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So you think you can design a logo? 2011 年 04 月 29 日

Filed under: 未分類 — 曬蝴蝶 (vanessapsy) @ 21:19:40

所以,你認為你可以設計一個標誌?

It takes a rare skill to graphically boil down the ethos of an organisation – consider some of the finest attempts

考慮一些最優秀的企圖-
以標識歸結一個組織的民族精神,這需要一種罕見的技能。

文章來源 : guardian.co.uk, Monday 28 March 2011 09.00 BST
星期一2011年3月28日英國夏令時間09.00

How many logos have you seen today? Perhaps you maintain a lofty disdain for such things, but logos are unavoidable and, in their own way, quite remarkable. With a few lines, a good logo can articulate the aims of a charity or symbolise a city.

截至今日你見過多少標誌呢?也許你對這樣的事情保持高度的輕蔑,但標識在他們自行運作下是不可或缺且相當出色。藉著一些線條,一個好的標誌可以清晰的表達慈善機構的宗旨或城市的象徵。

Deutsche Bank. Designer: Anton Stankowski, 1974
德意志銀行。設計師:安東 斯坦科斯基,1974

Logos today get a pretty bad press: “How much? My 12-year-old could have done that." Often, that’s true, sort of. Take the Deutsche Bank logo. Created in 1974 by artist and designer Anton Stankowski, it consists of a blue box with an oblique line inside: that’s it. And yet it represents a multibillion-pound business. Any self-respecting pre-teen with a ruler and a felt tip could have made a decent stab at it, a fact not lost on German newspaper Bild Zeitung which, at the time of the logo’s launch, wrote a disbelieving story headlined “Artist gets 100,000 Marks for five lines" (he didn’t get that much, by the way).

標識現今有一個相當負面的評論:即“一個商標究竟價值多少?我12歲的孩子自己都已這麼做了。”通常,這有點是事實吧。以德意志銀行標誌。1974年由藝術家暨設計師安東斯坦科斯基創建,它是由一個藍色方框內有一條斜線組成:謹此而已。然而,它代表一個數十億英鎊的生意。任何有自尊心的十歲青少年用尺和簽字筆筆頭可以做出一像樣的嘗試,事實上在當時的標識推出時,德國報紙的圖畫報切確寫了不可置信的故事標題為:“藝術家只用五個線條即獲得10萬馬克 “(附帶一提,他沒有得到那麼多)。

And yet such graphic devices can attain enormous power. So what makes a successful one? Simplicity helps. The Deutsche Bank square is neat visual shorthand for the type of values you might want in a bank security (the square) and growth (the oblique line) – hopefully of your savings and not just the employees’ bonuses. But its real power comes from repetition. A line in a box could represent any bank, but repeat it often enough (with a few million in marketing spend behind it) and it comes to be associated with just one.

然而,這樣的圖像設計可以獲得的巨大力量。如何設計一個成功的式樣?簡潔的協助。德意志銀行方形標識具有調理簡潔的視覺表達出你可能希望銀行安全(廣場)和成長(斜線)的價值 -您的儲蓄充滿希望,且不僅只是員工的獎金。但其真正的動力來自於重複性。盒子裡的線條可以代表任何銀行,但重複常已足夠(後面有幾百萬元的營銷費用),且它只涉及一個相關聯。

Woolmark. Officially designed by Francesco Saroglia but often credited to Franco Grignani, 1964
A bit of visual trickery works too. Take the Woolmark, the Op Art-inspired skein devised for the International Wool Secretariat in 1964. It’s a beautiful, timeless symbol abstracted just enough. Or, also from 1964, the British Rail logo, known variously as “the crows’ feet", “the barbed wire" or “the arrows of indecision". It replaced the old “ferret and dartboard" crest that had been in use since 1956, sweeping away pseudo-heraldic flummery with a bold modernism that promised a new “Age of the Train".

羊毛標誌。弗朗切斯科Saroglia正式設計,但往往歸於佛朗哥葛里納尼,1964
有點像視覺弄虛作假的作品。國際羊毛局於 1964年以歐普藝術靈感設計了絞紗毛線式樣的羊毛標誌。這是一個美麗的,適用的永恆抽象象徵。或者,從 1964年,英國鐵路的標誌,也被稱為“烏鴉的腳”,“鐵絲刺網”或“優柔寡斷的箭” 等多種名稱而聞名。它取代了自1956年以來一直在使用舊的“雪貂和飛鏢”的飾章,以’一個大膽的現代主義一掃偽紋章,承諾新的“時代列車”。

Logos can also be friendly, lovable even. Bibendum, aka the Michelin Man, first appeared in 1898. Legend has it that the Michelin brothers, Edward and André, were visiting the Lyon Universal Exhibition in 1894 when Edward noticed a pile of tyres on the company stand and declared “with arms, it would make a man". Compared with the grinning character that we are accustomed to, early versions depict an almost sinister figure, bespectacled and chomping permanently on a cigar. For a while, he was even known as the “road drunkard".

圖案也可呈現友善,甚至可愛。必比登,又名米其林輪胎人,最早出現於 1898年。傳說中,米其林兄弟,愛德華和安德烈,在1894年參觀里昂世界博覽會時,愛德華發現了一堆輪胎在公司的展位上,並宣稱“若有了手,它就便成一個人”。相較於現今我們習慣的齜牙咧嘴的笑臉象徵,,早期版本描繪幾近險惡的人物,戴著眼鏡和長期嚼帶著支雪茄。有一陣子,他甚至被稱為“馬路酒鬼”。

Michelin. Designer: O’Galop (Marius Rossillon), 1898
米其林。設計師:奧加羅普(馬呂斯 Rossillon),1898

Few logos today match the charm of a Bibendum or the simplicity of a Woolmark. Overcomplicated and overdesigned, they are the victims of endless research and managerial dithering, setting costs spiralling. But to take the ethos of an organisation and successfully boil it down into a simple mark takes rare skill. Think of the WWF Panda, the London Underground roundel or the Rolling Stones tongue. Logos carry the can for capitalism’s excesses but can also be adored elements of our visual culture.

現今的標識少有像必比登的魅力或如羊毛標誌的簡潔。過於複雜和過度設計使他們成為無盡的研究和躊躇管理的受害者,設置成本原地打轉。但須以罕見的技能才能截取一個組織的精神和淬練成一個簡單的標記。想想世界自然基金會大熊貓,倫敦地鐵圓形或滾石舌頭。標識可以承載資本主義的過度量能,但也可為我們視覺文化被崇拜的元素。

參考來源:

智慧財產局
台灣精品
農糧署

廣告
 

G20 agrees guidelines to measure economic imbalances 2011 年 04 月 24 日

Filed under: 未分類 — 曬蝴蝶 (vanessapsy) @ 19:52:58

G20同意設置衡量經濟失衡的準則

文章來源

15 April 2011French Finance Minister Christine Lagarde (r) chaired the meeting

2011年4/15最後更新於格林威治時間 22:08

法國財長拉加德(R)主持會議

Finance ministers and central bankers from the G20 have agreed a set of “indicative guidelines" to measure potential risks to the global economy posed by national economic policies.

G20的財長和央行總長們已同意一套藉著國際經濟政策的“指示性準則”去衡量全球經濟所帶來的潛在風險。

All members of the G20 will be monitored under the new system.
G20的所有成員將受新的系統監測。

In addition, members who account for more than 5% of total G20 economic output will be subject to a deeper, second-stage analysis of imbalances.

此外,成員中佔了G20經濟總輸出量5%以上者將受到第二階段更深入的失衡分析。

They include the US, China, Japan, Germany and France.

它們包括美國,中國,日本,德國和法國。

This is to “reflect the greater potential for spillover effects from larger economies", the group said.
The G20 did not formally name the countries this would apply to but French Finance Minister Christine Lagarde said that France would be one of seven in total to face higher scrutiny.
The group was meeting in Washington, ahead of the spring meetings of the World Bank and the International Monetary Fund (IMF).
The G20 accounts for 85% of global output and is now the main forum for trying to reform the world’s financial system.

該組織說:這是為了“從較大的經濟規模中,溢出效應反映了更大的潛力。”

G20並沒有正式說明哪個國家將適用,但法國財長拉加德表示,法國將是七個須面臨更高的審查的國家之ㄧ。
該組織選在世界銀行和國際貨幣基金(IMF)的春季會議之前於華盛頓會晤。
G20組織佔全球產量的85%,現在的主要議題是試圖改善世界金融體系。

Addressing imbalances
註記失衡處

Many economists believe that global imbalances contributed to the recent financial crisis.

許多經濟學家相信,全球失衡導致了最近的金融危機。

“Start Quote“開始引述”

The guidelines operate a little bit like a net which actually holds those of the countries that violate or do not respect the guidelines”
End Quote Christine Lagarde French Finance Minister

該指引操作有點像是一個網絡,能確實約束那些違反或不遵守指引的國家“
結束引用 法國財長拉加德

Emerging market countries reinvested their surpluses in Western markets, causing banks to take excessive risks, so the argument goes.
Finance ministers agree that they must find a solution to these kind of imbalances.
But countries disagree over how quickly they need to act.
China recognises that it must open its economy and allow its currency, the yuan, to get stronger, but it wants to do it at its own pace.
The US, on the other hand, wants to see this happen much faster.

新興市場將國家盈餘再投資於西方市場,導致銀行承擔過度的風險,此為爭論所向。
財長們同意,他們必須找到解決這類失衡。
但是,各國在他們需要在如何迅速採取行動議題尚無共識。
中國承認它必須開放其經濟,並允許其人民幣貨幣走勢更強,但是它想以自己的節奏去做。
美國,在另一方面,則希望看到快速進展。

Monitoring methods
After its last meeting in February, the group reached a deal on indicators to detect the economic imbalances.
The Washington deal on measurement applies to these indicators, which include public debts and deficits, and private debt levels and savings rates.

監測方法

在二月份的最後一次會議後,該組織達成了關於檢測經濟失衡指標的協議。
華盛頓協議適用於對測量這些指標,其中包括公共債務和赤字,以及私人債務水平和儲蓄率。

In its latest communique, the G20 said its monitoring would use four approaches:
•estimating what a country’s imbalances should look like using economic models specific to that country
•looking at a country’s imbalances in terms of their national historical trends
•comparing a country’s imbalances with groups of similar countries
•comparing a country’s imbalances with the full G20.
The last three approaches will use statistics from 1990 to 2004 “as this is the period that preceded the large build-up in external imbalances", the communique said.

在其最新公報,G20表示,其監測將使用四種方法:

•評估國家屬於哪種失衡而應使用特定經濟模型於該國
•依據該國歷史趨勢視其國家失衡
•與組織內其他類似國比較其失衡
•與全G20組織比較其失衡。

官方表示 後三種將使用90年至04年統計數據,因為這一時期先前大量集結在外部失衡。

Watch: European policy makers ‘too complacent’ over economic recovery
視訊觀賞:歐洲政策制定者對經濟復甦過於自滿。

“Those countries identified by at least two of the four approaches as having persistently large imbalances will be assessed in-depth to determine in a second step the nature and root causes of their imbalances and to identify impediments to adjustment," the group said.

該組織說:“這些國家至少藉由四種辦法中的兩種確認了因具有持續而龐大的失衡問題,在第二個步驟深入評估以確定找出失衡的性質和根源,並找出調整的阻礙”。

The second step of assessment would be carried out independently by the IMF.
“The guidelines operate a little bit like a net which actually holds those of the countries that violate or do not respect the guidelines," said Ms Lagarde, who chaired the meeting as France currently holds the presidency of the G20.
“And the net is a little bit tighter for those countries that are considered of systemic importance because they represent more than 5% of the GDP [gross domestic product] of the G20."
However, the group made no mention of any “name and shame" list which would identify those members in the most risky positions.

第二步評估將由國際貨幣基金組織(IMF)獨立進行。

法國現任主席擔任G20組織的會議主持 拉加德女士說:“指引操作有點像是能實際掌握那些違反或不遵守的準則的國家的一個網絡”。

“這些國家被認為具系統性的重要性,因為它們象徵代表G20超過 5%的國內生產總值 [國內生產總值] 因此網絡是有點嚴密。”
然而,組織沒有提到任何成為“點名遺憾”的名單,以顯示哪些成員將可能確定在最危險的位置。

‘No complacency’
Although the global economy appears to be on the path to recovery, the meeting took place at a time when plenty of threats to growth remain.
Among the challenges are unrest in the Middle East, high oil prices, continued inflation in China and debt problems in Europe.
The head of the IMF, Dominique Strauss Kahn, told the BBC that some policy makers thought “the crisis was behind us" and this was “the wrong attitude".
In Europe, he said, there was no room for complacency regarding high levels of debt.
“A lot more has to be done by the Europeans to fix the [debt] problem," he said

“不自滿”

儘管全球經濟似乎在復甦的道路,會議在對經濟增長的威脅依然存在的時刻舉行。
其中的挑戰有中東地區高油價的動盪,中國持續的通貨膨脹和歐洲的債務問題。
國際貨幣基金組織的負責人,多明尼加斯特勞斯卡恩告訴 BBC說,一些政策制定者認為“危機隨後將至”,並說這是“錯誤的態度。”
在歐洲,他說,就高水平的債務來說沒有自滿的餘地。
並說“還有很多工作要由歐洲人來做以解決 [債務]問題”。

參考資料:
G20
商周2009年G20歷史沿革
(2009年)人民幣與台灣的關係還有外匯存底的名詞解釋

 

設計的公共服務 案例研討(一&二) 2011 年 04 月 15 日

Filed under: 未分類 — 曬蝴蝶 (vanessapsy) @ 22:02:32

Case study 案例研討

London Borough of Lewisham
倫敦路易森行政區

“Design will be integrated into our methodology as another tool for transformation… Things like prototyping transform how we work. It‟s not just about jumping to a pilot phase. We can refine things to make sure it‟s right before we start investing.”

Lindsey Craig, London Borough of Lewisham Policy and Strategy Officer

對改革來說,設計就像另一種工具一樣將融入我們的方法論裡。事件就像典型般改變我們工作的形式,這不僅是跳入一個試驗的階段,我們可以改善事情以確保在投資之前將事情做對。

倫敦路易森行政區政策與戰略官員林賽克雷格 表示

Transforming a support service so it better meets customer needs
改造支持服務以更貼近顧客需求

Lewisham‟s emergency housing service is very busy and the people using the service can‟t always find out whether or not they are entitled to support quickly and easily enough.

路易森應急庇護服務很忙碌,人們總無法發現是否有資格能更快更簡易的使用這項服務。

Public Services by Design partnered frontline staff from the Housing Options Centre and service managers Lewisham‟s policy, strategy and transformation department with a Design Associate.
設計協會的公眾服務與庇護選擇中心之的前線工作人員和路易森之戰略和轉型部門服務經理合作組個設計協會。

Expert design mentoring
專家設計指導

Design Associate Sean Miller has helped Lewisham staff to begin using design thinking and techniques to analyse their current service and create ways to improve it.

設計協會西恩米勒以幫助路易森員工開始使用設計思維和工具去分析他們服務現況和以創新的方法改善它。

To start with, Sean ran workshops with staff to identify the types of people who use emergency housing services in Lewisham.

開始 西恩和員工組成一個專題研討會以辨識路易森人們使用應急庇護服務的類型。

Design techniques bring tangible outcomes

設計工具帶來實際的成果

Staff were shown how to use design techniques,such as brainstorming, visualisation, prototyping and ethnography (where they used video to observe people using the service) to really understand their customers.

員工會展示如何運用設計技術 例如腦力激盪,想像,形塑樣本,歷史史料(一種他們使用錄影帶去觀察人們如何使用服務)以更了解他們的顧客。

Lindsey Craig, London Borough of Lewisham Policy and Strategy Officer, says there is a lasting design legacy in Lewisham.

倫敦路易森行政區政策與戰略官員說在路易森設計傳說永行不墜

„Design will be integrated into our methodology as another tool for transformation.

設計將融入我們的方法論成為轉變的一種工具

Sketching is a great engagement tool, it gives everyone a chance to have their say and using film has helped us change our culturearound being more customer focused.

擬定大綱是一個很棒的約束的工具 它可以給每個人一個機會去擁有經驗並藉使用影片幫助我們改變我們周邊僵硬的文化。

The design approach has certainly got us much more buy-in from staff.
趨近設計確實能幫助我們從員工那裡獲得更多收穫。

Things like prototyping transform how we work. It‟s not just about jumping to a pilot phase.We can refine things to make sure it‟s right before we start investing.

‟ 事件就像形塑標準以轉移我們的作業。這並不僅止是躍入領導的形勢,我們可以使我們投資前確認這是對的。www.designcouncil.org.uk/publicsector

During brainstorming, 100 ideas were generated. With Miller‟s help, staff refined this list down to four key opportunities to test out.

經歷腦力激盪,產生100點子。藉由米勒的幫助,職員精練列舉的四種關鍵機會:

Right first time:
A project to improve the first interaction customers have with the service by ensuring staff know what questions to ask and what information to give

1.在初次就做好
藉著保證員工知道問題的回答和提供何種資訊,此計劃改善已受初次影響的服務客戶

What next doc?: Information design prototypes to help housing advisors explain to customers what happens after their first interview

2.下個是什麼?:
資訊設計標準幫助庇護顧問解釋顧客在他們初次會晤後將會發生何事

Fact sheets:
Clearly and accurately presenting details of the housing options service in a series of fact sheets

3.條列事項表單
清楚和精確的呈現一系列庇護選擇細項表單

Storyboards:
Showing customers what to expect while they wait to see an advisor by illustrating various scenarios and placing story boards around the reception area
„The idea that‟s moved on furthest is the one around storyboards,‟ says Craig. „We have commissioned cartoonists Cognitive Media to create cartoon-style storyboards on four topics that are key to how we run the service at the minute. They were about things like our rent incentive scheme, mortgage rescue and 16-17 year-olds using the centre. We wanted to make them really informative. We needed them to get some
key messages across too, like the fact that you can‟t just use the service to get a council house.‟

4. 事件示範看板
解釋供應的多種方案並在接待區設置陳述示範展示給顧客以提供他們等待見到顧問時的預設。
克雷格說:點子運行最廣的是故事版展示。我們已委任動畫認知媒體以我們如何運作服務關鍵片刻
的四個標題去創作卡通形式的故事版。 這就像是我們另種鼓勵方案,去致力維護16-17歲的人使用本中心。我們希望他們真的是有效益的。我們也希望他們真的能獲得關鍵訊息以幫助他們過渡現況。就像事實是你不能只是使用公眾服務就佔有會議場。

The impact of design
— £7,000 spent on design
— £386,000 projected efficiency savings

設計的影響
7,000英鎊花在設計事項
£386,000英鎊計畫有效率的節省

A year on, staff morale has improved, staff absence levels have reduced, money has been saved and customers are enjoying using a more efficient and appealing housing options service in Lewisham.

在路易森持續施行一年,已增進員工的士氣並降低其缺席水準,節省經費金錢 顧客很喜歡使用更具效率且具吸引的庇護選項。

Peter Gadsdon, London Borough of Lewisham Head of Strategy and Performance says „at a strategic level I think design can be helpful to a council, or the public sector, and at a practical level with the staff, it also is very useful in empowering them to make changes to the way they work.‟

倫敦路易森行政區政策與執行首長彼得蓋斯頓說:以策略水準來說我認為設計對協會或是公共區域是有幫助的,。與職員的實際水準中准予他們去改變工作的方式是非常有用的。

It is anticipated that the changes brought about by the Public Services by Design programme will deliver £368,000 efficiency savings per year.

公眾服務預料將帶來改變,設計計劃每年將有效率的節省£368,000

Gadsdon says this is down to how the staff and customers were engaged in the design process and how Design Associate Sean Miller and design agencies think public and Cognitive Media have engaged the staff and taught them to use design techniques and manage design projects.

蓋斯頓說是因引導員工和顧客如何被涉入設計進程中以及設計協會西恩米勒和設計代理商認為公眾及認知媒體已可保證職員並教導他們如何使用設計工具和管理設計計畫。

Craig says:
„Public Services by Design has opened our eyes to how to try and do things in a quick way. We have now established a working group with design at the heart. To make the design approach sustainable and not just a one-off we want to involve a rolling selection of staff who deliver the housing service in looking for new ideas to improve it. Design may seem an upfront cost, but if you engage with it and work with people who do it well, you develop lasting skills to take forward in to other projects.

克雷格說 設計的公眾服務已打開我們如何以更快的方式去嘗試和完成事情的視野。我們現在已經可以衷心的運用設計建立工作團隊。我們讓設計更接近舒適且並不僅限只使用一次,我們想要參予職員運行的選擇使其能傳遞庇護服務尋找新的點子以改進它。設計看來可能是首要的選擇。但如果你涉入且與做的很棒的人共事,你將延續發揮的技巧並能繼續以此方式投入他項計畫。

“When you think of design you think about plastic cups, shapes of chairs or the next big innovation – however design in public services is more than that. Design provided a dialogue to shape social policy and to interact and engage with customers and staff to deliver change.”
Peter Gadsdon,
Lewisham’s Head of Strategy and Performance http://www.designcouncil.org.uk/publicsector

彼得蓋斯登
當你想到設計你想到塑膠杯 椅子的形狀或下個巨大的創新 然而設計在公眾服務並不僅止於此。設計提供一種對話去形塑社會政策去交互影響 並與顧客和員工保證以傳遞變革。

Lewisham’s Head of Strategy and Performance http://www.designcouncil.org.uk/publicsector

Case study 案例研討二

North East Improvement & Efficiency Partnership
東北促進及效率合作方案

“Using the design approach has meant that we‟ve really listened to what our customers have had to say and we‟ve tried to come up with some solutions that are actually focused around what they want, not around what we think they need."

運用設計研究意味著我們真能傾聽顧客的心聲 並且使我們積極尋求他們所需的解決之道,而不是只有我們臆測他們想要的。

Coral Hanson, Health and Fitness Manager, Northumberland County Council

諾森柏蘭郡議會 健康暨健身經理 卡羅 海森 表示

Encouraging the over 50s to use services that will help them live independent lives
鼓勵50歲以上的人使用公眾服務會幫助他們獨立生活

Adult social care faces considerable challenges in the 21st century as more people live longer. By 2022, 20% of the population will be aged over 65 and by 2027 there will be a 60% increase in the number of people aged over 85.

因人們壽命延長日趨增加,熟齡社會照護在21世紀面對更嚴峻的挑戰。至2022年 20%的人口會超過65歲,至2027年,超過85歲的人口數將會增加65%。

Adult social care project 成人社會照護計畫

The North East Improvement and Efficiency Partnership (NE IEP) is a government-funded programme that works with local authorities and their partners helping them to improve services and make efficiency savings.

東北促進及效率合作方案(NE IEP) 是一個政府與地方當局和同伴的資助計畫以共同幫助提升服務並樽節開支。

They needed to improve people‟s quality of life in the region whilst reducing spend on health and adult social care services. So they set up the „What Supports Independent Living project‟ to explore how they could encourage older people to use services that will support them to live independent lives whilst protecting front line services.

他們必須增進區域中人們生活的品質以減少在健康和社會照護的花費。所以他們設置”如何支持獨立生活的計畫”以顯示他們如何鼓勵年長者在保護前線服務時使用能幫助他們獨立生活的服務設施。

The focus is on service provision to promote physical activity in later life, such as sport and leisure facilities and informative websites, that will prevent the over 50s from becoming increasingly dependent on front-line health and social care intervention.

此項關注推展晚年肢體活動供應系統,諸如運動和休閒設備及信息網絡,這使50歲以上的長者將逐漸在第一線健康服務以及社會干預照護上獨立。

The NE IEP hope that through the What Supports Independent Living Project they can quickly identify and implement some low-cost practical actions in the region to promote the types of services which will be readily adopted by the target user group.

東北促進及效率合作(NE IEP) 希望透過”什麼是獨立生活計畫”中他們可以很快的在地區中證明和執行低成本的實際行動以在目標使用群裡推展可以使他們快速適應的服務類型。

Design opportunities 設計機會

The NE IEP realised that to overcome these challenges they needed to look at new and different ways of doing things. In the current climate, with people expecting personalised, on-demand services, they thought a design approach could help.

東北促進及效率合作(NE IEP)實現克服需關注以新的不同方式做事的挑戰。
在當前的環境,人們期待個性化的即時服務,他們認為,設計方法可能會有幫助。

„I would describe design as an inclusive process. It‟s a set of systems and tools and a philosophy that really helps to open up creativity, and helps you to look at things from a completely different perspective.‟

我將描述設計如同一個過程。他是一個制度和工具並是個能幫助開拓創意的哲學 使你從不同的觀點完整的看待事件。

Zoe Campbell, Project Manager, Adult Social Care Programme, NE IEP
NE IEP成人社會照護計畫的經理人Zoe Campbell 表示。

The Design Council‟s Public Services by Design programme appointed Design Associate, Colin Burns, as their mentor for the duration of the programme.

設計協會的公共服務的設計計劃指派設計聯會 Colin Burns 做為計畫期間的指導顧問。

„I thought Colin was great. He was really very challenging because he was quite different to the way that we‟d worked before and because his perceptions of ideas were maybe more creative and he didn‟t necessarily come to the same conclusions that we came to. So, it allowed us to think differently.‟ Coral Hanson, Health and Fitness Manager, Northumberland County Council

我認為Colin很棒。他很具挑戰性因為他以我們以前很不一樣的工作形式及因為他對理念的理解是更具創造性 他不需要得出如同我們做的結論。所以允許我們另類思考。
諾森柏蘭郡議會 健康暨健身經理 卡羅 海森 表示

Burns helped them understand how design techniques could improve existing services. Ideas were distilled into some potential design opportunities the NE IEP could pursue.

Burns幫助他們了解設計工具如何能改善已有的設施。點子將萃煉NE IEP能執行的一些設計潛能的機會。

They included: 他們總結:

— Commissioning a service design agency to better understand customers
— Designing an internal communications campaign to share best practice across the region
— Providing a way for staff to quickly try out and test their improvement ideas through prototyping

— 委任設計代理服務可更了解顧客。
— 設計是一個內部溝通活動,以分享整個地區的最佳實踐。
— 提供一個方式讓職員很快的試驗和測試標準的改進點子。

Burns helped the NE RIEP commission design research agency, Options UK, to try and identify what was stopping older people from using services such as health and leisure facilities. Options UK also explored what the successful services were doing right so they could be used as best practice examples.

伯恩斯幫助NE RIEP委託設計研究代辦處,英國商辦,試圖確定什麼造成老年人停止使用如健康和休閒設施的服務。英國商辦還探索什麼是做的最好,最成功的服務,使他們可作為最佳練習範例。
“In terms of sport and leisure we found that the biggest barrier preventing people from accessing that service was confidence. People weren‟t comfortable in the sport and leisure centre environment.” Lucy Denham, Senior Service Designer, Options UK

“就運動與休閒方面來說,我們發現,阻止人們接受服務最大的障礙是自信。人們對運動和休閒中心的環境感覺不適。”英國商辦高級服務設計師露西德納姆 表示 。

Options UK worked with communities to try and better understand why these types of barriers existed. They then came up with ideas, co-creating them with the people using the service and with staff from the NE IEP, to make it easier and more desirable for people to access the service.

英國商辦與社區合作,試圖更好地理解為什麼這些類型的障礙會存在。然後,他們想出了辦法,他們與使用者並和來自東北的NE IEP 的工作人員共同創造服務,使來接受設備之使用者更容易使用且更合意提供的服務。

Burns and Options UK helped the NE IEP try out some of those ideas in a rapid way, mocking things up and testing them for half a day or sometimes a week, to see if they would improve the number of people accessing the services.

伯恩斯和英國商辦幫助 NE IEP 用快速的方式嘗試其中的一些看法,實體將事情做出模型並用有時半天,有時一個星期的時間測試它們的東西,看看他們是否會提高使用服務的人數。

According to Campbell, traditionally they had to have a lot of evidence in order to test out ideas, so prototyping was a new concept for the NE IEP team and something they initially struggled with. But now they have found prototyping to be one of the most successful design tools they implemented. “Rather than invest a great deal of resources, time and energy into something to then find out that it doesn‟t work, we‟ve trialled something really quickly on the spot.“ says Campbell.

據坎貝爾表示,傳統上他們必須有大量的證據,以便測試出想法,所以形塑模型是the NE IEP團隊一個新的概念也是他們最初的努力目標。但現在,他們已經找到模型塑造是一個他們可以實施最成功的設計工具,。坎貝爾說:“與投入大量的資源,時間和精力到某件事,然後卻發現它無法使用之下,我們已可以很快的在現場做些運作測試”。

The impact of design設計的影響
Interest in the design approach and in involving service users in problem solving and developing the role of health trainers, helped the team attract a further £20,000 to support the project.

對設計方法感興趣及涉入服務的用戶以解決問題和發展健康培訓員的腳色,幫助團隊吸引增額的兩萬英鎊以支持該計畫。

Independent evaluation shows that the What Supports Independent Living project can expect to see efficiency gains of £1,539,500 as a direct result of using a design approach for service improvement.

獨立評估顯示,什麼能支持獨立生活計畫可以期望看到提高一百五十三萬九千五〇〇萬英鎊效率當作一個採用的設計方法改善服務直接的結果。
Campbell says: 坎貝爾說:

„Working with the Design Council has definitely given us the confidence to know how to use design tools ourselves internally, but also how we would go about procuring and getting the services of design experts to work with us. The involvement with the Design Council has allowed the What Supports Independent Living Project to go to new places that it wasn‟t going to in the first instance. And it certainly has fired up the people that were involved in it to look at the design of services in a whole new way.‟

“與設計委員會共事,很明確的給了我們信心以知道如何使用自己內部的設計工具,且也指引我們會去實現和獲取與我們合作的設計專家之專業服務。參與設計協會已經允許”什麼能支持獨立生活計畫”到那些原本無法在首次就能運作這些計畫的新地點。而且它的確引燃了參予者的熱情以全新的方式看待設計的服務。“

Become part of the next cohort 成為團隊的一份子
Who should apply? 誰需申請 ?

Places on the programme are open to public sector organisations that are committed to transforming their services and looking to do things differently to achieve this. It is of particular value to organisations delivering services that need to be more customer-focused.

這個計畫的設置對那些致力改變他們的服務和希望做些與眾不同的公眾部門組織開放以實現這一點。這是對需更加以客戶為中心的提供服務者之組織具有特殊價值的。

Public Services by Design works well for organisations who are in a multi-agency partnership such as place based initiatives, as well as other organisations like Local Authorities. To date we have worked with clients across a wide range of services including homelessness, NEETS, adult health and well-being, young offenders, children’s health, and business services.

設計協會的公共服務對多重機構如地方基礎的舉措這類組織運作良好,如地方當局等其他組織亦是。迄今為止,我們一直與遍布範圍廣泛的服務的客戶,包括無家可歸,啃老族,成人的健康和福祉,青少年罪犯,孩童保健,及商用服務業等共同合作。

To determine if you‟re the type of organisation who would benefit from design mentoring, we‟ve got a handy checklist. Have you identified a specific project that could benefit from a design approach?

要確定您是否是將能從設計的指導的組織類型受益,我們已經得到了一個便於審查的清單。你是否確定了可受益於一個設計方法的具體計畫?

Do you have clear project objectives?
你明確的計畫目標是什麼?

Are you committed to the scheme in terms of time, resources and senior level engagement?
你是否承諾投入施行的計劃的時間,資源和高層互動接觸?

Do you have a desire to provide services which are more customer focused?
你是否渴望提供滿足更多客戶關注的服務?

 

Public Services by Design 2011 年 04 月 02 日

Filed under: 未分類 — 曬蝴蝶 (vanessapsy) @ 12:25:58

設計的公共服務
Transforming services
through expert mentoring
http://www.designcouncil.org.uk/publicsector

藉由專家輔導的改造服務

About Public Services by Design
關於設計的公眾服務

The Design Council has over 65 years experience in using design to better society and the economy. We run a successful mentoring and coaching programme for public sector professionals, enabling them to innovate and deliver customer focused services.

英國設計協會運用設計以改善社會和經濟已超過65年的經驗,我們為公部門的專業人事運作成功的顧問指導和共伴計劃使他們能夠為顧客提供創新和專注的服務

Increasing customer demands and severe cut backs in funding and resources is placing immense pressure on the public sector. We need to look at new ways to solve complex service issues by thinking differently.
Public Services by Design uses experienced design mentors to transfer valuable skills, bring fresh insight and draw upon a collection of design tools to challenge thinking, provide direction and find new ways to tackle current problems.

日以繼增的客戶需求和供應削減的預算資金為公部門帶來極大的壓力,我們必須以不同思維,關注新的方式以解決複雜的服務議題。設計協會的公眾服務使用具經驗的設計輔導以轉換有價值的技巧帶來清新的識見並藉由設計工具的結集挑戰思想,提供方向和發現新的方式以應付現行問題

This programme is supported by the Department for Business, Innovation and Skills.
這計畫也獲得商業,創新和技術等部門的支持

The benefits 利益

— Meet customer expectations – design techniques play a critical role in identifying people‟s needs and understanding their behaviour. This programme will help you gain crucial insights into your customers so you can deliver services more effectively.

迎合顧客的期望 – 設計技術在辨識人們的需求並了解他們的行為扮演一關鍵角色,這個計畫會幫助你獲得對客戶關鍵性的洞察力,所以你會更有效率傳遞服務。

— Manage risk – rarely do people get something right the first time. It‟s best to test out new ideas on a small scale to ensure you allocate money effectively. Design techniques will help you to test and refine ideas quickly and cheaply before large scale investment is made.

危險管理 —確使人們在初次就將事情做好。在小範圍試行運作以更有效分配經費。設計技術將幫助你很快的測試並快速提升思想力使大型的投資決策決定前更具經濟效應

Achieve value for money and efficiency – design research methods reveal inefficiencies and barriers to service use, helping to target resources in the most efficient way. At the heart of this is about making services more attractive to the people that use them, as well as achieving better value for money for the taxpayer. It is estimated that for every £1 spent through this programme, £26 has been saved.

經費成就價值和效益 — 當設計方法對服務使用上顯示無效率和阻礙,幫助目的資源以最有效率的方式使用,就如善用納稅人的資金使其更具價值性。藉由這樣的計畫估計每花一英鎊的金錢可節省26英鎊的效益。

In addition, by going through the programme you will also get the opportunity to:
— share best practice and experiences with your Public Services by Design cohort
— be seen as an exemplar in public sector innovation
— be featured as a best practice story in Design Council media communications

除此之外,藉由計畫的運作,你也可獲得以下的機會
藉由你設計同伴的公共服務分享最好的練習和經驗
— 在公眾部門的創新如同典範被看見
— 在設計協會的媒體通訊中做最佳的示範號召劇作
Ww w.designcouncil.org.uk/publicsector

How it works

“The Design Council has definitely given us the confidence to know how to use design tools ourselves internally, but also how we would go about procuring and getting the services of design experts to work with us.” Zoe Campbell, North East Improvement and Efficiency Partnership

設計協會很明確的給我們證據去了解我們如何使用自己內部的設計工具,且也將如何去實現和獲得設計專家的服務以與我們共事。東北進步和效率的夥伴”若依 康貝爾” 如是說

Public Services by Design will build your knowledge, skills and confidence so you can deliver projects that will transform your service. Practical experience based learning will equip you with the tools needed to deliver change.

設計的公眾服務將建構你的知識,技巧和自信以使你可以實踐計畫以轉換你的服務。實際的經驗基礎學習將使你更有能力去應付變化

You’ll be assigned a Design Associate who show you how a design-led approach will help you deliver more efficiently and effectively on current projects. They’ll work with you for the duration of your project. You‟ll learn how to frame problems and manage issues, identify opportunities and lead your own design projects through practical experiences.

設計協會將分派一位能告訴你如何以設計為主導的方法幫助您提供更有效率和更有效地應對當前的項目。在你的計畫期間他們將與您共事。你將學習如何架構問題和管理議題,辨識機會及藉由練習經驗引領自己的設計計劃。

Who are the Design Associates? Our Design Associates are some of the best design managers in the UK and have led innovative projects with companies such as Virgin Atlantic, Habitat, Marks & Spencer, The Science Museum, Tate Galleries, Motorola and Sainsbury‟s. They‟ve also been helping public sector clients such as homelessness services, young offender institutions, children‟s services, place based projects and local authorities to drive forward service improvements.

設計協會是什麼樣的機構?我們在英國的設計顧問是一些最好的設計經理,並與企業領導的創新項目,如維京航空,Habitat(英國家俬),瑪莎百貨,科學博物館,泰特畫廊,摩托羅拉和桑斯伯里(英國零售)。他們也已幫助公共部門的客戶服務,如無家可歸者,青少年罪犯院所,而兒童服務,機構基礎設置計畫和地方當局來推動改善服務。

The Team
Public Services by Design cuts through service silos and hierarchies within organisations, from Heads of Service to frontline staff, enabling the whole project team to develop new skills, improve performance and learn new techniques and tools to approach service improvement.

設計協會的公共服務阻斷服務庫資及組織的等級限制,從服務中心主任到前線服務人員,促使整個計畫團隊開發新技術,提高性能和學習新技術和工具,以改善服務的方法。

All applications need to be supported by a core team of a Project Manager and Project Sponsor.
The Project Manager will work with our Design Associates and be responsible for shaping the project and keeping the team motivated throughout the process. It is expected that they will be able to make key decisions, including final sign off and responsibility for budgets. The Project Sponsor is normally at Chief Executive or Head of Service level of seniority. Their sponsorship and support of the project is essential to enable transformation to take place.

所有的申請需要由一組計畫經理和計畫贊助商核心團隊支持。
計畫經理將與我們的設計顧問合作,並負責型塑工程,激勵團隊以保持整個計劃過程運作。預計,他們將能夠作出關鍵重大決定,包括最後簽署和預算責任。計畫倡議者通常是項目承辦單位一般為管理長官或主管資歷級的服務水平。他們的贊助和支持是使轉變發生必不可少的項目。
The process from start to finish
Design mentoring takes place over a period of six to ten months.
設計指導進程需超過六至十個月的醞釀過程。

A Project Manager from your organisation will be needed to commit to at least eight sessions during this time to oversee the delivery of tangible design projects, with other members of your team, key internal stakeholders and suppliers being engaged in workshops, with the Design Associate and with the final design project where appropriate. Your appointed Project Manager will be responsible for shaping the project and keeping the team motivated throughout the process. It is expected that they will be able to make key decisions, and take responsibility for budgets and final sign off.

您組織的計畫經理由將需要承諾在此期間至少八節監督交付有形設計項目,並與其他成員的團隊,主要是內部利益相關者和供應商參與研討會,並與設計協會與適當情況下最終的設計方案。您指定的計畫經理將負責該項目形成和保持團隊激勵整個過程。預計,他們將能夠作出重大決定,並承擔責任的預算和最後簽字。

You will need to appoint a Project Sponsor to commit at least three days over the same period to be accountable for the progress of the project. A Project Sponsor is often a Chief Executive or Head of Service. Their sponsorship and support of the project is important to enable possible transformation to take place.

您將需要指定一名項目贊助商承諾至少三天在同一期間,負責對計劃進展情況。一項計劃倡議者通常是行政長官或服務主管。他們的贊助和支持是非常重要的項目,使可能發生轉變。

Ongoing mentoring support 顧問支援進程

Procure Creative resources 獲得創作資源
Identify challenges 辨識挑戰
Align team 集結團隊
Frame opportunities 架構機會
Get it done 完成計畫

Throughout the process and once it is finished, you will get the opportunity to network with your cohort, sharing best practice and experiences. This Alumni group will also give you access to designers and Design Associates that have worked on Public Services by Design.

整個過程期間中及一旦完成,你將有機會獲得在您的網絡中分享最佳做法和經驗。這個實作學習體組也將給您進入訪問設計師群及參予公共服務的設計聯會。

http://www.designcouncil.org.uk/publicsector http://www.designcouncil.org.uk/publicsector