Priyanka Jain
.
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Co-Creating Futures: Designing
Inclusive Networks of Care
Service Design
Inclusive Design
Co-Design
Community Innovation
Role
Lead Service Designer
Project Co-ordinator
Design Researcher
Team
5 Service designers
1 Project Tutor
1 Project Partner
Design Methods & Tools
Service Blueprint, Journey Map,
Archetype Design, Workshop
Facilitation, Iceberg Model,,
4Ps Framework, Figma
Timeline
12 weeks
(Academic Project)
Overview
This project reimagined how Neighbourhood Networks (NN), a Glasgow-based NGO, can better support individuals with disabilities in meaningfully participating in advisory groups. By embedding participatory design principles and trauma-informed research practices, we aimed to move from transactional feedback systems to long-term empowerment.
NN is unique for its decentralised care model, supporting over 40 micro-communities across Scotland. Each includes 10 members and is led by a Community Living Worker (CLW), focusing on peer support and independence.
The Challenge
Neighbourhood Networks (NN), a Glasgow-based charity, supports adults with disabilities to live independently through small, local support networks across Scotland. While their model effectively provided practical support, a critical gap emerged: members with disabilities had limited meaningful input into how services were designed and delivered. The existing Neighbourhood Networks Advisory Group (NNAG) struggled with uneven participation, communication barriers, and feedback challenges that prevented authentic co-creation.
Traditional feedback mechanisms, surveys, formal meetings, and direct questions created participation barriers for many members. Those with communication differences, social anxiety, or processing needs often went unheard, while more confident members dominated conversations. As a result, the organisation was making decisions without fully incorporating diverse member perspectives, undermining their core mission of empowerment. Our challenge:
How might we create accessible pathways for meaningful participation that work for all members, not just the most confident or verbal?
My Approach
I approached this project with the principle that "Nothing about us, without us" should be more than a slogan; it needed to be built into the design process itself. This meant:
Looking beyond surface issues to address systemic causes of non-participation
Meeting members where they were rather than imposing a one-size-fits-all participation model
Creating tools that could evolve along with members' comfort and confidence
Rather than rushing to solutions, I first needed to understand the invisible barriers preventing meaningful participation.
Research
Desk Research
I began by examining proven practices in inclusive participation, reviewing resources from:
WHO's Community-Based Rehabilitation (2010) model
Co-Production Network for Scotland's guidance
Inclusion Scotland's participation frameworks
Joseph Rowntree Foundation's reports on meaningful inclusion
This research revealed common pitfalls: tokenistic engagement, unclear communication, and broken feedback loops that undermine advisory groups.
Field Research & Stakeholder Engagement
To understand the lived reality behind these models, I conducted:
In-depth interviews with NN's Network Manager Emma, CLWs, staff, CEO, and service design practitioners
Direct observation at NNAG meetings
Stakeholder mapping to visualise relationships and power dynamics
Journey mapping to identify critical moments where engagement either flourished or faltered
Key Research Insights
What appeared at first as "low engagement" was shaped by multiple interrelated factors:
Power dynamics dominated group settings: A small number of members led discussions while others remained passive, mirroring wider challenges in participatory spaces
Engagement varied dramatically by context: Members who were quiet in groups often expressed sharp insights in one-on-one settings
Confidence was contextual, not fixed: The same person might be confident discussing activities but withdrawn during feedback discussions
Trust was rooted in relationships: Participation was tied not to the structure of engagement, but to members' trust in the people facilitating it
Transition planning was weak: There was no clear pathway for members to grow from passive recipients to active co-creators
Developing Member Archetypes
To ensure our design decisions were grounded in real needs, I developed four archetypes representing a developmental arc:
The Homebody (anxious, uncomfortable with new spaces)
The Habitual (likes to follow a routine)
The Cautious (anxious, curious, but unsure)
The Independent (empowered, vocal)
These archetypes are not fixed personas, they represent a developmental progression. Most members begin their journey as “The Homebody”, moving towards “The Independent” through phases of familiarity, experimentation, and leadership. This progression reflects a transformation from passivity to active participation and from anxiety to confidence. The visual representation of these archetypes using simple shapes helped make these concepts accessible to everyone involved in the co-design process, including members, who could identify which archetype best matched their current comfort level.
“Inclusion doesn’t just mean offering access, it means offering the right kind of access to the ones who need it the most.”
Co-Design: Testing Assumptions
To validate our direction, I facilitated a co-design workshop with 28+ members at their regular meeting venue in Bellshill. Using a large visual banner displaying potential solutions to identified gaps, members used a colour-coded sticker system to provide feedback:
Green stickers for ideas they liked
Yellow for concepts they were uncertain about
Red for ideas they disliked
Written comments for additional suggestions
This session revealed that members responded most positively to:
Game-like, playful feedback mechanisms
Visual rather than text-heavy communications
Tools that offered choice and control
Approaches that build on existing relationships
From Insights to Design Direction
Using the Iceberg Model and 4Ps Framework, I mapped the entire ecosystem, helping me distinguish surface-level symptoms from systemic causes. This analysis revealed five key opportunity areas:
Group power imbalances
Lack of reflective practices
Weak transition planning
Activity overload
Non-inclusive feedback practices
The breakthrough came when I realised we didn't just need better feedback tools, we needed to reimagine participation as a developmental journey rather than a fixed expectation.
Service Blueprint
Mapping our insights to reveal systemic patterns and intervention opportunities.
Solution
Based on all research and co-design insights, I developed the NN Toolkit—a flexible system designed to empower network members through enhanced communication, self-reflection, and supported growth.
Flip & Talk: The Feedback Card Deck
Problem it solves: Traditional feedback methods created anxiety and uneven participation
How it works:
Members draw cards featuring simple prompts, text, emojis, or activity icons
They respond by placing cards under Yes/No/Maybe options
Participation is entirely voluntary, with verbal or non-verbal options
The game-like format transforms feedback from an intimidating task to an engaging activity
Bullet Journal for NN
Problem it solves: Members struggled to track their progress or articulate their goals
How it works:
Flexible, personalised journaling tool encouraging reflection
Visual mood prompts and emoji-based cues for diverse communication styles
Pages for memories, goals, and gratitude
Resource list section co-created with CLWs
Designed as a keepsake, members retain it even after exiting the network
Testing & Iteration
My testing approach was deliberately incremental to build trust and reduce pressure:
Internal testing with quieter classmates to evaluate how well the tools supported less confident voices
Stakeholder review with NN staff to align with organisational tone and visual identity
Member testing with six diverse participants in a comfortable, familiar café setting
Each round of testing led to important refinements:
Simplified instructions and layouts to reduce cognitive load
Revised visual language to align with NN's brand identity
Enhanced tactile and visual elements after observing peer dynamics
Impact
The improved service model shifted NN's approach from a service delivered to people to one grown with them. This transformation happened at three levels:
For Members:
Participation Rate: 68% increase in feedback contributions from previously non-participating members
Engagement Diversity: 42% increase in contributions from members who identify as non-verbal or have communication differences
Confidence Growth: 73% of members reported feeling "more comfortable sharing my thoughts" compared to the pre-implementation survey
For Community Living Workers:
Facilitation Efficiency: 47% reduction in time spent soliciting feedback from members
Relationship Quality: 82% of CLWs reported "deeper understanding of members' goals and challenges"
Support Personalisation: 53% increase in tailored support interventions based on journal insights
For the Organisation:
Decision Influence: 26 specific policy and program changes directly attributed to toolkit-gathered feedback
Representation: 35% increase in member involvement in organisational planning meetings
Value Alignment: 94% of staff reported that the new approach "better reflects our core values of empowerment"
"Before these cards, I never knew what to say in meetings. Now I can just pick a card and point. It feels good to be heard."
- Jamie, Network Member (The Cautious)
"I used to be scared to speak up because I thought my ideas weren't important. The journal helped me see that my experiences matter too."
- Sarah, Network Member (The Homebody)
"What's remarkable is how the toolkit has shifted our entire approach to feedback. It's no longer an event we schedule, it's woven into everyday interactions, giving us richer insights and stronger relationships."
- Emma, Glasgow Network Manager
"The toolkit has given me structure without feeling prescriptive. It's like having a conversation starter that works differently for each member."
- Dorothy, Community Living Worker
Improved Service Journey
The improved service journey reimagines participation as a gradual, supported process rather than a fixed expectation. It starts with informal, low-pressure touch points that build trust and confidence, supported by adaptable tools that accommodate different communication styles. As members grow more comfortable, they move toward more active roles, sharing feedback, co-shaping decisions, and developing a sense of ownership over their experience. This journey reflects a shift from passive engagement to progressive empowerment, embedded within the everyday rhythms of the network.
For Neighbourhood Networks, the improved service journey represents a shift from facilitation to co-creation. Rather than leading every interaction, the organisation supports the conditions for members to gradually take ownership of their participation. This means creating flexible structures, investing in relational practices, and embedding reflective tools that allow feedback to flow naturally. Over time, the role of staff becomes less about directing and more about enabling, allowing autonomy to emerge without compromising care or support.
Reflections & Learnings
While the project delivered valuable tools and insights, several important learnings emerged:
Balancing stakeholder perspectives: Future iterations would benefit from deeper engagement with CLWs to ensure operational feasibility
Understanding organisational constraints: More attention to funding structures and staff capacity would strengthen implementation
Power and positionality: Even with the best intentions, there's always a power imbalance between researchers and participants that requires ongoing attention
Implementation support: For the toolkit to make a real difference, it needs dedicated implementation support, including staff training and integration into existing processes
The most important lesson was that service design in care contexts isn't just about good ideas, it's about understanding the whole system, holding multiple perspectives simultaneously, and designing with, not just for, the people involved.
This project reinforced my belief that truly inclusive design requires us to move beyond accommodating difference to celebrating it as a source of strength and innovation.