The Potential of a Design for Service Approach to Transform Voluntary Community Sector Organisations
Abstract
This paper presents the findings from a case study where a designer worked within three Voluntary Community Sector (VCS) organisations using a Design for Service (DfS) approach. The authors identify four organisational features that enable transformational change in this setting: understanding the role and remit of DfS; being receptive to change; valuing both process and outcomes; and the affinity between the existing organisational culture and DfS approach. These findings are discussed as a precursor to establishing the capacity of a DfS approach to effect transformational change in the development of public services in the VCS. It is hoped that this will help to influence the development and design of public services in the VCS in the future; whilst also informing the future practice of service design practitioners operating in this sector.
Keywords
design for service; transformation; charity; public services
DOI
https://doi.org/10.21606/servdes2014.6
Citation
Warwick, L., Young, R.,and Lievesley, M.(2014) The Potential of a Design for Service Approach to Transform Voluntary Community Sector Organisations, in Sangiorgi, D., Hands, D., & Murphy, E. (eds.), ServDes 2014: Service Future, 9–11 April, Lancaster, United Kingdom. https://doi.org/10.21606/servdes2014.6
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Conference Track
Research Papers
The Potential of a Design for Service Approach to Transform Voluntary Community Sector Organisations
This paper presents the findings from a case study where a designer worked within three Voluntary Community Sector (VCS) organisations using a Design for Service (DfS) approach. The authors identify four organisational features that enable transformational change in this setting: understanding the role and remit of DfS; being receptive to change; valuing both process and outcomes; and the affinity between the existing organisational culture and DfS approach. These findings are discussed as a precursor to establishing the capacity of a DfS approach to effect transformational change in the development of public services in the VCS. It is hoped that this will help to influence the development and design of public services in the VCS in the future; whilst also informing the future practice of service design practitioners operating in this sector.