Radical Efficiency a Practical Guide - Nesta

More documents

Recommendations

Info

CASE STUDY 5: MAKE IT WORK 24Figure 6. Livework analysis of the journey into work1 2 3 4 5Wellness Stability Capability Into work Sustained workWalterJohnDaleChrisMarkSharonMichelleLynneBrendaFrankKatieGlennMental healthAlcoholismDrug useCaringAlcoholismHomelessnessDebtBasic skillsRetrainingExperienceConfidenceSuitable workPersonaldevelopmentThese insights became the foundation for the design of a newsuite of services. Given the complexity of the journey into work,the council needed: a new perspective on the outcomes theysought, to include progression between stages; a service thatcould support people beginning at any stage of the journey;and to collaborate with community organisations who werealready engaging effectively with people early on in theirjourney back to work.Central to the service was a new relationship, similar to amentor – the community group that made the initial contactwith the user then followed him/her throughout every stage oftheir journey.“The good thing for users was, that wherever you start, thepeople you start with can follow you through the system/route.”In its initial phase Make it Work supported more than 1,000people, with 238 of these finding work. Many others madeprogress on the earlier stages of their journey back into work.Ben believes that success depended on Sunderland Council’swillingness to try something new, fund it properly and give itthe space and permissions to flourish.
CASE STUDY 5: MAKE IT WORK 25“There was a system in place that allowed for theexperiment, and there was the money to fund it.”Big questions for practioners, inspired by Make itWork:1) How can you ensure that you understand and designaround the whole user journey to and from your service?2) How could you create the opportunity to build trusting,long-term relationships between professionals and usersin your service?Figure 7. Make it Work and radical efficiencyCommunity organisationsUser experience in designOtherwise hard to reachOut of employmentNewInsightsNewCustomersNewSuppliersNewResourcesCommunity organisationsCommunityorganisation facilitiesUser stories and experience
Page 1 and 2: PRACTICAL GUIDERADICALEFFICIENCYDif
Page 3 and 4: INTRODUCTION 3from children’s cen
Page 5 and 6: CONTENTSCONTENTSPart 1: Why radical
Page 7: PART 1: WHY RADICAL EFFICIENCY? 7of
Page 10: FIGURE 1:RADICAL EFFICIENCYNew pers
Page 13 and 14: CASE STUDY 1: CLEAR 13Figure 2. CLE
Page 15 and 16: CASE STUDY 2: MENTAL HEALTH FIRST A
Page 17 and 18: CASE STUDY 3: UBUDEHE 17CASE STUDY
Page 19 and 20: CASE STUDY 3: UBUDEHE 19Figure 4. U
Page 21 and 22: CASE STUDY 4: PATIENT HOTELS 21ward
Page 23: CASE STUDY 5: MAKE IT WORK 23CASE S
Page 27 and 28: PART 4: LESSONS FOR INNOVATORS 27PA
Page 29 and 30: PART 4: LESSONS FOR INNOVATORS 292.
Page 31 and 32: PART 4: LESSONS FOR INNOVATORS 314.
Page 33 and 34: PART 4: LESSONS FOR INNOVATORS 33
Page 35 and 36: PART 5: APPLYING RADICAL EFFICIENCY
Page 37 and 38: PART 5: APPLYING RADICAL EFFICIENCY
Page 39 and 40: RADICAL EFFICIENCY IN THE UK 39RADI
Page 41 and 42: ENDNOTES AND PICTURE CREDITS 41ENDN
Page 44: NESTA1 Plough PlaceLondon EC4A 1DEr

Radical Efficiency a Practical Guide - Nesta

Create successful ePaper yourself

Delete template?

Save as template?