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A roadmap for creating patient and volunteer confidence for Street Side Medics
Mapping services and processes for Street Side Medics
Service design roadmap case study at TwoCollaborate

Brief
TwoCollaborate was engaged to help executives at Street Side Medics clarify responsibilities and interactions within their expanding organisation.

Challenge
TwoCollaborate mapped Street Side Medics’ end-to-end services, interactions, and operational processes, whilst identifying opportunities for improvement, tools used, and other key interactions necessary for a seamless end-to-end service.

What I did
  • Pre-workshop preparation of artefacts, such as designing canvas detailing
  • Co-facilitated live workshop discussions and service mapping activities
  • Synthesising workshop conversations and participant inputs into an evolving service map prototype
  • Developed a visual prototype service map capturing workshop insights and operational flows
  • Prototype refinement based on user feedback

What I delivered
  • Artefacts to effectively run design-led activities, including canvas detailing of understanding frontstage / backstage actions
  • A prototype service design map visualising the end-to-end services of Street Side Medics

Timeline
Approximately two weeks from initial workshop to first prototype
Initial prototype of swim lanes charting actions on canvases further detailing owner, frontstage, backstage, tools and support required. These user inputs became the basis for the next prototype.
How do we begin mapping an organisations end-to-end processes? Facilitated collaborative prototyping

For Street Side Medics, I developed a service design roadmap through collaborative canvas activities designed to surface operational realities from the lived experiences of frontline teams and volunteers.

I introduced a skeleton framework of service stages and swim lanes, and their teams mapped front-stage actions, backstage processes, systems, and external engagements.

The framework rapidly evolved through participant input — for example, volunteers identified the need for an additional “designing a new clinic” stage to capture the operational complexity involved before delivery begins.

When complexity is visualised clearly, teams are able to have more aligned and productive conversations are generated leading to greater alignment and shared outcomes across an organisation. This higher-fidelity prototype of the service map enabled teams to better understand responsibilities, dependencies, and service interactions
Visualising complexity to generate conversations leading to clearer service delivery

A key part of the roadmap work involved translating a complex and evolving service ecosystem into something more understandable and actionable.

The blueprinting process visualised relationships between volunteers, clinic staff, operational teams, systems, and external partners, while surfacing pain points, dependencies, and opportunities for operational improvement. By making these interactions visible, the roadmap became a practical tool for improving clarity, coordination, and future operational decision-making.
Lead consultant as the main facilitor briefing the client team about the service map activity at a workshop

Aligning teams across a growing service ecosystem of complex interactions to ensure sustainable and scalable organisational growth

As Street Side Medics rapidly expanded its services, the operational complexity also grew across internal teams, volunteers, and external stakeholders.

With a visual aid, the conversations around the map better brought together operational, volunteer, and organisational perspectives to create a clearer shared understanding of how Street Side Medics operates end-to-end. 

This enabled stakeholders, from executives to nurses and volunteers, to better understand roles, handovers, and operational dependencies – helping teams align around a more coherent service model.