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 The I-teams in Israel and abroad base their work on human-centered design methodology. This is a participatory multi-dimensional qualitative research approach that gives center stage to the viewpoint and needs of the parties affected by the challenge. This methodology helps in the development of quality initiatives that possess extensive impact potential while remaining committed to the relevant parties involved.


Human-centered design methodology is a creative approach to solving challenges which is adopted by organizations from the private and public sectors in Israel and around the world. The approach is built on three main stages: understanding the problem, creation and examination of new solutions, and bringing the initiatives to fruition. Each stage includes five secondary stages: study, ideation, preparation for implementation, implementation, and measurement, and evaluation.

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The creative process of quality initiatives that enhance city residents' quality of life begins with an in-depth understanding of the problem.

In this stage, we define a large and complex problem e.g. homelessness, security in public areas, economic leadership, education etc. We then use a range of qualitative and quantitative research methods to become familiar with the people closest to the problem, a process that enables us to expose the deep-rooted causes of this challenge and to provide more accurate solutions.

The action taken at this stage:

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The action taken at this stage:

1. Defining the Problem we begin defining the problem we wish to solve. The problem should be a high priority for the municipality, relevant to the residents' lives and solvable at a city level. We break down the large problem into a challenge for which we can provide a quality solution that will improve the quality of life in the city.

2. In-Depth Research we deepen our understanding of the problem via study of its different dimensions using qualitative and quantitative research methods. This process includes the gathering of numerical data to understand the scope and scale of the problem. We also interview residents and other relevant parties to understand their personal experience, the challenges posed by the problem, and the way they perceive it.

3. Initial Analysis  we analyze the qualitative and quantitative findings in order to evaluate how they conform to our initial assumptions about the problem, identify central insights that explain the problem's existence, and gain an understanding of solutions necessary for creating a significant change.

4. Reframing the Problem In this stage, we possess a fuller and firmer understanding of the basis for the data, the problem, and of its causes. This understanding allows us to re-approach the original problem and outline the path to its solution while relying on the research findings and what they indicate as necessary to change.



Once equipped with an depth-understanding of the problem, we begin to identify options for creating an influential impact and start to raise creative ideas for potential initiatives. We adopt an iterative approach (one that repeats itself) together with the residents and parties of interest. We develop the initiatives and assess and analyze them together in order to improve them, prior to their large-scale implementation in the city.

This approach enables us to reduce risks by strengthening and improving initiatives before they are awarded extensive resources by the city.

The action taken at this stage:

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The action taken at this stage:

1. Planning we make diverse use of ideation techniques to encourage creative thinking and cooperation with the residents and parties of interest. We quickly create different ideas with broad potential. We encourage the participants to dream of "unreal" ideas so that we can develop them into initiatives that will challenge the municipality to provide its services in a completely new manner. Without this push for creative ideas, we cannot develop game-changing initiatives. Our aim is to raise as many ideas as possible, whether small and short-term or large and long-term, in order to create a portfolio of influential solutions.

2. Prototype We prepare prototypes that represent our initiatives. A prototype can be a crude scribble on a napkin or fully developed services, products programs or policies.

3. Examination and Scrutiny We share the prototype with the residents and parties of interest to receive their feedback which will, in turn, enable us to improve and streamline it. This is a repetitive process and continues until most of the processes have been verified with the parties of interest and the initiative is fully defined. The process allows us to reduce the risk of wasting resources on ideas that don't work and to boost ideas that prove themselves in the field.



We focus on the developmental processes of the new initiatives which bring services or policy tailored to the residents, and on their implementation processes with the municipality.

Effective implementation requires cooperation and close collaboration with the municipality's various departments and teams – the future owners of the initiatives and those responsible for its assimilation.

The aim of this stage is to ensure successful implementation, to guarantee that results are quantifiable, and to perform further adjustments when necessary. Our team has an important role in gathering the data and recording the impact of the different initiatives on the residents and parties of interest.

The actions taken at this stage:

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The actions taken at this stage:

1. Development of a Portfolio of Initiatives we compile a selection of possible initiatives that will impact upon the various areas of opportunity in ways that are both ambitious and quantifiable. We create a balanced portfolio that addresses all the problem's areas of opportunity and for which there are several entities and people willing to assume responsibility.

2. Creation of an Assimilation Routine  in order to begin moving towards solving a challenge, we assist those responsible for the initiative in the municipality to create a routine that allows them to understand how the implementation process is progressing and that will identify malfunctions or other necessary updates. This routine includes regular meetings with stakeholders and set times for informing municipality management of progress – all to ensure consistent progress and attention paid to the process.

3. Control Process we track the progress of initiatives assimilated in the city and the way in which the initiatives create a change, via close contact with the municipality employees responsible for them. Together, we gather data and receive reports that help create additional solutions and to make necessary alterations.

4. Measuring the Initiatives' Impact we locate data on assimilation of the initiatives to evaluate their impact on the residents. This process includes documenting residents' stories about changes they experience concerning a specific problem and their reports of a specific initiative's widespread impact.              

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