A Service Design Model for Academic Non-Profit Organizations

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A Service Design Model for Academic Non-Profit OrganizationsThe Service Experience of The Ohio State University’s Council of Graduate Students

Thesis Candidate

Allen J Cochran

(513) 549 [email protected]@osu.edu

www.allenjcochran.com

Advisors

Dr. Peter Kwok ChanDr. Elizabeth B.-N. SandersR. Brian Stone

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ContentsResearch Question XXXAbstract XXXArgument XXXNeeds of Students XXXOrganizational Chart XXXAudience XXXUser Scenarios XXXExperience Cycle Diagrams XXXPrimary Research Direction XXXMethodology XXXSales vs. Experience Cycle XXXIndex of Touch Points XXXReferences XXX

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Research Question

How can university student governance bodies utilize a service design framework to provide a more translational student experience?

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Abstract

In school, students learn theory that they will use in the professional world. They need ways to apply theories to better understand the impact those theories have on professional practice. Student organizations offer year-round opportunities to do this, thus they offer a variety of practical services to the student body. Because student organizations offer these opportunities, there is a place for designers in the organizations. Just as professional designers are now designing services for profit driven corporations, they can also apply those concepts to not-for-profit academic groups like student organizations.

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AbstractOverviewStudent organizations provide an a semi-professional outlet for students to participate in. Student organizations offer opportunities extra-curricularly for students to practice the theories they are learning in their courses, opportunities to do transdisciplinary work, and engage in projects that may help build their experiences and professional resume. Ultimately, students who participate in activities outside the classroom, are more prepared for the professional world because they have taken time to apply their knowledge rather than to simply absorb it in the classroom. Student governance organizations are one such outlet for extra-curricular involvement. Student governance organizations not only provide opportunities to provide direction and leadership to a specific body of students (undergraduate, graduate, and/or professional students) but also, in many instances, provide opportunities to govern other aspects of student involvement (as in the student governments that govern a university student organizations). Like all governance bodies, student governments provide a service to their constituents as mentioned above. These organizations advocate

on behalf of their constituents, provide support for issues that affect students, and legislate to produce enforceable action for their audiences. But as with all government bodies, if the services provided at not clear, well advertised, or thought of as a whole system of interaction with a certain group of constituents, the success rate and impact of those services is greatly lessened. In effect, the audiences does not understand how to participate in those services, recommend those services to others, or rely on those services for support when needed. This, then, becomes an opportunity for design to engage such organizations and offer guidelines for how to make those services better. The opportunity becomes a service design project.In order to better understand, service design must first be defined.

Before even that, however, the exact definition of a service must be clearly stated.•What is service design?•What impact does service

design have in general?•What impact does service

design have on a student governance body?

•How do the needs of for-profit and not-for profit services differ?

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Argument

Students need outlets to applied the theory they learn

Student Organizations offer outlets for students to apply that theory

This outlet is a service to universities and students alike

Service design frameworks can offer ways for those organizations to be more strategic with those services

To date, service design has been largely applied to for-profit. This is an opportunitie to apply it to non-profit, student organizations

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Needs of Students

Self-Actualizing

Esteem

Social

Security

Physiological

Maslow’s Heirarchyof Needs

1942

= 1000 students = 1000 students

Physiological NeedsThese include the most basic needs that are vital to survival, such as the need for water, air, food and sleep. Maslow believed that these needs are the most basic and instinctive needs in the hierarchy because all needs become secondary until these physiological needs are met.

Security NeedsThese include needs for safety and security. Security needs are important for survival, but they are not as demanding as the physiological needs. Examples of security needs include a desire for steady employment, health insurance, safe neighborhoods and shelter from the environment.

Social NeedsThese include needs for belonging, love and affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups.

Esteem NeedsAfter the first three needs have been satisfied, esteem needs becomes increasingly important. These include the need for things that reflect on self-esteem, personal worth, social recognition and accomplishment.

Self-actualizing NeedsThis is the highest level of Maslow’s hierarchy of needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential.

Graduate Students Undergraduate StudentsPlease note that this map repre-sents students at The Ohio State University Only.

Academic Requirements

Campus Access

Direction

Exploratoration

Expert References

Continued Affirmation

Career Direction

Structure

Guidance

Funding/Financial Aid

Class Size

Incentives

Support

Proactive Behavior

Independence

Leadership

Reliance on Others

Social Connections

Restricted Freedom

Resources

Self-efficiency

Mentors

Freedom

Professional Development

Advising

Academic Requirements

Campus Access

Direction

Exploratoration

Expert References

Continued Affirmation

Career Direction

Structure

Guidance

Funding/Financial Aid

Class Size

Incentives

Support

Proactive Behavior

Independence

Leadership

Reliance on Others

Social Connections

Restricted Freedom

Resources

Self-efficiency

Mentors

Freedom

Professional Development

Advising

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Organizational Charts

Senior VP of Leg. Aff. & Gen. Counsel (Chris Culley)

Senior VP of Plan. & Spec. Asst. to Pres.

(Jeff Kaplan)

Ohio Board of Regents

OSU Board of Trustees

OSU President (E. Gordon Gee)

Exec. VP & Provost (Jos Alutto)

Board Secretary (David Franz)

University Senate

Asst. to the Pres. & Dir. of Op. (Kate Wolford)

Counselor to the President (Herb Asher)

Senior VP of Development (Peter

Weiler)

Senior VP of Gov. Relations (Curt Steiner)

Senior VP of Univ. Comm

(T. Katzenmeyer)

Senior. VP of Health Sci.

(Steve Gabbe)

Senior VP of Outreach & Engage.

(Joyce Beatty)

Senior. VP of Alumni Relations (Archie Griffin)

Senior VP & CFO (Geoff Chatas)

CEO of Cancer Program

(Michael Calguri)

VP & Exec. Dean of Health Sciences

(Chip Souba)

Assoc. VP & Ath. Dir. (Gene Smith)

VP & Stud. Enroll. & Planning

(Dolan Evanovich)

VP of Human Resouces (Larry Lewellen)

VP of Ag. Admin. (Bobby Moser)

VP of Research (Caroline Whitacre)

CIO (Kathleen Starkoff)

Academic Support Units & Deans

VP of Student Life (Javaune Adams-Gaston)

Area of Interest

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Interprofessional Council

Council of Graduate Students

Ohio Board of Regents

OSU Board of Trustees

OSU President (E. Gordon Gee)

Exec. VP & Provost (Jos Alutto)

Undergraduate Student Government

VP of Research (Caroline Whitacre)

CIO (Kathleen Starkoff)

Academic Support Units & Deans


~ 3,200 Students~ 11,000 Students ~ 41,000 Students

MedicalDentistry Law PharmacyVeterinary Optometry

Representing

Area of Interest

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~ 11,000 Students

Academic Relations

150 Delegates

10 University Senators

Student Trustee appt’d to the University Board of Trustees

President Vice President Secretary Treasurer

Communications & Info. Technology

DIISC (Diversity & Inclusiveness)

Governmental Relations

Health & Wellness

Outreach & Engagement

SERC (Sustainibility & Environment)

Faculty Advisor

Chief of Staff

Social Events Chair

Senate Advisory

Hayes Research Forum

Organization & Elections

21 Senate Committees 5 RGC Committees

35 University Wide Committees

Ray Travel Award Committee

Area of Interest

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Organizational Charts Area of Interest

Interprofessional Council


Undergraduate Student Government

~ 3,200 Professional Students

~ 11,000 Graduate Students

~ 41,000 Undergraduate

Students

Representing

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Audience

Graduate Students

Council Delegates

University Leadership

Students entering graduate programs in 2009 totaled more and 13.8 million students across the United States.

At The Ohio State University this number is approximately 13,000 graduate students, both male and female in all departments with graduate programs.

At The Ohio State University, the Council of Graduate Students are elected from more than 123 programs offering graduate degree tracks.

Depending on the approximate size of the department this means there are, at any one time, an approximate total of 150 Council Delegates representing the total 13,000 graduate students.

University leadership represents any person in direct control of the university, college, department, or group of students (such as graduate advisors).

While no hard statistics can be found about this number, the approximate total is between 275 - 325 leaders across The Ohio State University in all graduate degree track programs.

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User Scenarios Graduate Students Current

DescriptionStudents for one reason or another have sought our participation in the Council of Graduate students

Group DynamicPersons included in this group, like general students, are graduate (masters or doctoral) students studying in specialized fields.

GoalTo understand the services that the council provides and to execute those services to the best of their abilities.

ChallengesUnderstanding the council to a degree that would encourage advocacy to the general public at large.

Ideal Distribution of Touchpoints

Graduate students should have a gradual introduction to the benefits and touchpoints of the Council of graduate students. At a certain point in their graduate careers, this amount of knowledge should plateau and continue

at that level until towards the end of their education. Following it will reduce and then should slowly build back up as they are approached to support the university.

Delegate Elections

Delegate Meetings

Give-aways

Involvement Fair

Organization Offices

OSU Administration Connections

OSU Administrative Meetings

Scholarship Opportunities

Standing Organization Committees

University Committees

Welcome Week

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User Scenarios Graduate Students Potential






Graduate students should have a gradual introduction to the benefits and touchpoints of the Council of graduate students. At a certain point in their graduate careers, this amount of knowledge should plateau and continue

at that level until towards the end of their education. Following it will reduce and then should slowly build back up as they are approached to support the university.

Delegate Elections Delegate Meetings

Give-aways Involvement Fair




Scholarship OpportunitiesStanding Organization Committees


Welcome Week

Case Studies

Connect through Departments

Connect Through Email

College Presentations

Donations

Event Co-sponsorship Gatherings & Networking

General Advertising

Inter-collegiate RelationshipsLatern Articles

Officer Appearances Regular / Annual Events

Repeat Scholarship Applicants

Targeted Advertising

Useful Resources

Website

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User Scenarios Council Delegates Current






Council Delegates should have a rapid and extensive introduction to the Council over a very short period of time. Once they have been essentially trained and introduced to the Council, their knowledge should plateau and continue throughout their graduate careers. Their knowledge may increase in other areas of the university and certainly they will identify more effecient

ways to work within the Council itself, but there is only so much to know about the Council. Towards graduate they will dissassociate with the Council to finalize school work. Post-graduation they should have a rapid increase of knowledge as they are asked to represent and support the university.

Delegate Elections

Delegate Meetings

Give-aways

Involvement Fair







Welcome Week

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User Scenarios Council Delegates Potential






Council Delegates should have a rapid and extensive introduction to the Council over a very short period of time. Once they have been essentially trained and introduced to the Council, their knowledge should plateau and continue throughout their graduate careers. Their knowledge may increase in other areas of the university and certainly they will identify more effecient

ways to work within the Council itself, but there is only so much to know about the Council. Towards graduate they will dissassociate with the Council to finalize school work. Post-graduation they should have a rapid increase of knowledge as they are asked to represent and support the university.

Delegate Elections

Delegate MeetingsGive-aways Involvement Fair







Welcome Week

Case Studies


Connect Through Email College Presentations

Donations

Event Co-sponsorship

Gatherings & Networking

General Advertising

Inter-collegiate Relationships

Latern Articles

Officer Appearances Regular / Annual Events


Targeted AdvertisingUseful Resources

Website

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User Scenarios University Leadership Current

DescriptionUniversity adminisrators that have interest in listening to or working with the Council.

Group DynamicPersons in this group are high ranking administrators at the University who are involved with student government projects in a very blue sky.

GoalTo understand the services of the council and advocate down through the ranks of thier good work.

ChallengesHaving enough time to dedicate to the council and it’s undertakings and then recommending partnerships with the council to the rest of the university.


University leadership is not as transient as the graduate student population. This group is generally at the university much longer than any student. As such they should have previous knowledge of the organization and it’s benefits and touchpoints.

To that end, they should have a steadily increasing knowledge of the benefits of the Council that is virtually unending.

Delegate Elections

Delegate Meetings

Give-aways

Involvement Fair







Welcome Week

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User Scenarios University Leadership Potential

DescriptionUniversity adminisrators that have interest in listening to or working with the Council.

Group DynamicPersons in this group are high ranking administrators at the University who are involved with student government projects in a very blue sky.

GoalTo understand the services of the council and advocate down through the ranks of thier good work.

ChallengesHaving enough time to dedicate to the council and it’s undertakings and then recommending partnerships with the council to the rest of the university.


University leadership is not as transient as the graduate student population. This group is generally at the university much longer than any student. As such they should have previous knowledge of the organization and it’s benefits and touchpoints.

To that end, they should have a steadily increasing knowledge of the benefits of the Council that is virtually unending.

Delegate ElectionsDelegate Meetings

Give-aways

Involvement Fair






University CommitteesWelcome Week

Case Studies




Donations



General Advertising


Latern Articles

Officer Appearances

Regular / Annual Events

Repeat Scholarship ApplicantsTargeted Advertising

Useful Resources

Website

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Experience Cycle Diagrams

1

2

4

5 1

2

34

5

3

2. OrientThe overview of preview of what’s available or possible, allowing exploration and supporting the early stages of learning

3. InteractThe completion of valuable or valued activities while delighting the senses, and establishing expectations about the overall content of the encounters

4. Extend & RetainThe person comes back for more as their expectations are raised -- at the same time a significant level of loyalty and leverageable relationships are achieved

5. AdvocateThe person actively communicates their satisfaction to others.

1. Connect & AttractThe initial connection with the person and used that contact to make an effective and affective impression

2. OrientingHelps users navigatethe world

3. EmbeddedBecome part ofusers’ lives

4. GenerativeThe promise of moregood things

5. ReverberatingCommunicating thebenefits to others

1. CompellingCaptures the users’simagination

Theory

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Experience Cycle Diagrams

1

2

4

5 1

2

34

5

3

2. Orient• Continue Contact• Seek further interest• Provide further intro• Develop relationship

3. Interact• Provide understanding• Develop friendship• Engage regularly

4. Extend & Retain• Engage less

frequently• Solicit Responses• Document relationship

5. Advocate• Document relationship

futher• Mutual engagement• Listen and assist

1. Connect & Attract• Make contact• Seek interest• Provide introduction• Build rapport

2. OrientingBe a source of information pertinant to students

3. EmbeddedInvolve in all aspects of the organization

4. GenerativeThe continued acknowledgement of merit

5. ReverberatingEmpower others to speak for the organization

1. CompellingBe present and informational

Application

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Primary Research Direction

To date, service design has been largely applied to for-profit. This is an opportunitie to apply it to non-profit, student organizations

Service design frameworks can offer ways for those organizations to be more strategic with those services

Students need outlets to applied the theory they learn

Student Organizations offer outlets for students to apply that theory

This outlet is a service to universities and students alike

Research Direction

Argument

Literature ReviewImmersion

Present Preliminary Work

Guidelines (Prepare & Present)

Test & Verify Guidelines (Card Sorts, Surveys, Make Tools)

Revise Based on Feedback

WriteExam

IRB Proposal5 Qtr Review

WinterSpring Summer Autumn Spring

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MethodologyCurrent

Immersion

Participating in the Council of Graduate Students and regularly observing, the interactions that the Council of Gradaute Students has with its audiences. This will require a communications audit or internal and external communication as well as documentation of regular Council appearances.

InterviewingInterviewing will provide more insight to OSU’s particular needs and views of the Council. Interviews will need to be done both inside and outside the organization.

Photographing

Photographing the Council, its events, and its materials will provide references for both observation and interviews.

Literature Review

Keywords

• Service Design

• Information Visualization

• Translational Research

• Advertising/Marketing

• Experience Design

• Student Organizations

• Student Needs

Future

Card Sorting

Card sorts are an opportunity to see if the proposed guidelines make sense in the recommended heirarchy.

SurveyingSurveys will help determine if the proposed guidelines are understandable by a wide range of CGS audiences (graduate students, delegates, and university administration).

Make Tools

Make Tools are a possible testing method. Like Card Sorts is might be a good indicator if the proposed guidelines are sufficient and make good sense.

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Test Room Setup

Graduate Students University LeadershipDelegates

Work MaterialsWork Materials

Work Materials

Food / Snacks

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Sales Cycle vs. Experience Cycle

Awareness Consideration Selection

Pool Size

Time

Stage

PotentialAudience

InterestedProspects

ActualCustomers

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Sales Cycle vs. Experience Cycle

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Index of Touch Points

Case Studies

White papers that discuss CGS’s positive results the come from projects, legislation, and committee work.


Work with CGS Delegates to enhance relationship with each University department by providing additional materials and creating more opportunities to work with Graduate Coordinators


Use the University e-mail system more effectively by taking full advantage of week OSU updates e-mail and the allotted annual gratudate student body e-maisl granted by the Graduate School


Host regular presentation sessions of what CGS does to each department across the university

Delegate Elections

Use the bi-annual elections to leverage student participation and to showcase CGS’s work.

Delegate Meetings

Use the monthly Delegate meetings to leverage greater general interaction with students and student organizations.

Donations

Once relationships have been established to a greater degree than at the present, use CGS as a means to raise money for the University and student funded projects


Showcase CGS through co-sponsoship of events. In this way, CGS would build it’s brand through logo placement and officer appearances.


Use every social event, CGS sponsored or not, as an opportunity to hand out literature, interact with constituents, and promote CGS

General Advertising

Regularly advertise CGS around campus, on CABS busses, on posters in buildings, and like spaces so that we are recognized on and around campus.

Critique






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Current Opportunities Future Opportunities

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Index of Touch PointsGive-aways

Use free give-away items as a way to connect Delegates with constituents, promote visibility of the CGS logo, and interact with the public. These items also provide greater visibilty to CGS’s overal brand.


Engage other universities on collaborative projects and regular meetings to discuss graduate needs.

Involvement Fair

Present in a larger booth at the annual student organization involvement fair.

Latern Articles

Along with advertising, CGS should work to promote it’s projects and efforts via articlaes in the campus newspaper.

Officer Appearances

Officers should work to make as many appearances as possible at student group meetings, department meetings, university meetings, and the like. Each opportunity can be a chance to discuss CGS.


Create opportunities for students at large and delegates alike to use and interface with the CGS offices.


Leverage CGS position within OSU to showcase our efforts to the administration through regular communication and reports on projects.


Work to increase the number of administrative meetings CGS attends and/or the number of university committess CGS appoints members too so that we have a great presence.

Regular / Annual Events

Schedule regular events and establish an acurate timeline to execute them so that they are easy to host and so that they have the maximum impact on constituents.


Maintain communication with scholarship award winners so that they can apply again or inform CGS of more recent work for us to promote.

Critique






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Index of Touch PointsScholarship Opportunities

Advertise for the several scholarship opportunities and promote them through events. These are one of the greatest opportunities for CGS to give and should be considered high priority.


Enhance and formalize CGS committee efforts so that they spend more time working and less time planning and thus are more effective and interesting for students to

Targeted Advertising

When concerning projects or events, target audiences that will make each opportunity a larger success.


Work to increse the number of University-wide committees CGS makes appointments to. In this way we will have a greater presence.

Useful Resources

CGS should be a hub for graduate students and should be the easiest place to go for information regarding issues and concerns of our constituents

Welcome Week

Like the annual involvement fair, CGS should have a large presence during Welcome Week because it is generally the first opportunity to introduce CGS to the graduate students.

Website

As an easy and cheap way to diseminate information, the website should be regularly enhanced, promoted, and utiliized as a strong communication tool. This should also be considered a high priority.

Critique






Critique



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A Service Design Model for Academic Non-Profit Organizations

Education

Transcript of A Service Design Model for Academic Non-Profit Organizations