A step-by-step guide to co-design
How to deliver an effective co-design process
If you've read up on the basics of co-design and its core elements and principles, you might be wondering about practical implementation and what co-design looks like in reality.
People often associate a 'good' co-design process with a positive game-day experience, i.e. people came together, had meaningful conversations, collaboratively designed solutions and left feeling fulfilled.
But this is only the tip of the iceberg. Beneath a carefully planned and executed co-design session lies a purposeful process designed to achieve specific results. And let's not even get into how an organisation prepares for this process (...but if you are interested you can read more about organisational co-design readiness here).
Above is an overview of what an effective (yet flexible) co-design process looks like. Based on our team's plethora of experience in the co-design space, we'll take you through seven core components of any co-design process and briefly introduce each one. You'll also find blogs linked throughout to give you even more detail about a specific component.
An effective co-design process is structured but flexible and adaptive
At Beacon Strategies our approach to co-design has evolved over time and is informed by leading frameworks like Experience-Based Co-Design (EBCD) and Human-Centred Design (HCD).
We are big fans of using the 'double diamond' as a framework to guide our co-design efforts.
Initially, the double diamond consisted of four phases—discover, define, develop and deliver–but has grown with an additional phase called 'align', and being project governance nerds we've added a phase to the start of the process called 'manage'.
The double diamond follows a process of divergent and convergent thinking to move from the problem space to the solution space.
The Double Diamond Framework
A typical co-design process is generally undertaken sequentially; manage, align, discover, define, develop and deliver. However, it is common for a co-design process to either change course or double back as new information arises.
When embarking on your co-design process, you will likely find new insights along the way that will steer the project focus in a different direction – which is to be expected.
The question you need to ask is how, as a co-design facilitator, will you adapt to change and bring everyone else involved on that journey with you, while also maintaining the confidence of project sponsors.
What does a typical co-design process involve?
As mentioned earlier, a typical co-design process using the double diamond framework consists of six phases:
Manage: setting the foundations for success through establishing good governance, using agile project management and transparent communication.
Align: understanding project context and making best use of existing knowledge, data and research through desktop research.
Discover: identifying and exploring challenges, frustrations, barriers, and understanding why they exist.
Define: defining what the problems are from multiple perspectives and identifying what people need.
Develop: exploring and testing potential solutions that respond to defined problems and needs.
Deliver: refining and preparing solutions for implementation.
What does this look like in practical terms?
Practically, across each of the phases outlined above you and your team undertake a co-design process through the following core co-design activities:
Establishing good project governance
Undertaking desktop research
Engaging with co-design participants
Developing service model prototypes,
Seeking feedback from stakeholders external to the process
Preparing for implementation, and
Developing reporting and communication products
The seven core co-design activities can occur in various orders depending on the co-design framework you choose. They may sometimes overlap or proceed one at a time. The outcome of each activity will be brought back to a project steering group or similar to make sense of, which will then shape the scope and the sequencing of the next activity.
The seven core co-design activities in more detail
Establishing and maintaining project governance
We believe that the success of an effective co-design process is directly related to how the project is formed and governed. This shows up in three essential attributes: project governance arrangements, agile project management, and transparent communication.
Project governance arrangements
Effective governance arrangements should be established from the co-design project's outset. Most commonly, project governance involves establishing a project steering group to steer the project, interpret findings, plan the next steps, and advocate for the project outcomes. Additionally, a 'good' project steering group should comprise several perspectives including the funder, service provider, key stakeholders (representing the interests of people effected by the co-design process) and most importantly lived experience representatives. Although they tend to be, project governance structures don't have to be 'fixed' and they can evolve to suit the project's changing needs.
Agile Project Management
An agile approach is essential for co-design. While planning is important, your initial plans will often change, making rigid timelines and over-planned methodologies redundant. Yes, planning is important. The act of planning forces you to think about possible scenarios ahead of time which is a good thing. Co-design however has a knack for changing your plans, particularly plans created too far in advance. The act of using agile project management principles in co-design works. Plan in detail the activities that are about to happen. As you discover more and other activities draw near, do more detailed planning.
Transparent Communication
Clear communication with various stakeholders, such as participants, funders, and partners, is vital at different stages of a co-design project. Transparent and timely communication ensures everyone is aware of the project's status and emerging developments, reducing the chance of surprises.
Undertaking desktop research
Co-design doesn't mean starting from scratch. Desktop research is useful in many ways to build an initial knowledge base as a starting point, enabling participants to add their own perspectives and experiences. The goal is to build upon existing knowledge to inform participants, without predetermining the outcome.
Various kinds of desktop research can enrich a co-design process at different stages. These could include:
Strategic and operational context: understanding the broader landscape helps in situating the project.
Funding environment: knowing available resources and limitations is key to realistic planning.
Data analysis: reviewing demographics, needs, and the scale of the issue can guide priorities.
Academic research: this helps to incorporate best practices into the co-design process.
Comparable models: learning what has succeeded elsewhere can offer valuable insights.
Each of these elements has its own role in shaping the co-design process. For a more detailed explanation on how to conduct each type of desktop research, read on here.
Engaging with co-design participants
Engaging with co-design participants is the cornerstone of co-design. True co-design often emerges from deeper interactions within small groups, a phase where invaluable insights bubble to the surface. At Beacon Strategies, we utilise established co-design techniques to thoroughly understand the needs and challenges of those with lived experience but also broader perspectives like professionals and funders.
Engagement with co-design participants typically involves running a series of activities like surveys, interviews, focus groups, meetings, and workshops to understand people's specific issues and experiences. This usually prioritises the exploration of lived experience first but also extends to various other perspectives such as service provider, clinician or community member. Subsequent workshops then explore and collaboratively develop potential solutions.
Given its importance, this phase is typically the most resource-intensive part of the co-design process. However, the effort is well justified given its crucial role in shaping the project's outcomes.
Developing service model prototypes
In a co-design process, the development of service models is an ongoing, iterative endeavour rather than a 'big reveal' at the end. The process of developing a service model usually comprises several steps whereby a tangible service model is developed and then tested with stakeholders.
The form that service models take can vary widely depending on the program or service you are designing. Whether it is through journey maps, program logics, or service blueprints, the choice of visualising a service model should match with the project's specific goals and objectives.
Given the pivotal role that the iterative development of service models plays in a successful co-design process, investing time and resources in this stage is highly worthwhile. (but note, it can take longer than expected).
Seeking feedback from stakeholders external to the process
While direct engagement with co-design participants focuses on intensive interactions with a small group, seeking feedback from stakeholders external to the co-design process serves as a complementary approach, expanding the conversation to a broader audience.
This broader engagement is vital for gathering varied perspectives, which validate and enrich the co-design process. Methods such as surveys, interactive webinars, and town halls can be used to connect with stakeholders who are not directly involved in the co-design process.
By seeking feedback from stakeholders external to the process, you'll open up avenues for external input, adding layers of validation and credibility. This diversity of feedback serves to refine the co-design outcomes, making them more robust. The inclusion of a broad range of stakeholders ensures that the co-design process is not insular but is informed by many stakeholder perspectives.
Preparing for implementation
Co-design often focuses primarily on identifying issues and conceptualising solutions. However, the journey doesn't stop there; it should naturally extend into the implementation phase (planning for implementation at the minimum).
Once a co-design process concludes and a solution is developed, detailed planning is essential for transforming these insights into actionable steps. That's where the organisations that fund or deliver the program or service play a crucial role — they take responsibility for evolving the project from issue identification to solution development and, finally, to implementation.
Close collaboration with stakeholders is crucial to ensure this progression is as seamless as possible. This partnership involves interpreting the outcomes of the co-design process, refining service models based on these insights, and conducting additional research where needed to address any knowledge gaps. This thorough approach assures that the co-design findings are not just theoretical but are translated into practical, implementable models.
Developing useful co-design reporting products
In co-design, you'll need to develop and distribute use reporting products throughout the process. It's important to tailor these reports to meet the specific needs of a variety of audiences, whether it's for designing new services, reworking existing ones, or guiding commissioning. These reports aren't just documents; they offer insights regarding what was learned during the co-design process and how these insights can be put to good use.
Different stakeholders might need different levels of detail. Some may benefit from a detailed report for a thorough understanding, while others might prefer a summary for quick insights. By offering reports in various formats, you make sure everyone can access and use the information effectively.
Remember, while developing reports at the conclusion of a co-design process is generally expected, you'll need to to develop meaningful reporting products throughout a process to bring everyone along the journey.
Co-design is a journey
In wrapping up, an effective co-design process is more than just a well-facilitated session. It's a journey, often non-linear, that involves multiple components and stakeholder inputs. At its core, effective co-design is adaptive and agile, grounded in lived experience and expert knowledge.
The seven components, ranging from establishing project governance to reporting, serve as the backbone of this multi-faceted approach. They don't merely aim for solution generation but are equally invested in shaping robust, implementable models. If your next co-design process is to truly impact how health and social services are delivered, it must be comprehensive yet flexible, thoughtfully planned yet open to change.
Learn more through our co-design course
Ready to transform your approach to program and service development? Our comprehensive online course in co-design offers vital insights and practical guidance to enhance your skills. Whether you're in government, a not-for-profit, a health service, a consultancy, or a university student, this course is tailored for you.
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To dive deeper into co-design and ensure your projects are set up for success visit Beacon Strategies Co-design homepage. Get started now by visiting beaconstrategies.net/co-design.
