity for any employers or students who want to grow and develop their business or careers
This document provides the specifications for concrete porous pipes used for under drainage. It outlines the materials, shapes and dimensions, manufacturing requirements, and testing procedures for such pipes. Key points include:
- Cement must conform to Indian Standards IS 269 or IS 455, or high alumina cement if required. Aggregates must pass a 20mm sieve and be retained on a 4.75mm sieve.
- Pipes can have uniform diameters and thicknesses with butt ends, or rebated/ogee ends for joints. Dimensions and tolerances are provided in tables.
- Manufacturing must result in accurate dimensions. Non-porous inverts may be included.
- Tests include a load
1) The document discusses 5 ways to trade currencies: sticking with trends, going for yield, anticipating news, following the flow, and fading sentiment.
2) It provides an example trading strategy called "extension fade" and discusses how it works and whether it can be applied to other currency pairs.
3) The document concludes by advertising a future presentation on strategies for anticipating and reacting to currency news.
The President’s Speech in Cairo: A New Beginning - HebrewObama White House
President Obama’s speech in Cairo on America’s relationship with Muslim communities around the world. June 4th, 2009. http://www.whitehouse.gov/blog/newbeginning/
The Busy Entrepreneur's Guide to Outsourcing with Drop Servicing (Capitalizin...StevenRechard
Discover the secrets of successful entrepreneurship with ‘The Busy Entrepreneur’s Guide to Outsourcing with Drop Servicing’. Learn how to capitalize on time-saving solutions and optimize your business efficiency. Explore the world of drop servicing and unlock your potential for success.
Service design is an approach that helps improve services by making them more useful, usable, and desirable for clients through understanding the actual experiences of both service users and providers. It takes a holistic and multidisciplinary perspective to identify opportunities to positively impact the entire service relationship. Service design focuses on understanding customer needs and defining the experience an organization wants to deliver in order to be capable of consistently providing that experience through operations and culture. Using service design approaches like stakeholder interviews and journey mapping can lead to greater customer loyalty, more efficient processes, and happier employees.
Selecting and Implementing an Effective Time and Expense Management SolutionIan Needs
A practical guide to the common benefits achieved through automating your timesheet and expense capture, how significant cost savings can be achieved and how your organization can potentially improve its bottom line.
The document outlines hardware selections for various departments including workstations, printers, servers, switches, and other items. Engineering will receive 16 workstations, printers, a plotter, switch and server. Maintenance will get 25 workstations, printers, a switch and access point. Accounting is allocated 20 workstations, printers, a server, switch and UPS. Information Technology receives workstations, 4 servers, storage array, printers and a wireless router.
Paddy Baxter presents on orienting teams and organizations around the service construct. He argues that services are the key concept of the digital age and that teams must think of themselves as services to better deliver value. Baxter outlines some key principles of services, such as viewing teams as services ("Team as a Service") and restructuring organizations to be more service-oriented and aligned around value delivery. While changing organizational structures is difficult, focusing on orienting teams as services can help drive change from the bottom-up through small experiments.
This document discusses managing customer satisfaction through efficient service operations at Maruti Suzuki authorized service centers. It outlines the importance of customer satisfaction to lifetime value, key factors that affect satisfaction like the service process, and challenges around meeting customer expectations. The document analyzes gaps in Maruti's service process and provides recommendations to improve current customer satisfaction management systems based on principles of service operations management.
This document is a white paper from BEA Systems that outlines a domain model for implementing a successful Service-Oriented Architecture (SOA). It identifies six key domains that must be addressed: business strategy and process, SOA program, architecture, building blocks, projects and applications, and costs and benefits. The domains are interrelated and all must be focused on to realize the benefits of SOA. An SOA program is needed to drive change across the enterprise and align IT and business strategies.
ICC Solutions provides service management software and expertise. They aim to help organizations progress from "good" to "better" to "extraordinary" service management. ICCM offers out-of-the-box processes to establish a good foundation, and allows customization to help clients continually improve ("great") and transform their organizations through enterprise-wide process deployment ("extraordinary"). ICCM works with clients across industries to help them achieve their service management goals.
Microsoft Dynamics CRM - Delivering Customer Service Via Contact Center and t...Microsoft Private Cloud
This document discusses how companies can improve customer service delivery across contact centers and websites. It finds that the best-performing companies ("Best-in-Class") achieve higher customer satisfaction and profit margins by empowering all employees with up-to-date customer information, integrating customer-facing departments, and educating customers about self-service options. To achieve these benefits, the document recommends companies standardize processes, train employees, and consider the revenue impact of superior customer management.
The document discusses optimizing IT operations organizations for cloud computing. It describes how traditional IT operations models need to change to become more service-driven to take advantage of cloud capabilities. Specifically, it recommends establishing two new organizational structures: 1) a Cloud Infrastructure Operations Center of Excellence to consolidate cloud infrastructure skills and 2) Cloud Tenant Operations roles to manage customer relationships, service governance, and service design/development for applications running in the cloud. The new model is meant to help IT organizations better control cloud resources, add more business value as strategic partners, and drive business growth through cloud-enabled innovation.
UX Enablement: Getting your team and your organization to practice user-cente...matthewjdoty
As a conscientious web professional, you KNOW that a user-centered approach is the best way to go, but you keep running into roadblocks. Whether it’s organizational resistance or a simple lack of knowing where to start, you, your team, and your organization need help.
Get Going with User Experience Enablement (UX-E)! UX-E is a flexible framework for providing UX-focused training, process improvement, and expert coaching. From practicing the basics of UX to having strategic conversations, UX-E is your soup-to-nuts solution for getting your team and your organization to practice user-centered design.
UX Enablement: Getting your team and your organization to practice user-cente...RBA
As a conscientious web professional, you KNOW that a user-centered approach is the best way to go, but you keep running into roadblocks. Whether it’s organizational resistance or a simple lack of knowing where to start, you, your team, and your organization need help.
Get Going with User Experience Enablement (UX-E)! UX-E is a flexible framework for providing UX-focused training, process improvement, and expert coaching. From practicing the basics of UX to having strategic conversations, UX-E is your soup-to-nuts solution for getting your team and your organization to practice user-centered design.
Web Analytics Wednesday April 2020 - Customer Journey MappingJason Packer
Stratos Innovation Group is a consulting firm that helps companies achieve customer centricity through customer journey mapping, service design, and behavioral analytics. They take a holistic approach to understanding customers by mapping their journeys, identifying archetypes based on values and behaviors, designing customer-centric service experiences, and analyzing behavioral data. An integrated approach using both service design qualitative research and behavioral analytics quantitative data provides benefits like designing ideal customer experiences and measuring their impact on business metrics like revenue and retention.
This document provides information about the "The Premier Service Parts Supply Chain And Reverse Logistics Conference" being held June 13-15, 2011 at the Omni Hotel in Los Angeles, CA. The conference will focus on helping attendees drive revenue and decrease costs in their global service logistics operations through workshops, keynote speakers, and networking opportunities. It outlines the conference agenda, speakers, and registration details.
1) Service Strategy outlines the purpose, principles, implementation, economics, ROI, portfolio management, demand management, and organization aspects of IT services.
2) It defines what services to offer, to whom, how to market them, value creation, business cases, resource allocation, and performance measurement.
3) Key roles include the Business Relationship Manager to understand customer needs, Product Manager to develop and manage services, and Sourcing Chief Officer to lead sourcing strategy.
The how, why and what of ITIL® certificationsLora Beros
The ITIL® path is long and challenging, but you have to start somewhere. In this on-demand presentation, TrainSignal instructor Lowell Amos discusses the benefits of obtaining an ITIL® certification. Where do you start? Why should you bother? How can this certification transform your career? Let Lowell guide you through the first ladder of the ITIL® climb to success.
Backlash provides customer feedback management services to help businesses understand customer perceptions and avoid negative reactions to their policies through tools like customized feedback systems, outsourced feedback collection and analysis, mystery shopper programs, and general market research. It was started as a sister company to Mangal Advisory Services to fill a gap in available end-to-end solutions for collecting and analyzing customer data to improve business decisions. The company is run by Managing Partner Rohit Pinto and Partner Ashutosh Kharangate who bring experience in strategic planning and financial modeling respectively.
Help non-profits determine how to use technology to support their mission and develop a practical plan to implement solutions.
PC/Network Support 45% o $25,000 - $100,000
The document discusses the services of an operations management consultant called "The Ops Man" who can assist organizations with processes like cost reduction, process development, and interim management to improve the bottom line with minimal cost and risk. Popular quick wins mentioned include stock and process improvements, synergy analysis, and leadership and personnel reviews. The consultant's process involves an on-site assessment to identify value that could be delivered through an appropriate solution.
Similar to Rethinking Services - a User-centred Approach (20)
The Evolution and Impact of Tom Cruise Long Hairgreendigital
Tom Cruise is one of Hollywood's most iconic figures, known for his versatility, charisma, and dedication to his craft. Over the decades, his appearance has been almost as dynamic as his filmography, with one aspect often drawing significant attention: his hair. In particular, Tom Cruise long hair has become a defining feature in various phases of his career. symbolizing different roles and adding layers to his on-screen characters. This article delves into the evolution of Tom Cruise long hair, its impact on his roles. and its influence on popular culture.
Follow us on: Pinterest
Introduction
Tom Cruise long hair has often been more than a style choice. it has been a significant element of his persona both on and off the screen. From the tousled locks of the rebellious Maverick in "Top Gun" to the sleek, sophisticated mane in "Mission: Impossible II." Cruise's hair has played a pivotal role in shaping his image and the characters he portrays. This article explores the various stages of Tom Cruise long hair. Examining how this iconic look has evolved and influenced his career and broader fashion trends.
Early Days: The Emergence of a Style Icon
The 1980s: The Birth of a Star
In the early stages of his career during the 1980s, Tom Cruise sported a range of hairstyles. but in "Top Gun" (1986), his hair began to gain significant attention. Though not long by later standards, his hair in this film was longer than the military crew cuts associated with fighter pilots. adding a rebellious edge to his character, Pete "Maverick" Mitchell.
Risky Business: The Transition Begins
In "Risky Business" (1983). Tom Cruise's hair was short but longer than the clean-cut styles dominant at the time. This look complemented his role as a high school student stepping into adulthood. embodying a sense of youthful freedom and experimentation. It was a precursor to the more dramatic hair transformations in his career.
The 1990s: Experimentation and Iconic Roles
Far and Away: Embracing Length
One of the first films in which Tom Cruise embraced long hair was "Far and Away" (1992). Playing the role of Joseph. an Irish immigrant in 1890s America, Cruise's long, hair added authenticity to his character's rugged and determined persona. This look was a stark departure from his earlier. more polished styles and marked the beginning of a more adventurous phase in his hairstyle choices.
Interview with the Vampire: Gothic Elegance
In "Interview with the Vampire" (1994). Tom Cruise long hair reached new lengths of sophistication and elegance. Portraying the vampire Lestat. Cruise's flowing blonde locks were integral to the character's ethereal and timeless allure. This hairstyle not only suited the gothic aesthetic of the film but also showcased Cruise's ability to transform his appearance for a role.
Mission: Impossible II: The Pinnacle of Long Hair
One of the most memorable instances of Tom Cruise long hair came in "Mission: Impossible II" (2000). His character, Ethan
HD Video Player All Format - 4k & live streamHD Video Player
Discover the best video playback experience with HD Video Player. Our powerful, user-friendly app supports all popular video formats and codecs, ensuring seamless playback of your favorite videos in stunning HD and 4K quality. Whether you're watching movies, TV shows, or personal videos, HD Video Player provides the ultimate viewing experience on your device. 🚀
The cats, Sunny and Rishi, are brothers who live with their sister, Jessica, and their grandmother, Susie. They work as cleaners but wish to seek other kinds of employment that are better than their current jobs. New career adventures await Sunny and Rishi!
Sara Saffari: Turning Underweight into Fitness Success at 23get joys
Uncover the remarkable journey of Sara Saffari, whose transformation from underweight struggles to being recognized as a fitness icon at 23 underscores the importance of perseverance, discipline, and embracing a healthy lifestyle.
The Future of Independent Filmmaking Trends and Job OpportunitiesLetsFAME
The landscape of independent filmmaking is evolving at an unprecedented pace. Technological advancements, changing consumer preferences, and new distribution models are reshaping the industry, creating new opportunities and challenges for filmmakers and film industry jobs. This article explores the future of independent filmmaking, highlighting key trends and emerging job opportunities.
Leonardo DiCaprio Super Bowl: Hollywood Meets America’s Favorite Gamegreendigital
Introduction
Leonardo DiCaprio is synonymous with Hollywood stardom and acclaimed performances. has a unique connection with one of America's most beloved sports events—the Super Bowl. The "Leonardo DiCaprio Super Bowl" phenomenon combines the worlds of cinema and sports. drawing attention from fans of both domains. This article delves into the multifaceted relationship between DiCaprio and the Super Bowl. exploring his appearances at the event, His involvement in Super Bowl advertisements. and his cultural impact that bridges the gap between these two massive entertainment industries.
Follow us on: Pinterest
Leonardo DiCaprio: The Hollywood Icon
Early Life and Career Beginnings
Leonardo Wilhelm DiCaprio was born in Los Angeles, California, on November 11, 1974. His journey to stardom began at a young age with roles in television commercials and educational programs. DiCaprio's breakthrough came with his portrayal of Luke Brower in the sitcom "Growing Pains" and later as Tobias Wolff in "This Boy's Life" (1993). where he starred alongside Robert De Niro.
Rise to Stardom
DiCaprio's career skyrocketed with his performance in "What's Eating Gilbert Grape" (1993). earning him his first Academy Award nomination. He continued to gain acclaim with roles in "Romeo + Juliet" (1996) and "Titanic" (1997). the latter of which cemented his status as a global superstar. Over the years, DiCaprio has showcased his versatility in films like "The Aviator" (2004). "Start" (2010), and "The Revenant" (2015), for which he finally won an Academy Award for Best Actor.
Environmental Activism
Beyond his film career, DiCaprio is also renowned for his environmental activism. He established the Leonardo DiCaprio Foundation in 1998, focusing on global conservation efforts. His commitment to ecological issues often intersects with his public appearances. including those related to the Super Bowl.
The Super Bowl: An American Institution
History and Significance
The Super Bowl is the National Football League (NFL) championship game. is one of the most-watched sporting events in the world. First played in 1967, the Super Bowl has evolved into a cultural phenomenon. featuring high-profile halftime shows, memorable advertisements, and significant media coverage. The event attracts a diverse audience, from avid sports fans to casual viewers. making it a prime platform for celebrities to appear.
Entertainment and Advertisements
The Super Bowl is not only about football but also about entertainment. The halftime show features performances by some of the biggest names in the music industry. while the commercials are often as anticipated as the game itself. Companies invest millions in Super Bowl ads. creating iconic and sometimes controversial commercials that capture public attention.
Leonardo DiCaprio's Super Bowl Appearances
A Celebrity Among the Fans
Leonardo DiCaprio's presence at the Super Bowl has noted several times. As a high-profile celebrity. DiCaprio attracts
From Teacher to OnlyFans: Brianna Coppage's Story at 28get joys
At 28, Brianna Coppage left her teaching career to become an OnlyFans content creator. This bold move into digital entrepreneurship allowed her to harness her creativity and build a new identity. Brianna's experience highlights the intersection of technology and personal branding in today's economy.
Morgan Freeman is Jimi Hendrix: Unveiling the Intriguing Hypothesisgreendigital
In celebrity mysteries and urban legends. Few narratives capture the imagination as the hypothesis that Morgan Freeman is Jimi Hendrix. This fascinating theory posits that the iconic actor and the legendary guitarist are, in fact, the same person. While this might seem like a far-fetched notion at first glance. a deeper exploration reveals a rich tapestry of coincidences, speculative connections. and a surprising alignment of life events fueling this captivating hypothesis.
Follow us on: Pinterest
Introduction to the Hypothesis: Morgan Freeman is Jimi Hendrix
The idea that Morgan Freeman is Jimi Hendrix stems from a mix of historical anomalies, physical resemblances. and a penchant for myth-making that surrounds celebrities. While Jimi Hendrix's official death in 1970 is well-documented. some theorists suggest that Hendrix did not die but instead reinvented himself as Morgan Freeman. a man who would become one of Hollywood's most revered actors. This article aims to delve into the various aspects of this hypothesis. examining its origins, the supporting arguments. and the cultural impact of such a theory.
The Genesis of the Theory
Early Life Parallels
The hypothesis that Morgan Freeman is Jimi Hendrix begins by comparing their early lives. Jimi Hendrix, born Johnny Allen Hendrix in Seattle, Washington, on November 27, 1942. and Morgan Freeman, born on June 1, 1937, in Memphis, Tennessee, have lived very different lives. But, proponents of the theory suggest that the five-year age difference is negligible and point to Freeman's late start in his acting career as evidence of a life lived before under a different identity.
The Disappearance and Reappearance
Jimi Hendrix's death in 1970 at the age of 27 is a well-documented event. But, theorists argue that Hendrix's death staged. and he reemerged as Morgan Freeman. They highlight Freeman's rise to prominence in the early 1970s. coinciding with Hendrix's supposed death. Freeman's first significant acting role came in 1971 on the children's television show "The Electric Company," a mere year after Hendrix's passing.
Physical Resemblances
Facial Structure and Features
One of the most compelling arguments for the hypothesis that Morgan Freeman is Jimi Hendrix lies in the physical resemblance between the two men. Analyzing photographs, proponents point out similarities in facial structure. particularly the cheekbones and jawline. Both men have a distinctive gap between their front teeth. which is rare and often highlighted as a critical point of similarity.
Voice and Mannerisms
Supporters of the theory also draw attention to the similarities in their voices. Jimi Hendrix known for his smooth, distinctive speaking voice. which, according to some, resembles Morgan Freeman's iconic, deep, and soothing voice. Additionally, both men share certain mannerisms. such as their calm demeanor and eloquent speech patterns.
Artistic Parallels
Musical and Acting Talents
Jimi Hendrix was regarded as one of t
Tom Cruise Daughter: An Insight into the Life of Suri Cruisegreendigital
Tom Cruise is a name that resonates with global audiences for his iconic roles in blockbuster films and his dynamic presence in Hollywood. But, beyond his illustrious career, Tom Cruise's personal life. especially his relationship with his daughter has been a subject of public fascination and media scrutiny. This article delves deep into the life of Tom Cruise daughter, Suri Cruise. Exploring her upbringing, the influence of her parents, and her current life.
Follow us on: Pinterest
Introduction: The Fame Surrounding Tom Cruise Daughter
Suri Cruise, the daughter of Tom Cruise and Katie Holmes, has been in the public eye since her birth on April 18, 2006. Thanks to the media's relentless coverage, the world watched her grow up. As the daughter of one of Hollywood's most renowned actors. Suri has had a unique upbringing marked by privilege and scrutiny. This article aims to provide a comprehensive overview of Suri Cruise's life. Her relationship with her parents, and her journey so far.
Early Life of Tom Cruise Daughter
Birth and Immediate Fame
Suri Cruise was born in Santa Monica, California. and from the moment she came into the world, she was thrust into the limelight. Her parents, Tom Cruise and Katie Holmes. Were one of Hollywood's most talked-about couples at the time. The birth of their daughter was a anticipated event. and Suri's first public appearance in Vanity Fair magazine set the tone for her life in the public eye.
The Impact of Celebrity Parents
Having celebrity parents like Tom Cruise and Katie Holmes comes with its own set of challenges and privileges. Suri Cruise's early life marked by a whirlwind of media attention. paparazzi, and public interest. Despite the constant spotlight. Her parents tried to provide her with an upbringing that was as normal as possible.
The Influence of Tom Cruise and Katie Holmes
Tom Cruise's Parenting Style
Tom Cruise known for his dedication and passion in both his professional and personal life. As a father, Cruise has described as loving and protective. His involvement in the Church of Scientology, but, has been a point of contention and has influenced his relationship with Suri. Cruise's commitment to Scientology has reported to be a significant factor in his and Holmes' divorce and his limited public interactions with Suri.
Katie Holmes' Role in Suri's Life
Katie Holmes has been Suri's primary caregiver since her separation from Tom Cruise in 2012. Holmes has provided a stable and grounded environment for her daughter. She moved to New York City with Suri to start a new chapter in their lives away from the intense scrutiny of Hollywood.
Suri Cruise: Growing Up in the Spotlight
Media Attention and Public Interest
From stylish outfits to everyday activities. Suri Cruise has been a favorite subject for tabloids and entertainment news. The constant media attention has shaped her childhood. Despite this, Suri has managed to maintain a level of normalcy, thanks to her mother's efforts.
Brian Peck Leonardo DiCaprio: A Unique Intersection of Lives and Legaciesgreendigital
Introduction
The world of Hollywood is vast and interconnected. filled with countless stories of collaboration, friendship, and influence. Among these tales are the notable narratives of Brian Peck and Leonardo DiCaprio. The keyword "Brian Peck Leonardo DiCaprio" might not immediately ring a bell for everyone. but the connection between these two figures in the entertainment industry is intriguing and significant. This article delves deep into their lives, careers, and the moments where their paths intersect. providing a comprehensive look at how their stories intertwine.
Follow us on: Pinterest
Early Life and Career Beginnings
Brian Peck: The Early Years
Brian Peck was born in New York City on July 29, 1960. From a young age, Peck exhibited a passion for the performing arts. He attended the Professional Children's School. which has a history of nurturing young talent in the arts. Peck's early career marked by a series of roles in television and film that showcased his versatility as an actor.
Peck's breakthrough came with his role in the cult classic "The Return of the Living Dead" (1985). His performance as Scuz, one of the punk rockers who releases a toxic gas that reanimates the dead. earned him a place in the annals of horror cinema. This role opened doors for Peck. allowing him to explore various facets of the entertainment industry. including writing and directing.
Leonardo DiCaprio: From Child Star to Hollywood Icon
Leonardo DiCaprio was born in Los Angeles, California, on November 11, 1974. His career began at a young age with appearances in television commercials and educational films. DiCaprio's big break came when he joined the cast of the popular sitcom "Growing Pains" (1985-1992). where he played the character Luke Brower.
DiCaprio's transition from television to film was seamless. He gained recognition for his role in "This Boy's Life" (1993) alongside Robert De Niro. This performance began a series of acclaimed roles. establishing DiCaprio as one of the most talented actors of his generation. His portrayal of Jack Dawson in James Cameron's "Titanic" (1997) catapulted him to global stardom. solidifying his status as a Hollywood icon.
Brian Peck Leonardo DiCaprio: Their Paths Cross
Collaborations and Connections
The keyword "Brian Peck Leonardo DiCaprio" signifies more than two names; it represents a fascinating connection in Hollywood. While their careers took different trajectories, their paths crossed in the 1990s. Brian Peck worked with DiCaprio on the set of the 1990s sitcom "Growing Pains." where DiCaprio had a recurring role. Peck appeared in a few episodes. contributing to the comedic and dynamic environment of the show.
Their professional relationship extended beyond "Growing Pains." Peck directed DiCaprio in several educational videos for the "Disneyland Fun" series. where DiCaprio's youthful charm and energy were evident. These early collaborations offered DiCaprio valuable experience in front of the camera. he
Taylor Swift: Conquering Fame, Feuds, and Unmatched Success | CIO Women MagazineCIOWomenMagazine
From country star to global phenomenon, delve into Taylor Swift's incredible journey. Explore chart-topping hits, feuds, & her rise to billionaire status!
2. About This Booklet
This booklet questions our approach to services
and advocates a user-centred approach. It has
4 sections:
? Why rethink Services?
SD About Service Design
The Service Design Toolbox
References and Appendix
This booklet was produced by Una McGra th while on assignment a t The
Studio in Dublin Ci ty Council .
Conta ct una .mcgra th@hotmail.com or s tudio@dublinci ty.ie
01 02
3. Contents Contents
? Why Re-think Services? The Service Design Toolbox
Why we Need Good Services……………………………………………………………..08 • Brainstorming………………………………………………………………56
The Problem with Services – Organisation-centric vs. User centric…...10 • Business Model Canvas………………………………………………..58
• Context Interviews………………………………………………………60
The Problem with Services – Staff Morale………………………………………...12
• Customer Journey Map………………………………………………..62
What Happens when Customers get Angry……………………………………....14 • Desktop Walk-through…………………………………………………63
The Limits of Operational Efficiency…………………………………………………..16 • Expectation Maps………………………………………………………..64
Who Designs the Service?.....................................................................18 • Five Whys…………………………………………………………………….65
• In the User’s Shoes………………………………………………………66
Bad User Experiences– Examples……………………………………………………...20
• Observation of Users……………………………………………………67
The Customer Says…………………………………………………………………………….26 • Role Play………………………………………………………………………68
Dublin City Council Services……………………………………………………………...28 • Scenario Building…………………………………………………………69
The Voice of the Customer in Dublin City Council……………………………..30 • Service Blueprint………………………………………………………….70
• Six Thinking Hats………………………………………………………….71
Questions to Ask……………………………………………………………………………… 32
• Storyboards…………………………………………………………………72
SD About Service Design
Introducing Service Design……………………………………………………………….36
Service Design – an analogy……………………………………………………………..38
Service Design – key principles………………………………………………………...40 References and Appendix
The Service Design process……………………………………………………………….42 References…………………………………………………………………………….74
1. Set up Project……………………………………………………………………………….44 An Inventory of Dublin City Council Services………………………….76
2. Understand…………………………………………………………………………………..46
3. Develop Ideas and Solutions………………………………………………………...48
4. Test……………………………………………………………………………………………...50
5. Specify/ Implement/ Review………………………………………………………...52
03 04
5. Why We Need Good Services
Good, customer-oriented services must be a priority for any
organisation with a services remit. Why?
Because services are a key means to connect with and build
trust and satisfaction among customers, citizens and
stakeholders - or lose it.
Because the service interface is the key space in which
impressions are made in the eyes of service users.
Because the service experience will let the user know
.
uild trust whether or not they have been well-considered.
Serv ices b st.
e ak tru
Or b r
Because years of investment in delivering good cost-
ld …
rs t o b ui efficient services can be undone by a bad service
e s yea ea k experience.
It tak ds to b r
and secon
07 08
6. The Problem With Services
Organisation-centric vs. user-centric
Successful service delivery results from balancing user
satisfaction of expectations, staff happiness and operational
efficiency.
Most service organisation start out with the best of
intentions. However service organisations, and especially
government, have traditionally arranged its service delivery
around its own organisational structure rather than around
the needs of the service- user.
This can often mean that the service user (who could be
you) can find themselves experiencing a disjointed service
hey and having to jump through complicated hoops, in order to
es bu t t meet an apparently straightforward request.
ign servic
tion s des Users
do This is typically because several pieces of the service have
Orga
nisa em.
u se th been developed separately by different departments or,
d o n ’t worse, by different agencies.
09 10
7. The Problem With Services
Staff Morale
A poor service experience is bad news not just for the user but also
for the service provider and for the staff providing the service. This is
especially evident at the front-line where the brunt of dissatisfaction
unfolds and customer trust begins to unravel.
This sets up a negative interaction between service users and staff. If
the problem is at the front-line, or the job the user needs done,
cannot be resolved easily due to poorly integrated service elements,
or unanticipated needs, staff frustrations builds. Staff morale then
begins to unravel.
Poor staff morale begins to impact the quality of service delivery.
Thus the organisation is then being impacted negatively by both user
and staff frustrations. No amount of operational efficiency in
e
by servic individual service elements will ever fix this.
imp acted ale. T
he
also or Making the leap to see the service through the customer’s eyes is a
taf f are aff ects m ms difficult one. Staff have a job to do within the organisation, and their
Service s o ns. This op roble concern is usually with delivering their part of the service, within
fru strati nh a s tw their zones of practice. But without the user view, the service ends
-user atio n the up being inefficient because it ends up by not providing what is
or ganis required or valued by users, or, by providing the wrong things.
A strategy addressing end-to-end service delivery from the
perspective of the customer, as well as the provider itself, is a means
of reversing this state of affairs.
11 12
8. What Happens When Customers
Get Angry?
‘The top five emotions when measuring customer
satisfaction are: anger, happiness, frustration, annoyance
and disappointment. We’re dealing with powerful stuff
here!
le.
10 peop The service you get or the service you don’t get creates an
ll tell 8- experience. This experience determines if you engage with
om er wi l 10
-20 a brand or not.
ust tel
A ha ppy c er will Will you recommend this to your friends? …Do you have
cu stom sympathy and respect for the people who work at this
hap py l as
place?’
A n un yw ill tel e
happ r terribl
(http://www.hatchandbloom.com/)
le.
p eo p un
s very out thei
oi
m er wh ople ab
A custo 40 pe
as yota
m any ce. er To
en ag
e xperi on s Man
Op erati
W ong,
- Len
13 14
9. The Limits of
Service users
here
Operational Efficiency
Service
Delivery An efficiency process that looks primarily at things like
Channels Over-focus
here Vs. digitisation, process re-engineering, back-office
rationalisation and restructuring, at the expense of
understanding user needs, risks neglecting the relationships
with users that are so important in building trust and
Business
models & satisfaction. Operational efficiency is a goal, but it is not the
People
processes whole picture. An ‘operationally efficient’ service is
ORGANISATIONAL inefficient if it does not, in the end, service the actual needs
CAPABILITY Governance
and priorities of users at the point of delivery.
relationships &
Measurement
If user needs are not understood and pulled together by the
organisation, how can it ever provide an integrated service
Technology
Functions or services? The context of services, the services themselves
Budget
& Structure and the needs of users are in a constant state of continuous
change. Services need to be able to adapt to this change and
remain in continuous dialogue with users to understand
changing needs, to communicate service changes and to
can maintain positive engagement.
ne area ll
atio n in o n overa If you review business processes only, you can make some
Op timis timisatio improvement in your services. However, in the other
in sub-op direction, the effect is even stronger: if you carefully
result examine the services you deliver first, you will automatically
align your processes better to the services.
15 16
10. Who Designs The Service?
The biggest mistake that large organisations make is to
assume that they know what their service users and
customers want.
Instead, involving service users and stakeholder at the
design or review stage, irons out problems upfront. It
ensures that both provider- and user-needs and constraints
in the equation are understood by both parties. This sets up
a stronger provider-client relationship.
ge
h at lar w
ist ake t the y kn o
iggest m as sume ers
Th e b ake is to
d cu stom
sati on s m sers an
o rgani service u
hat their want
.
w
17 18
11. Bad User Experiences
Example 1
Joe uses The Bank’s services via an ATM machine to get money. He also
uses The Bank to lodge his cheques by filling out an express lodgement
form in-branch. The Bank recently ‘optimised’ their processes by
digitising the express lodgement service. Joe can now lodge his cheques
in a dedicated ATM-like machine.
However, here is the service experience from a user-perspective:
Sequence 1 ATM withdrawal Sequence 2 ATM cheque lodgement
r
le use
Joe puts in his card Joe puts in his card
Card in Card in
p
A sim
He enters his pin He enters his pin
ugh Pin He confirms the amount Pin The machine scans his cheque and Joe
wal k-thro The machine returns his card confirms amount
re Confirm Confirm
t befo
The machine gives his money The machine prints his receipt
n
upfro
Return card The machine prints a receipt Receipt Joe walks away
n
me ntatio Receipt
Joe walks away
Return Card
The machine returns his card
imple le
simp
spots act
th a t imp √ Success!
x Failure!
e rrors r
Joe leaves without his card!
beh aviou
In the new service Joe walks away without his card because he has
become familiar with using a service that returns his card before
completing his intended job. The new service returns his card after his
intended job. So The Bank now has to process the returns of hundreds
of cards left by customers in machines on a daily basis!
19 20
12. Bad User Experiences
Example 2
Mary works in a local authority. She processes rent rebates
for users. An internal ‘optimisation’ has directed that
cheques are now only issued on Wednesdays.
Mary now has to deal with significant client dissatisfaction.
She and her colleagues have to handle many significant call
volumes per day from irate customers who are impacted by
the loss of flexibility in the service. She and her staff find it
difficult to get any other work done.
Mary is extremely frustrated. She now actively resents users
to sub - and the calls, and feels switched off. This will eventually lead
can lead to demoralisation as she cannot control the quality of her
sa tion’ work.
l ‘o ptimi overa
ll.
na ion
Inter misat
o p ti
She feels that nobody asked for her input when considering
this change. If Mary finds another job she will take it.
Internal ‘optimisation’ can lead to sub-optimisation overall.
21 22
13. Bad User Experiences
Example 3
John runs a small business with just 1 employee and has to
do a tax return. He gets the form from Revenue. It has over
400 questions. Unlike a larger company, he cannot afford to
pay an accountant so he must complete the form himself.
He doesn’t understand many of the questions or if they
apply to him. He spends 5 days trying to understand what
Revenue needs while trying to keep his business afloat. He
cannot get the information he needs on their website and
has to call Revenue several times.
ut
witho
He cannot understand why Revenue did not consider the
ces
servi rs needs of a small business owner when designing this
de sign ct on use service.
rs often ve impa
Pro vi d e eir n egati Providers often design services without foreseeing their
eei ng th negative impact on users.
fores
23 24
14. The Customers Says...
Don’t publish promises you Help me solve my problems by providing me with
cannot keep information, advice, support and access to the
services I need
Don’t put me in a position where I have Please listen to what we and others tell
to defend my basic rights in a situation you about your service and build on this
where I am vulnerable to provide improvements
Tell me what to expect,
Don’t view me as don’t give me false ideas
the problem.
Don’t change the rules Treat me as an
without telling me individual, not a number
25 26
15. Dublin City Council Services
Dublin City Council is a service delivery organisation
providing up to 550 services to a variety of users – internal
customers, citizens, business and other agencies. A full
inventory of services is provided in Appendix 1.
The council has delivered great impacts in communities over
the years. Visible evidence can be seen in our communities
through local leisure centres, playgrounds, parks, libraries,
improved traffic management and innovative initiatives like
Dublin Bikes etc.
he However public services are currently confronted with a
at t ed
o; e number of complex social challenges, while at the same
om
er
g w se rvic time, they must deal with a squeeze on government
cust rythin ti ve resources. Workforce Planning and Croke Park have created
g the f eve nova uncertainty and staff have had to deliver with less resource.
cin eo d in els” Councils have also lost key services and could lose more, or
“Pla cor ew
an
ann Agend
a gain new ones.
n h
ising ivery c form These factors risk to undo the trust and satisfaction built up
a xim del tor Re over years with users, citizens, businesses and other
M ec stakeholders. However trust is also the one thing that
l ic S
Pub
remains in council control. Services and the service-interface
- are the means by which customer trust and satisfaction can
be built. This can be done by engaging and co-involving
users.
27 28
16. g, The Voice of the User
be ch allengin
sights can for in Dublin City Council
“ User in ncom fortable
n g and u ost
d emandi wev er the m Who is closest to the customer in Dublin City Council?
anisat ions. Ho sations
see It is the staff on the frontline, on the ground – receptionists, customer
org gani service personnel, road maintenance crews, cleansing crews etc
e rvice or 04)
inno vative s py, Pa rke r 20 Who makes decisions that affect customers/ citizens? -Management.
thi s.” (Hea
beyond The further up the apex of the organisation, the further away from the
customer and the visibility of the user journey. This is problematic. It is
unfortunately typical of most large organisations.
Consultation is not enough especially if it happens after the plan has already
been drafted. If you were asked to put your service experience on a form or
an email, would you be able to capture it? If you are asked about it in a
forum outside the context of the service experience or after the service
e
f th e event would you be able to articulate it?
ap ex o rom th
he f r “If I asked customers what they wanted, they would have said a faster horse”
u pt ra way e use - Henry Ford.
rt her urthe yo
f th
fu f it Users need to be engaged and co-involved in an on-going dialogue for
T he , the visibil vices. continuous service improvement.
tion e er
nisa n d th ugh s “User insights can be challenging, demanding and uncomfortable for
o rga er a y thro organisations. However the most innovative service organisations see
om rne
ust
beyond this. They view their service users as a resource or specialist network
c jo u to draw on for development ideas” (Heapy, Parker 2004).
There can be a fear about managing customers’ expectations if consulted.
However if the customer is not well-considered, dissatisfaction can permeate
the relationship, while the corporate mission fails.
29 30
17. Questions to Ask
What are the feedback
loops from users to
frontline staff, to backend
staff and to management? How do you know if
users are happy with
a service or quietly
Do you engage
unhappy?
consistently with
customers who don’t Are you benefitting
ring customer service from the collective
wisdom of your Do job descriptions and
lines? performance frameworks
customers?
Have you mapped all the recognise and reward
touchpoints of your improving user
service, that is, the point experiences of service?
where the user meets
Who in the Council is the service?
responsible for sourcing ‘user
intelligence’? How are they
Do you design the service and
connected to the management
then ask users about the
of your organisation? Are you ready for
appropriateness of the service
feedback even if it is
or do you get the users to help
negative?
you design it at the outset?
31 32
19. Introducing Service Design
Service Design is all about making the service you deliver
useful, usable and desirable for clients and efficient and
effective for organisations. During a Service Design project,
the citizens and stakeholders are involved along with staff
and management from all levels.
Having all of the involved parties contribute to the process
means joined-up thinking, a richer platform for solutions
and new ways of thinking. It means services are better
thought out, and this avoids problems later. It automatically
ensures broad support for decisions, which in turn leads to
Ideas and solutions get tested and re-tested in a rough low-cost greater effectiveness.
format so people can experience how they work. The aim is to make
any mistakes as early as possible. This avoids costly roll-outs that By involving frontline staff, they are stimulated to make
then need re-work. effective changes. They are taken seriously, which increases
their professional pride and their pleasure in their work. By
Service design adds value to services by standing out from the crowd involving users, their needs are foreseen.
in excellence and ensuring great experiences for users and staff and
smooth effective operations for providers. Service design is a method of listening properly, while
simultaneously being a method of working to reach
solutions relatively quickly and in a manner that is highly
visual and comprehensible for all.
35 36
20. Service Design– An Analogy
Designing a Service is like staging a theatre play.
Actors = Service staff
Stage = The service space
Audience = Service Users
Props = The visible service elements E.g. signage
Play = The service experience.
Rehearsal = The testing of the Service Experience before
the real thing
rk
e wo e
k stag ce th But there are also backstage processes, organisation,
ac n
d b xperie
business and preparation.
a n
front ence e ectly. Only when the front and backstage work together, will the
nt he i
a ud n g p e
rf audience experience the service as working perfectly.
e e
ly wh i ll th worki
On h er w e a s
to get erv
ic
s
37 38
21. Service Design– Key Principles
User-centred
Why? Because if the underlying needs of users are omitted, the service
fails them. Empathy with the people you are designing for and
feedback from these users is essential.
Co-operative and Participatory
Why? All service staff, stakeholders and users of services are the
experts of their own needs. It makes no sense to design services
without their involvement. Multi-disciplined experts, users and staff
that touch, or are affected by the service, make up the design team.
Service as journey
The service is read as a journey through touchpoints over time. This is
a set of interactions human-human, human-machine and machine-
machine. This is relevant pre-service, during service and post-service.
Make Visible
Since a service, unlike a product, is largely intangible, it needs to be
brought to life in a way that all parties can relate to and review.
Designers help do this.
Test Quickly
Testing early in a rough mock-up helps identify early what won’t work
and avoids costly mistakes.
Holistic
Always sees the wider context in which the service process takes
place. It is an integrated approach to service provision.
Excerpt from ‘D-School Bootcamp’ Stanford University
39 40
22. The Service Design Process
1. Set up Project
These are the typical steps in a Service Design The need, objective and appetite for the project get explored, and a
project. This is not a linear process but can programme of work gets agreed between staff, management and a
service design facilitator.
repeat within stages, between stages and can
begin again at the end, after all stages, in a 2. Understand.
The service is explored by a multi-stakeholder group. This could be
process of continuous service improvement.
users, citizens, related agency representatives, suppliers, service staff -
frontline and back-end, management. Through successive facilitated
exercises, insights are gathered, and needs and issues get identified
and the service journey is described.
3. Develop Ideas and Solution
These stages are explored in the following
Working with the insights, needs and issues identified, ideas for
pages and reference will be made to a number potential solutions are generated by the group.
of tools that can be used in the process.
4. Test
Ideas and potential solutions get mocked up by the group, are tested
The tools are identified by the symbol to gather feedback and re-tested until they match expectation.
and are referenced and explained in 5. Specify / Implement / Review
the ‘Toolbox’ section. Once the solution has been identified a service blueprint is developed
and the path to implementation of service changes gets defined and
agreed. The changes are implemented by staff and management and
the service is reviewed post-implementation.
41 42
23. The Service Design Process
1. Set up Project
Common Concerns Notes
If we involve the user it The process involving citizens is designed The process usually starts with staff, management and a service design
may create an to carefully manage user inputs facilitator, not the customer. Staff and management need to
expectation or demand understand the potential benefit service design can bring to their
or invite complaints service, their organisation and their reputation. They need to
recognise if there exists a service issue (even if it is not yet clearly
If it ain’t broke don’t fix If a service is problem-free there is nothing articulated).
it to fix but often the issues are hidden or
unspoken by users. You don’t know if you The trigger for a project could be market changes, a need for
don’t ask. differentiation, or a need for efficiency with less resource or to
increase value to clients.
We have lost staff and The intervention is typically small in scale
resources are tight and will not require significant resource. It They need to be open to a project that explores their service from a
is likely to improve staff morale because it customer viewpoint. They need to be open and ready for the changes
is a participative process. Staff feel valued and feedback that may occur.
for their insights.
The Business Model Canvas can be used here to explore the service in
We are too busy to Being too busy can be part of the service the context of the organisational goals and its operating environment.
review our services problem. If there is no time to take stock, The Customer Journey Map can be used to check staff knowledge of
we cannot be sure the service is user experience.
performing and cannot improve it.
Sample Tools (See ‘Toolbox’)
Outsiders don’t The staff service providers are indeed The Business Model Canvas
understand what we do experts. But they are not the only experts. Stakeholder Maps
like we do Users are experts of their own experience. The Customer Journey Map
An outsider can see a service with fresh
eyes. Outcomes
Motivation to engage
Agreement to proceed
A programme of work
43 44
24. The Service Design Process
2. Understand
All the potential stakeholders that touch, or interact with, a service are
Sample Tools (See ‘Toolbox’) identified. This can include front- and back-end staff, management,
citizens, suppliers, competitors, peer agencies, government etc. From
Customer Journey Maps these, a service design team is identified. The project team chosen
Observation of users should ensure that internal and external knowledge is used to best
advantage so that implementation and buy-in can be assured.
Context Interviews,
In the Users Shoes
Expectation Maps The team is brought together to identify needs, issues and insights
from multiple perspectives that affect, or are affected by, the service.
Outcomes Gaining a clear understanding of the situation from an existing or
A clear synthesis of the needs, issues, insights and potential user of the service is a key aim here.
expectations identified by multiple players
Quantitative research and qualitative research may be used.
A prioritisation of these needs, issues, insights and
expectations in line with strategy We map not just the functional interaction with the service but also
the emotional experience and the expectations. We map not only the
A visualisation of the customer journey through the customer journey but also inputs, suppliers, processes and outputs of
existing service, the highs and lows service elements.
A variety of tools can then be used here to facilitate these interactions
New views and understanding of the service by all parties
and to further explore user needs.
It is important that the key information gets synthesised and
prioritised considering objectives and the service and organisation’s
strategy. This gives focus for the next stage of developing ideas. The
direction taken will only be as good as the facts it is based on.
45 46
25. The Service Design Process
3. Develop Ideas and Solutions
Sample Tools (See ‘Toolbox’)
This is the concept development stage. It is not a random
Brainstorming development of ideas but based clearly on the information, needs,
The Five Whys issues, insights and expectations captured in the previous phase. To
Six Hats (De Bono) develop great services, different challenges need to be met with
Scenario Building innovative and sensible ideas, concepts and solutions, which are true
Storyboards. to the needs of users and organisations. Ideas should be made as
visual and tangible as possible.
Outcomes
A set of workable ideas and solutions ready for testing Participants are led using various techniques from blue-sky thinking to
focussed solutions to map ideas against the service journey and
processes.
In this stage a lot of post-its are used. There are good reasons for this.
Firstly, it helps people get ideas from inside their heads onto boards so
all thoughts can be shared and considered. Secondly, it is a flexible
medium that helps to group and connect ideas.
47 48
26. The Service Design Process
4. Test
Testing is a critical part of the service design process because it allows
Sample Tools (See ‘Toolbox’) one to identify potential service errors upfront at little or no cost.
Desktop Walk-through
The most promising ideas and solutions from the previous stage are
Roleplay made tangible in a way that users can relate to and give feedback. This
requires a cyclical process of test, improve, refine until the solution
Outcomes
meets user expectations.
Clarity about what is needed
A basis for service specification
This usually involves developing mock-ups quickly and cheaply. Early
mock-ups may involve simple sketches, storyboards or photo
sequences. This could be developed further into a rough 3D model on
the desktop. This enables a birds-eye walk through the service, a
scenario to be played out, or a sketch of how some of the interface
could look. Later mock-ups will look more realistic.
This purpose of this kind of visualisation is to make sure that all team
members are talking about the same thing rather than different
pictures and expectation in each person’s mind.
The team gets to observe how the user relates to the mock-up in a
simulated environment or in the actual service delivery location. They
experience the idea with customers, stakeholders or professionals in
order to improve the solutions before they are realised.
49 50
27. The Service Design Process
5. Specify / Implement / Review
After refining the solution, this allows the team to develop a final
Sample Tools (See ‘Toolbox’) service blueprint. In the same way that a product has detailed design
drawings, the service blueprint specifies the service details. This
Service Blueprint
means every detail that is needed to plan, specify and roll out a service
Business Model Canvas
is recorded.
Outcomes
Service Blueprint To realise a service, it needs to be clear what the concept and purpose
Service Guidelines is and how different components link into each other.
Business Plan
Roll-out plan A business plan or The Business Model Canvas can be used in
conjunction with the blueprint to understand and to direct how the
service system will work and the impact on the organisation and the
market.
Training and service guidelines are developed to ensure that staff can
put the service plan into action. Briefings, service specifications,
templates and role specifications ensure consistent touchpoints and
experience.
The process does not end with implementation. Services should be
under continuous review in a process of continuous service
improvement.
51 52
29. Brainstorming
The purpose of brainstorming is to draw out as many ideas
as possible, and as rich a range as possible, from a diverse
group of people.
Certain rules normally apply to ensure maximum benefit
from the session:
Focus on quantity – participants should contribute a large
quantity of ideas without too much thinking. Quality will
come later.
Withhold criticism – participants refrain from criticising
either their own or others’ ideas until later in the session. By
suspending judgement people feel free to generate unusual
ideas.
Welcome unusual ideas – unusual ideas can come from
using fresh perspectives and suspending limits. This can
open up fresh possibilities.
Combine and Improve ideas – people build on other
people’s ideas and combine them.
55 56
30. The Business Model Canvas
The Business Model Canvas is a powerful tool used by
organisations and entrepreneurs to work collaboratively to
describe, analyse, design or tweak new or existing business
models. It can be used in any sector, public or private.
The canvas consists of nine sections which represent the key
building blocks of a successful business model:
Key Partners
Key Activities
Value Proposition
Customer Relationships
Customer Segments
Key Resources
Cost Structure
Channels
Revenue Streams
Teams can work in roundtable with the canvas to generate
possibilities under each of the nine sections and clarify
existing and potential new business or focus areas.
It can help departments or organisations see themselves as
a service-focussed business and can bring clarity to
strengths, weaknesses, possibilities and priorities in the
organisation against its operating environment.
57 58
31. Context Interviews
These are interviews with users, staff or stakeholders that
take place in the environment or context in which the
service process of interest occurs. Discussing work or service
routines is always easier when the conversation takes place
in the place where they unfold.
An interviewer will spot activity that the interviewee takes
for granted and probe that activity. It helps the interviewee
remember the kind of specific details that can get lost in a
traditional focus group setting.
People are more comfortable providing insights into their
thoughts and behaviours in when in a familiar environment.
These can be validated or expanded upon by the
observations of the interviewer in context. The interviewer
can also notice more about the physical and social
environment of the service process in context.
The interview will be documented by text, video or audio
and this gives powerful material to present back to the
service provider project team.
59 60
32. Customer Journey Map
The Customer Journey Map visualises the service-user’s
experience. This shows the touchpoints where the user
interacts with the service and the accompanying emotions.
Touchpoints can be face to face between people, virtual
through website or mobile phone, or physical such as a trip
to a building, reading signage etc.
The customer journey should be drawn from the customer
rather than from staff. The internal business model process
of the service will not capture all of the service touchpoints,
because the customer may be interacting with relating
agencies or services before the decision to even use the
service in question. Interviews work well here or the
customers can document their service journey themselves.
The map can be based around particular personas showing
different journeys on each map.
The map gives a high-level insight into the factors
influencing the user’s experience constructed from their
own perspective.
This enables the identification of problem areas, success
areas or opportunities for innovation. Different service
expectations or perceptions from different customer groups
can also be identified.
61 62
33. Desktop Walk-throughs Expectation Maps
This is a small three-dimensional model of a service An expectation map involves investigating and mapping
environment using props such as stick figures and simulated what customers expect when they interact with a service at
physical elements in the service environment. Common each stage of the service or at particular stages requiring
situations can then be acted out by moving the figures insight.
around the model or to insert different personas.
The material for this can come from media reviews,
The same scene can be acted out several times, changing interviews with users, complaint logs etc.
physical elements or character elements. They are used to
gain a shared understanding of the service situation among The map can then be compared to existing service routines
the group and create a service situation in which all team to highlight gaps. This will identify areas in need of
members can input in an engaging manner. particular attention from the point of view of the user.
Expectations across the different stages or mediums can
also be compared.
63 64
34. Five Whys In the User’s Shoes
The 5 Whys are a chain of questions used to dig below the Here people (usually staff) are asked to go out and
outward symptoms of a user experience, or the outward experience a service in order to understand the common
explanation for a situation, in order to find the root cause. issues and needs of service users.
It is used to tease out a specific problem by producing a This could involve experiencing the specific service under
convincing explanation of the cause pathway from the review, other services in the same sector, a similar service
current situation to the root cause. environment in another sector, or a variety of services.
This can help uncover service stages that the user doesn’t They will be asked to explore examples of what they think
usually see or user actions that the service provider doesn’t are good or bad services and to record their experiences.
usually see. This helps people to understand the factors that are
common to any positive service experience.
We have abandoned 3,000 customer calls. Why?
These insights are then used to develop opportunities for
We didn’t have the right number of staff. Why? service improvement or innovation.
There were more calls than expected. Why?
Lots of bills went in the post on the same day. Why?
We didn’t print any for a week. Why?
Because we recently optimised the system to print bills
only once a week
65 66
35. Observation of Users Role Play
This involves team researchers immersing themselves in the This technique, drawn from the field of drama, involves an
lives of users, front-line staff, or back-room staff to interactive training experience that helps staff contribute to
understand their behaviour and experiences. People the improvement of the service experience while playing
naturally exhibit behaviours unconsciously so this method the role or observing the acted role of different service
shows up things that would not be apparent or articulated actors. Staff enact various service situations, and play the
in an interview. role of customer, staff or management. It helps to video-
record the role-play and then to review and analyse the
Text, video and photographs can be used here to capture material in a follow-up workshop.
activity.
This technique helps staff to develop the tools and skills to
It allows observers to spot problems that the person being respond to customers’ needs or particular service situations.
observed may not even be aware of even recognise as a It helps to identify which props, guidelines or artefacts
problem. It can identify when a person says one thing but would be useful in the specific service situation. It can bring
does another. kinaesthetic learning or empathy into the service situation.
The acting can also be performed by corporate actors
instead of staff members who will be prompted by or
observed by staff.
A similar process can be applied to users, acting out the
roles of staff, in order to provide insight into the service
using a different viewing point.
67 68
36. Scenario Building Service Blueprint
Designing scenarios helps bring potential service situations In the same way a product will have specification drawings detailing
to life. They are hypothetical stories which can involve how a product is to be manufactured, a service blueprint gives
particular personas or user types in a specific service detailed information about all aspects of how a service should be
context. Scenarios can be presented using plain text, performed. This will be a visual schematic incorporating the
perspectives of user, service provider and other key players, showing
storyboards or video.
front-end and back-end relationships.
Scenarios enable a shared understanding and knowledge The blueprint is not a static document but a living one and should be
sharing within a group. They can be applied to any area of continually revised in a process of continuous service improvement.
the service that has a particular problem to explore that The document can be developed collaboratively, with all service
service stage from various viewpoints or in a variety of players having input, in order to capture the full picture of the service.
situations.
It should be drafted roughly at the beginning of the project, and
developed and refined throughout the project. As new ideas become
appropriate solutions and service experiences get articulated the
blueprint gets updated. The final blueprint is a roadmap for the actual
service delivery.
69 70
37. Six Thinking Hats Storyboards
This technique developed by Edward De Bono is used to tap into the
collective wisdom of a team in order to develop a shared vision. The
process avoids the conflicts that can occur through different
personality and thinking types in a team. The technique guides the
team through six thinking modes. During each mode the team
members ‘wear only that hat’, that is they exclusively in that mode.
The 6 modes are:
Information (White) - considering purely what information is
available, what are the facts?
Emotions (Red) - intuitive or instinctive statements of emotional
feeling (but not any justification)
Judgement (Black) – devil’s advocate Borrowed from the film industry, storyboards are a series of drawings
Optimism (Yellow) - identifying benefits, seeking harmony or pictures that visualise a sequence of events that occur within a
Creativity (Green) – focus on possibilities, alternatives, ideas service journey.
Managing the process (Blue) – used to reflect on the process.
A common visualisation is the comic-strip. The storyboard will bring in
key details so that anyone viewing it can have a clear understanding of
what is going on in the service without having to be in the service
environment. It can present a real-life situation or an imaginary
situation to explore possible ideas and variations. This can be used to
provoke discussion among users or providers about what works or
doesn’t work.
71 72
39. References References
Recommended Reading Recommended Reading
For Those Interested in the Service Design Method For Decision-makers in Local Government
Mortiz, S. 2005. Service Design. Pra ctical Access to an Evolving Field [Online]. A key accessible text is Heapy & Parker.
Available from: http://stefan-moritz.com/welcome/Service_Design_files/Practical%
20Access%20to%20Service%20Design.pdf Department of Public Expenditure and Reform 2011. Public Service Reform Plan
[Online]. Available from: http://per.gov.ie/wp-content/uploads/Public-Service-
Stickdorn M., Schneider J. 2011. This is Service Design Thinking. New Jersey USA: Reform-181120111.pdf
Wiley
Gaskarth, G. 2010. Small Is Beautiful. Innovation fro m the Frontlin e in Lo cal
Websites Govern ment [Online]. Available from: http://www.nesta.org.uk/library/documents/
Small_is_Beautiful.pdf
Tassi, R 2009. Service Design Tools. Communication Methods Supporting Design
Processes [Online]. Available from: http://www.servicedesigntools.org [Accessed Helsinki design Lab 2011. In Studio: Recip es for Systemic Change [Online]. Available
7 th May 2012]. from: http://helsinkidesignlab.org/instudio/
http://www.mind-lab.dk/en/methods Heapy, J., Parker S. 2006. The Journey to the Interfa ce . How Public Service design can
connect users to reform [Online]. Available from: http://www.demos.co.uk/files/
http://www.servicedesigntoolkit.org/ journeytotheinterface.pdf?1240939425
http://www.stby.eu/
Metropolis 2011. IDEO takes on the Govern men t [Online]. Available from: http://
www.ideo.com/images/uploads/news/pdfs/Metropolis_IDEO_govt_June2011_1.pdf
UK Cabinet Office 2004. Service Design Principles. A pocket Guide [Online]. Available
from: http://webarchive.nationalarchives.gov.uk/+/http://
www.cabinetoffice.gov.uk/media/cabinetoffice/corp/assets/publications/
delivery_council/pdf/service_design070524.pdf
Websites
http://publicpolicylab.org/
http://www.mind-lab.dk/en
73 74
40. Appendix of Dublin City Appendix of Dublin City
Council Services Council Services
Accounts, financial management, financial planning, fund management, Fire and rescue, - attending automatic alarms, - attending fires, attending road
management and control, spending plans, Animals, dog bins, dog fouling, traffic accidents, community safety, emergency medical services, fire
horses, registration, warden services, inspection, pest control, stray Archaeology, certificates, fire safety education, hazardous chemical (HAZCHEM) incidents,
advice, consultancy, excavation, survey Architecture, advice, consultation, hydrants maintenance, post-incident support, regulations enforcement, special
design, project management Archives, access, enquiries, general information, services, workplace regulation, Freedom of Information, Grants, Arts,
loans, donations bequests and sales Arts, development, information, facilities, community, community facilities, cultural, home renovation, sports, talented and
grants, Biodiversity, information, policy Business, advice, rates, annual gifted individuals, voluntary organisations, Health and safety, Housing -
notification Business Process improvement, Car parks, council, private, staff allocation, decision, system, change of tenancy, information, registering,
Children and young people, drop in activities, organised activities, playgrounds alterations by tenants, rehousing , mutual exchange, Housing - tenants, Advice
and play facilities, Civil emergencies, business continuity, advice, emergency and support, clearance, , community safety, caretaking, communal heating,
plan, flooding, major accident, hazards Coastline protection Community tenancy arrears, deeds, evictions, home insurance, maintenance and repairs,
centres, facilities management programming supporting health and safety modernisation schemes, rents, sale of council housing, unauthorised occupants,
Community development, regeneration projects, resource procurement, nuisance and threatening behaviour, tenancy issues, Housing - homeless
Community planning assemblies, groups and committees , consultation, services, Housing - improvements, adaptations of council property, disability
engagement, support policies, ABCS Community safety, community policing facility grant for a private property, renovation grants, Housing - legal advice and
forums, lane closures, intoxicating liquor fines, public lighting Complaints, support, Housing - private, Registration for Private Rented tenancies, Rent
procedures, appeals Conference, hall and meeting room, Hire. Public and private Assessment Scheme, shared ownership – low cost home ownerships, Housing -
use, Council Events, civic and public events, Council Planning, policy and sheltered, council tenants, homeless people, housing association tenants, non-
making of regulations, corporate and other plan and policies Council Customer council tenants, older people, Housing - special needs - , Capital grants, Housing
information services, Phone, web, advertising and communication, Council - associations, Housing - Repairs - , communal areas, council property, emergency
consultation and community engagement, Facilities Management , air handling out of hours repairs, surveying and major repairs, Housing- social housing policy,
units, catering services, council offices, energy and fuel, equipment, internal Information Communication Technology, business continuity, data management,
mail , internal room, maintenance, printing and copying, reception, staff/visitor hardware, helpdesk, networks, peripheral, software, webs site, policy, telephony,
car parking, vehicle maintenance, Council Festive decoration, Council Information management, Jobs, employment, training initiatives, equal
communication, Media, web, press management, publications, internal opportunities, local authority vacancies, vetting of contract and supplier staff,
communication, Council Permissions, to host events, film and photograph, Land and property, -area search service, availability lists, building control.
Council procurement, - contracts lists, contract management, expenditure, policy, commercial lettings, compulsory acquisition, out of hours emergencies,
Council Risk management, Insurance claims, policies, business continuity, dangerous structures, demolitions, property enquiries, property searches, derelict
Councillors , General information, minutes, agenda reports, meeting properties, estate management, grass cutting, improvement, securing, historic
management, Death, coroner’s court, exhumations, mortuaries, Disabled people sites, statutory development plans, valuations, Languages, translating and
, accessibility, home adaptations, parking bays - parking permits, specialist interpreting services Irish Language services, sign language, Law, legal advice,
equipment, Education , -early years facilities, higher education grants, free CCTV procedures for the release of evidence, litigation support, coroners sudden
school meals, Elections, electoral nominations, electoral register, postal votes, death investigations
results publication, voting, Environmental information, Exhibitions, permanent
and temporary Facilities,
75 76
41. Appendix of Dublin City Appendix of Dublin City
Council Services Council Services
Leisure and sport, Indoor and outdoor activities, Libraries -, catalogues, children's permits, zones, Traffic lights systems and management, Roads, Kerbs, footpath
services, computers and the internet, fines , information services loans and dishing, verges, maintenance, Safety, health and safety - accident reporting;
renewals, local collection, mobile library service, online information resource, occupational health services; advice and training ; petrol delivery and storage;
prison library service, reserving books and other items, sale of publications, Safety - syringes – disposal, Sports, Development, facilities, information and
school libraries, special collections, special needs, Licences, Bridges, buildings, booking, pitches and courts, Staff, annual leave , appraisal, apprenticeships ,
beams and cables over or along highway, markets and casual trading, Fats Oils disciplinary procedures grievance, job analysis, payroll procedures, redeployment,
and Greases, obstruction, scaffolding, hoarding, skip operators, street café, street reorganisations, sickness management , continuing professional development,
trading, road opening, Local economy, development, reports and forecasts, Lord Statistics, census information, economic information and analysis, usage,
Mayor, Administration, support, expenses, Markets, cleaning, information, stall telemetry, Sustainable development, Town twinning, Transport, abnormal
rental, Members, allowances, committee membership, declaration of interests, loads, bus stops and shelters positioning, journey planning, Travelling people,
minutes, agendas and reports, secretariat, Members of the Oireachtas TDs, provision of sites and housing, Vandalism, fly posting and graffiti - reporting and
Senators MEPS , General information and communication, Memorials and removal, Vehicles - abandoned, Reporting and removal, Wastewater, general
statues, maintenance and policy, Motor tax, -Drivers, provisional, commercial information, new connection, effluent licences, fats oil and grease, flood
and lost licences - Vehicle taxation services, Museums and galleries, enquiries, planning, drainage studies, gully cleaning, maintenance, Water, new water
information, loans donation, bequest, shops, Older people, Activities, Parks and connections, quality and testing, provision, leakage repair, reservoir and storage
open spaces, events, general information, landscaping, maintenance, outdoor, management
Planning, development control; advertisement control; allotments; building and
landscape design services; building control; conservation advice; conservation
areas; consultation , decision notices, statutory register, development control
enforcement, land use proposals; landscape character assessment; listed
buildings; - statutory register; Local Development Frameworks; local plans;
environmental policies; rights of way enforcement and maintenance; street
names and numbering; transport policy; tree management and preservation,
zoning, planning applications, Pollution control, air quality, construction,
contaminated land, inspection and regulation, noise, nuisance, water, water
quality, Public toilets, Recycling, bags and containers; composters; information;
residential collections ; recycling sites, Refuse, spillage; collection permits,
flytipping, hazardous waste movement permits, disposal sites, special collections
for large items, Litter - enforcement, fines, removal, litter bins, Refuse, skip-
permits and services, Roads, Safety - cameras, cycle training, cycling and walking
to school, - dangerous road junctions, pedestrian crossings, school crossings
speed bumps, spillages, traffic schemes , speed limits, weigh limits, Street
cleaning programme, Street Furniture Policy, acquisition, Provision, maintenance
and licensing, Street lighting, Street parking, clamping and removal, enforcement,
residents and disk parking, pavement,
77 78
42. Produced by Una Mc Grath for The Studio at Dublin City Council.
Contact una.mcgrath@hotmail.com or studio@dublincity.ie