03 The Outcome
From the two workshops we held, the teams developed and tested three ideas with potential users of future Power to Change programmes.
- Idea 1: Building trust and onboarding. This involves ongoing connection through physical interaction, described as ‘The Hub’.
- Idea 2: Creating a clear plan for applications that aren’t successful through a ‘BootCamp’ model for applications that have potential but need help.
- Idea 3: A platform that can support individuals and community businesses to feel confident and create transparency when going through the PTC programme.
Climate Labs tested all three ideas at a high level as one continuous journey throughout the programme. Interviewing participants provided an understanding of the needs and past experiences of underrepresented communities, as well as factors impacting their climate action and local communities.
Throughout the design process, the different inputs provided a better understanding of the complexity of the agendas and how the people involved experience them. This led us to the following conclusions:
1. Time and space are needed
Working on projects focused on climate action is the result of a community process that requires deep involvement and continuous learning. Therefore, having the space and the time to develop ideas is crucial, resulting in the increased importance of funding these processes. Even when there are projects underway, there are often difficulties when trying to frame local initiatives within the parameters of any given program.
2. Building capacity is linked to building trust
A key aspect within the report was the need to build capacity within communities, seeking to modify the passive and traditional role that an applicant to the program might take. Although capacity building within communities is essential to generate autonomy in their transformation processes related to climate action, trust between the participants and the organisation is essential to generate community-led transformations.
3. Minoritised communities are diverse and complex
Understanding the complexity that surrounds minoritised groups requires an intersectional approach. This allows us to identify the different aspects related to each group. We also identified people with varying disabilities within this category. This transforms and broadens the design and parameters of the program to make it highly accessible.
4. Sharing good news and case studies of exemplary projects
Sharing case studies help drive impact. This allows communities to learn from each other. Storytelling can be an active role for the ambassadors of exemplary projects. This is part of the 4 characteristics of the Design Council’s Systemic Design Framework. However, it will require planning and funding.
5. The need to continue prototyping
Co-designing with key community participants can be a quick and lean process to learn and build propositions. Therefore, this method is key to informing new mechanisms for programmes.
04 THE IMPACT
Although this programme is mainly in the inception stage, having begun towards the end of 2022, the goal is to see the implementation of a more regenerative system within PTC. The programme encompasses three main aspects – purpose, eligibility criteria, and the process for receiving support. These aspects cover the actions needed, funding format, profiles of community businesses, and how funding takes shape.
The Service Blueprint entails information on how components of the programme work to benefit communities businesses. The components we considered include what participants use the funding for and how. The Service Blueprint covers the process of receiving support from the launch to the end of the programme.
The As-is Service Map
The current service map for programmes within PTC breaks down key steps that involve funders, Power to change, and the community leaders applying for grant funding. In this project, we drafted a map of the desired future programme to support underrepresented community leaders.
The to-be future Service Map
The information captured for the to-be future service map came from the outputs of the two co-design sprints, stakeholder interviews, Powering Up insights, user testing interviews, and other Power to Change documents. Due to the nature of this project, the physical impact of the Climate Action Programme can only be measured months or even years after it has been implemented.