The first workshop consisted of a co-design activity where we asked participants to familiarise themselves with the double-diamond model and build on it to create a unique model for their own needs. This required co-design as an effective method because the short timescale did not allow us to possess an extensive knowledge of the Local Councils and their communities, proving the Governments knowledge invaluable. Due to our limited timescale and budget we did not have the opportunity to work with the Local Councils themselves which would have been ideal, but we built in room for iteration of the model to allow for adaptation.

The second set of workshops was centred around training the Government officials in how to deliver and implement the formal approach within the Local Councils efficiently and effectively. We did this by rapidly prototyping scenarios in which the Local Councils could need to apply the formal approach to.

The initial workshop proved invaluable to our learning process, it allowed us to gain a rapid understanding of the needs and current methodologies of the Local Councils and how to best communicate the new formal approach to them. It also encompassed a human-centred design approach by putting the needs of both the Local Council workers and the communities they work with at the forefront of the approach.

The resulting adapted and expanded double diamond framework with scope for iterative ideation and process and set of guiding principles and mindsets were then delivered to the Government by means of training workshops which allowed them to understand how to apply the framework and subsequently how to train Local Councils to apply the framework. This was key to the success of the objective of bringing Human-Centred Design thinking into Local Councils as they needed to correctly, efficiently and effectively understand how to utilise the framework and therefore HCD thinking in their work with their respective communities.

Working with a Local Government allowed me to understand the real-life barriers civic employees face when attempting to bring design thinking into the civic space. It also allowed me to understand how design can be used to ‘fill the gaps’ where other methods of community engagement have failed.

Because of the strict boundaries of the project, I had to learn how to work within both a short timeline and a tight budget. This resulted in a quick paced project with very little room for deviation. I had to ensure I was very regimented with my time and kept to a very clear project plan that myself and my manager created.

Working with a Government that was not in the USA was also a valuable learning curve. Understanding the varying bureaucracies that other governments face and quickly adapting to them was imperative to the successful delivery of the project.