Dream Madiwala

DEGREE PROJECT DREAM MADIWALA

A generative research driven project with a system - service deliverable aimed at reducing the uncooked food surplus left to waste at local mandis.

Sponsor : Quicksand Design Studio, Bangalore Volume : 1 of 1

STUDENT : MRIDU JHANGIANI PROGRAMME : Bachelor of Design ( B.Des ) GUIDE : RAVI SHANKAR

2018 INDUSTRIAL DESIGN (PRODUCT DESIGN)

COPYRIGHT STATEMENT I hereby grant the National Institute of Design the right to archive and to make available my graduation project/thesis/ dissertation in whole or in part in the Institute’s Knowledge Management Centre in all forms of media, now or hereafter known, subject to the provisions of the Copyright Act. I have either used no substantial portions of copyright material in my document or I have obtained permission to use copyright material.

Mridu Jhangiani Student Name in Full

ORIGINALITY STATEMENT I hereby declare that this submission is my own work and it contains no full or substantial copy of previously published material, or it does not even contain substantial proportions of material which have been accepted for the award of any other degree or final graduation of any other educational institution, except where due acknowledgement is made in this graduation project. Moreover I also declare that none of the concepts are borrowed or copied without due acknowledgement.

I further declare that the intellectual content of this graduation project is the product of my own work, except to the extent that assistance from others in the project’s design and conception or in style, presentation and linguistic expression is acknowledged. This graduation project (or part of it) was not and will not be submitted as assessed work in any other academic course.

Signature Mridu Jhangiani Student Name in Full Date Signature

Date

Acknowledgment

I would like to thank Quicksand for letting me be a part of the family. Babitha, Kevin, Rishabh, Shradha, Romit, Naren, Selvan, Nia, and Rikta for all the encouragement, support and guidance.

Puran bhaiya for the 2 cups of black coffee every day, that always helped me kick-start my day and kept me strong post lunch. Mukesh for being adorable, always waving me good-byes with a wide smile at the end of long tiring days and playing football during breaks. Luna and Szabo for being soft and fury, perfect to sleep on. Pranay and Rhea for being a part of the youth squad and constantly cracking me up with superhero powers, new business plans and tallies. A big thank you to Vinodh, for helping me research. The rest of the studio for always being excited, supportive and insightful throughout this project I’d like to thank NID, for believing in me and supporting me through this project, representing the institute in the industry. Praveen Nahar, for always being the most resourceful and thought provoking person, providing his expertise in an area of work relatively new for me. Ravishankar, my guide, for the constant support, encouragement, and guidance during my times of apprehension, confusion, and exhaustion. Krishnesh Mehta for helping me see through different lenses, to see beyond.

I’m grateful to all the users involved, who came along in this HCD driven project, from the research phase up until now. People of the Madiwala market, the HSR, ST Bed and Ejipura slum. I’d further like to thank all the experts, studios and organizations that were a part of the Dream Madiwala co-design workshops and consultations. Ms. Meher Dasondhi and Robin Hood Army, for continuing to show interest and stay engaged, turning this project from an academic deliverable into a reality.

A big shout out to all my batch mates, school and college friends for the good times that were often and frequently necessary. My parents for supporting my decisions and providing comfort.

Gaurav, for always lending his ears, sharing memes and F1 updates to keep me entertained.

What is design? “Design is the conscious and intuitive effort to impose meaningful order.�

- Victor Papanek, Design for the Real World

Preface A student’s academic tenure at the National Institute of Design ends with undertaking and delivering a substantial investigation in the field of design, on a topic that is in line with their discipline of expertise.

Through this final project and its documentation, students are given the opportunity to challenge and learn from the world outside, demonstrate their expertise and knowledge and prepare to become confident, unique, independent and responsible future practitioners of design.

The project is done with the academic rigor in mind, following the learned design process, ethics, and consciousness at all times. It has a structure and method, presented in a chronological order of happenings during the project. The graduation project reflects on the broader experiences and learnings of the designer, leads to new resource creation, and reflects on the preparedness of the student. The project, however, aligns with the broader interests and objectives of the institute.

This project is an attempt to make optimum utilization of the uncooked food surplus that is left to waste each day at the Madiwala market.

Why HCD? Adopting human centered design means attempting to solve wicked problems like hunger, poverty, food waste, climate change and the like by working with the people directly involved in this problem, believing that they are the experts holding the key to their solutions. A process that is with them, by them and for them. Human centered design empowers anyone with the will to make positive social changes by providing opportunities to create solutions that are deeply rooted in their needs.

It is a process to create products, services and systems, experiences and social enterprises that keep users and their best interests at the core.

The social sector is ripe for innovation and thirsty for positive change. Being a human-centered designer is to design with honesty, sincerity, unbiased and selfless intention through the design process.

Image : IDEO Design Kit

What is HCD? It is an intentional practice of problem-solving to change an existing situation into a preferred one keeping the people’s desires at interest.

- PEOPLE MATTER It is the interaction of principles and processes that intend to improve human lives by creating positive impacts through social innovation. It revolves around human needs and creating value for human lives through engagement with the people to fulfill their unmet needs. HCD affirmations of human dignity.

Human centered design involves dealing with high levels of uncertainties and complexities.

The HCD process consists of 5 core practices: Empathy, Define, Ideate, Prototype, and Test.

The practice aims to create a common understanding of the problem at hand and create the context, tools, and opportunities for the people involved in it to make the difference they want to see.

Image : IDEO Design Kit

It creates a platform to transition from ‘what is’ to a future potential of ‘what can be’.

“The only important thing about design is how it relates to people.�

- Victor Papanek

Function complex

Image : Design for the Real world by Victor Papanek

Image : Design for the real world by Victor Papanek

As problem solvers, we run in circles from research to testing, often failing yet highly investing our efforts on the problem at hand but seldom giving up. We’re tough cookies, optimistic and hands-on, learning to experiment and fail. We wear 10 kinds of shoes before walking in 1. We constantly seek inspiration and make keen associations.

The HCD process enables finding the right solutions as long as we keep the people we’re designing for at the core.

Mindsets driving the Human centered design practice : Empathy : We try on 10 kinds of shoes before walking in 1. Using empathy as a tool to immerse ourselves into another world, to truly understand and grasp the complexities that govern the problem, to expand our creative possibilities and bring the users along in the process, leaving behind our own biases and preconceived notions. Last but not the least, it ensures that the people’s needs and interests are what matter the most.

Positivity : When designing for the real world, wicked problems like food wastage and hunger don’t have a single solution. Most often we do not know the answer, but it begins by believing that the answer is out there, through small beginnings and held by the people victim to it.

Non - linear Design process

Image : 101 design methods by Vijay Kumar

Iteration : Iterating is most crucial to realizing the best version of a solution. In HCD, the user is the expert, and evolving designs according to their needs and expertise will enable us to fail fast, try a variety of approaches and arrive at successful solutions much faster. Especially with HCD, ground testing and feedback provides an output that is crucial in turning concepts on paper into reality, which is the purpose and ultimate aim of the entire initiative. There is no hiding of the truth, testing proves the feasibility of a solution, and with each version, it provides the opportunity to get into the several layers of details at a macro community level as well

Creative Confidence : Creative confidence is knowing and acknowledging the fact that anyone can be a designer while following the HCD process and that some of the best ideas can come from anyone and everyone. It is the inherent confidence that we rely on while making import design decisions, trusting your intuition, defying norms and experimenting to innovate and the confidence to keep it at when you haven’t figured it out but are learning by doing.

Making : When designing for the real world, there is only value in the efforts if it makes a positive difference, and the only way of testing its success is by making, by doing. Making and testing is important because it reveals dimensions and details that may have otherwise never occurred to us. Without this actionable feedback, it will leave the idea weak, unfeasible and impractical. The intention is to keep refining and improving the concept until it works best for the context.

Embracing Ambiguity : Human-centered design often starts by not knowing but believing that the answer is out there. This lack of knowledge, makes you go out there and hear people with the pure intent to understand rather than reply, trusting that this new knowledge from the users will lead you to the solution.

By gathering this pool of data and ideas, it provides an opportunity to try several approaches.

It may sound counterintuitive but it is this ambiguity that helps discard the bad ideas through participatory design practices and realize a solution that we may not have initially been able to have foreseen.

Iterative Design process

Image : 101 design methods by Vijay Kumar

Learning from Failure : Designing experiments, prototypes, and interactions directly with the people involved at the ground level is the basis of human-centered design. The bigger the problem, the larger the chances of failing, and failing provides the biggest opportunities to learn and improve. The intent is to put the idea out there and let the people it is being designed for refine, improve and design a version that works the best for them.

Double Diamond

Image : pinterest.co.uk

Dream Madiwala is a project that uses the HCD process and methodologies to facilitate Insight-driven ideation and create solutions to reduce the uncooked food surplus from going to waste at the local Madiwala market.

The project follows the Quicksand design process of Foundation, Discovery, Ideation, Prototyping, Solution and Way forward.

The HCD practice at Quicksand : HCD as a tool to mine human experiences for powerful insights (b) HCD as a storytelling and facilitation tool for collaboration

Dream Madiwala is a local food rescue initiative that aims to rescue food in the Madiwala market from reaching landfills by making timely and optimal utilisation of it.

Who: Internal and external stakeholders of the market What: Reduce consumable food from reaching landfills When: Once the food reaches the market Why: Unsustainable, Hunger crisis, Financial losses due to the inefficient use of food resources; Sustainable Development Goals 2018 - 2, 12 and 13 a. 2 - Zero Hunger; End hunger, achieve food security and improved nutrition and promote sustainable agriculture. b. 12 - Responsible Consumption and Production; Ensure sustainable and consumption production patterns c. 13 - Take an urgent action combat climate change and its impacts Where: At the Madiwala market

SYNOPSIS Subtitle : A generative research-driven project with a system - service deliverable aimed at reducing the uncooked food surplus left to waste at a local Mandi.

About : This is a research-intensive project with a system - service deliverable.

Research through design rather than for design and investigating the resulting opportunities that surfaced in this context. The intent was not necessarily to create perfect outcomes but rather identify opportunities that may not have otherwise been identified (tangible or intangible) had it not been through this process and approach.

Tools and Methods : Intent of using these tools of HCD and Participatory design were to ensure the research, ideation and prototyping were based on the people, their opinions, needs, fears and desires by involving them at

This document contains four kinds of information :

Research Content Process Overview Activity Outcomes Reflections & Takeaways

Position : Iterative participatory approach, generative research. It lies in the transitioning and broadening from the current state of product design to the emerging future disciples of design, redefining the role of a designer from design student to translator and facilitator. It represents the shift from expert-led to participatory, following research through design rather than for design.

This project is an attempt to reduce uncooked food surplus at the local mandi stage of the farm to fork supply chain.

The stages : This document is divided into 5 large stages, with each stage designed to provide the 4 kinds of information on 2 levels. One that is specific to the local Madiwala context, and the other that is a higher, broader level insight.

Some of the key questions that each of the stages address ; Foundation : How do I get started? How do I keep people at the core of my research? What are the tools and methods I can use to understand people?

Discovery : How do I synthesize and make sense of the research? How do I shift gears between converging and diverging? How do I identify opportunities and expand the pool of approaches?

How do I turn my observations into insights?

Iteration : How do I decide on a design direction? How do I test the success of my design? How do I facilitate co-design? How do I prepare a prototype for testing?

Prototyping : How do I take the idea from paper to the field? How do I refine and improve it? How do I assess the success of the prototype?

Solution set and Way forward : How do I handover this project? How do I design for changing contexts? How do I design a sustainable model? How do I make the system foolproof?

Process : A combination of both linear and non - linear processes, diverging and converging activities, macro and micro level interventions, direct and indirect studies and heavily iterative approaches of HCD are used to better understand the needs, desires and fears of people, sensemaking and opportunity creation, insights development to facilitate co-design, explore concepts, test and refine prototypes to arrive at best suited solutions. Research through design using tools and methods of HCD to synthesize, co-create and visualize potential solutions, a transition from expert to participatory. While some factors remained constant, it was an iterative process with a moving target shifting focus as research progressed.

Nature : This project is entirely participatory; presented as a heavy research-driven project using the HCD process, with a broader system - service level design outcome which provides design directions to further create subsystems, service, product and artefact deliverables.

The pain points and an Idea pool is a deliverable by itself; providing a direction for other product system - service innovations to be born. This is supported by a specific case study, design principles and a solution set for the Madiwala market as well as a toolkit to establish such system - services in other similar markets. The same project, if taken up by a social organization or a corporate business may have had restrictions in terms of time, start - end objectives unlike this self - initiated project which came with the freedom to explore and allowed for HCD research processes to naturally create a direction. It created a setting that provided flexibility to explore what made sense.

An appendix contains the detailed research information collected during the course of this project.

There are some broad design principles that were broadly followed and improvised on through the course of the project. However, at each stage, there were other versions of context and use case specific principles that were created and followed.

The squiggle by Daniel Newman

Image : The Field Study Handbook by Jan Chipcase

Challenges : This document also brings to light the several expected and unexpected challenges that surfaced from both a personal designer/facilitator as well as from a project point of view. Largely, the bigger challenges revolved around going that extra mile of ground level, real scenario testing, the single person handling of the project, working with academic time restrictions and meeting the expectations of NID, the studio and the users, learning the process and implementing it on the go while living up to the expectations of the people, legalities and discrimination, converting it from an academic deliverable to a reality, dealing with failure and the complexity and scale of the problem at hand, managing system-level quantities of data, dynamics of creating behaviour change in such ecosystems, to be as general, neutral and experimental yet provide context and direction, understanding the difference between an observation and an insight etc. This document will share specific activity-based challenges that arose at the relevant stages in the process.

Results : A new knowledge creation from market research.

This document captures the 17 consolidated insights that arose from the several pain points identified from research insights that focus on the key issues and the importance to act on them to reduce food waste at the Madiwala market. These larger design directions can be used to further create subsystems and services, products and policies to reduce food wastage. How Might We Statement to create an Idea pool covering a spectrum of ideas from speculative to most feasible. A case study with a specific solution set for the Madiwala market, as well as a toolkit for similar intervention to happen with other markets, keeping it relevant irrespective of the changing times, people and contexts. A roadmap for the future and the key takeaways from the overall experience of working in this area. Learnings : *Answers to all challenges as takeaways and key learnings ( reflections ) at the end of the document.

Reflections : The importance and power of HCD in attempting to solve wicked problems at a systemic level. The challenges and complexities involved in behaviour change.

Keywords: Generative research, Participatory design, Human-centered design, Food waste, System design, Service design, Toolkit, Sustainable, Social innovation

Way forward : To establish this system service of market - slum by empowering the 2 parties, making them independent of any external support by continuing the pilot. Replicating the system - service in other similar setups.

Enable any individual or organization with the intent to reduce food waste by using the project’s deliverables. A follow-up and evaluation through co-creation and feedback on the design tools, methods and process themselves that enable generative research could be carried out.

Principles : This project and document has been designed keeping a few principles at the heart of it.

People, people & people Snowballing Model Ecosystem Facilitate to empower Independence Sustainable and flexible Non - monetized Toolkit

Nature of the project : Heavy research driven project with a system service deliverable using Human Centered Design

How to read this document : This document ( Document -1 ) serves as a process and learnings overview in terms of the Dream Madiwala project as well as a toolkit to guide similar initiatives.

Each stage is divided into 2 parts broadly.

The first part is an overview of the stage.

It briefly summarizes the objectives and intent of the stage, tools and methods, design principles, activities covered, results and takeaways.

The latter part of the stage provides in-depth information about the stage in terms of the HCD process, tools and methods used with supporting research content, the resulting outcomes, key learnings, deliverables and a justification of decisions for the way forward into the following stage.

Detailed research content, specific to the actual findings and events that occurred during this project is provided in the Appendix ( Document -2 ) Inspiration and references can be found at the end of this document.

Access to the Appendix https://www.behance. net/mridujhangiani

Seven modes of the design innovation process Image : 101 Design methods by Vijay Kumar

The Appendix is 180 page document that contains heavy research data and findings specific to the project.

Acknowledgment Preface Contents : 1. Prologue : • NID and Product design • Quicksand • Case for Madiwala market • Introduction The HCD process Introduction to the project About the project & document Project Timeline

Document 1 : Process and Learnings Overview

Stages 2. Foundation 3. Discovery 4. Ideation 5. Prototyping 6. Solution set

• Overview • Stage : Activity Methods, tools and principles Objective and key questions Key takeaways ( broad and specific ) Inspiration and results Justification and way forward

7. Way forward and Reflections 9. Conclusion :

• References, Citations

• Contact Information

+ Document 2 : Appendix

Project & Document Macro

Overview Stage - I

Mezzo

Activity Stage - II

Micro

• Macro : Overall project level information • Mezzo : Stage level information • Micro : Activity level information

A. Company Introduction: Quicksand is an interdisciplinary consultancy that facilitates the creation of meaningful experiences through design research and innovation. It is a Human-Centered / Design Thinking studio from India, operating out of Delhi, Bangalore and Goa. Quicksand's practice builds on inspiration and insights from the 'experiential reality' of people - whether they be users, stakeholders or clients. As an investigator, Quicksand explores the marvellous complexities of human systems; as instigators push a collaborative agenda for a vibrant articulation of the same. People are the heart of Quicksand's practice, building creative partnerships with them as friends, colleagues, partners, clients, and stakeholders.

At Quicksand, craftsmanship and the role it plays in establishing coherent, desirable manifests for strategic design thinking is given value. There is a spirit of interconnectedness within the studio; acknowledging the inherent tensions of an interdisciplinary group composed of highly creative, autonomous individuals. Positioned as a hybrid between the design studio and business consultancy, Quicksand has unique competencies in mediating the dialogue between people and organizations. The role of design strategies in non-traditional settings is championed; shaping new expectations and responsibilities that are incumbent on a progressive studio.

Quicksand is globally recognized for its expertise in user-centred innovations for emerging markets; supporting organizations in envisioning programs, products and services that are future facing, disruptive, and yet rooted in principles of user-centred design.

Quicksand's agenda for expanding the scope for design thinking has embedded them in varied sectors as finance, water and sanitation, consumer goods, education, new media and technology. Through successes in seemingly disparate paradigms, Quicksand has demonstrated the transformative power of design thinking.

Institute’s Introduction National Institute of Design is a premium institute in Ahmedabad, Gujarat. It functions as an autonomous body under the Department of Industrial Policy and Promotion, Ministry of Commerce and Industry, Government of India. NID offers professional education programmes at Bachelors and Masters level with five faculty streams and 20 diverse design domains, encouraging trans-disciplinary design projects. NID is a unique institution with many problems- solving capabilities, depths of intellect and a time-tested creative educational culture in promoting design competencies and setting standards of design education.

Product Design at NID The Product Design department at NID inculcates user-centric approach and processes. Responsibility and concern towards the social, physical and ecological environments are emphasized in the process of developing innovative ideas. The product design programme assimilates inputs in diverse domains such as human factors,cognitive ergonomics, form studies, studio skills, advanced CAD,research methods, design management, materials & manufacturing processes & social sciences. Emphasis is on the process-centric approach which shapes a student’s education through participation and teamwork. Design projects form the core of a product designer’s education, with a gradual increase in the level of complexity and cover broad areas that product designers are likely to encounter in their professional careers. Students are actively encouraged to participate in collaborative projects with industrial houses, social sector, government & MNCs design projects can be broadly classified into domains of Design for the industry, Design for the quality of life, Design for healthcare, Design for social impact, Design for sustainability, Design led futures.

A case for Madiwala Market Development of brief : I was personally keen to pursue the angle of ‘sustainable packaging’, carrying forward the interest and excitement from an earlier project called ‘MoS’ (https://www.behance.net/gallery/58632301/MoSMaterial-Innovation, which was about creating promising prototypes to encourage ‘edible’ packaging from food waste.‘Cities for Children’ is a systems project on developing child-friendly cities, wherein participatory approaches were used with the intent to tackle systemic level wicked problems’. After reflecting on my learnings and interests from these previous projects and expressing this to Quicksand, they encouraged me to self - initiate a project at the nearby Madiwala market, using it as a potential area for design intervention through the lens of waste management.

EXCESS BAGGAGE: REDUCING PLASTIC BAG WASTE IN CAMBODIA is one of Quicksand’s many projects in the social innovation sector. Our mutual interest and viability of working in the Madiwala market to reduce waste formed the overarching theme for the project.

May & June August & September Future & Document

Ideation February & March

Dream Madiwala Project Timeline

Discovery March & April

Prototyping & Solution

Foundation July & August

Dream Madiwala

Foundation

Foundation -

The need to solve the right problem before solving the problem right.

Overview : The foundation phase is the first phase of the design process.

Intent : The intent of this phase is to identify opportunities where the full power of design can be used for positive social impact.

This phase was about collecting stories and inspiration from people by using several HCD tools and methods while conducting field research.

The HCD approach : Using participatory design to go from a place of ‘not knowing’ to hearing people, their stories and studying ecosystem, and allowing and trusting that this honest data will create a purpose for design intervention. This stage was about believing that the people are the key sources of research information and real experts in the field to identify, prioritize and initiate a process to solve their problems and create best-case solutions using the HCD design process.

Questions / Challenges - Why this stage is important : How do I keep people at the heart of my research? To what extent do I diverge before converging? To what extent do I immerse in research? What process, design tools and methods do I use to capture the information? How do I convert data collected into useful information? On what basis do I synthesize my information? How do I choose a design direction?

Nature : The research approach followed here is exploratory - foundational; diverging then converging. It doesn’t focus on a particular theme or topic, rather lets the pattern and information emerge from people’s stories. The field of view is 360 degrees at this stage.

This stage ends with one round of diverging and converging, shifting through the gears A non - linear, multi-dimensional, back and forth process that was more madness than method.

Research Tools and Methods : It includes research methods like mapping exercises, observations, diary entries, waking up with the city, guided tours, photo tours, mind maps, Day in a life, Fly on the wall, shadowing, interviews, unfocused groups, social listening, journey maps etc, Evaluation matrix, Interview guides, and non-structured and semi-structured questionnaires, rich media documentation, diary entries, observation.

Qualitative and Quantitative - Field research, secondary research, expert consultations, ecosystem mapping, exploratory research, value stream mapping, cause diagrams research enquiries, opportunity mapping - synthesize outputs, insights database, identify and establish a source for local, inside information, Empathic tours, Social hub, Restricted area, Conjoint analysis, shop along.

4 types of information summary :

Exploratory

Process : Field research was initially conducted around plastic bags, understanding the use cases and typologies, behaviours around it, legal aspects, demographics, loopholes etc without fixating on a specific area as the problem, but allowing the design opportunities to naturally emerge from a human-centered design process.

Results : The broader themes that emerged from this stage revolved around food waste, food packaging waste, a new plastics economy, collaborative ecosystems, uses of plastic bags and packaging for meat.

Generative

Evaluative

Foundational

Content covered : Information gathered from all internal and external stakeholders of the market and the Madiwala ecosystem about its history, nature of the market and the several typologies of shops, goods, interactions, people and their relationships, setups, sales, routines, socialcultural-economic dynamics, behaviours, practices, tendencies and trends, belief systems, evolution and changes in the market, pain points etc.

Reflections and takeaways : There is no substitute for user-centered research; the truth and depths of reality can only be achieved through interaction with the user.

Biases, lack of knowledge and assumptions can often be misleading and may impact the final solution and hence must not be relied on for any design decision unless it comes from or is confirmed by the users themselves.

Empathy, sensitivity, consciousness, and humility are important traits to capture the truth and build trust. Unrelated stories and details are never unnecessary, they always find themselves associated or applicable at some stage of the design process. Connecting with a local internal stakeholder can reveal information that would have otherwise been difficult to gather. Getting users involved from the very beginning keeps them engaged and involved for longer periods is important. The time, context and presentation for research can impact the kind of information received. Engaging in conversation outside their workspace reveals a new and parallel set of information. Creating familiarity in terms of space, people, objects, routine etc and displaying sincere interest and commitment for their benefit enhances the quality of research data that can be collected. Generating an idea bank from this preliminary stage helps expand the spectrum of ideas and approaches that can be used at later stages.

Deliverables : First level of ; Research data - Opportunity mapping - Insights - Design principles 5 design directions

Typologies of shops and goods Use cases and typologies of plastic bags, other packaging

Stakeholder mapping and Interactions

FOCUS FIELDS

Systems & sub-systems and routines & practices

Government and Residents

Nature and Ethnography

History and parallel market

Physical and human geographies

Activity : Typologies of plastic bags materials and sizes, use cases of plastic bags Typologies of packaging in the market materials and sizes, use cases

Process, Methods & tools : Fly on the wall, Day in a life, shadowing, mapping, guided tours, photo tours, interviews, waking up with the city, contextual enquiries, local heroes Tools : Rich media documentation, semi - structured questionnaires, observation, diary entries, mind maps, journey maps

Objective and Approach : To identify opportunities by : To get a macro level understanding of the plastic bag scenario, criteria for different the different use cases and typologies.

To use this as a starting point for Human-centered research, adding some structure to the openness and freedom it comes with.

To look at the existing resources and scenarios to get an end to end overview of packaging as an umbrella category of study.

Research takeaways and reflections : At the Madiwala market : Packaging materials are determined by several factors like nature of perishables, the purpose of use, logistics of farm to folk, convenience and nature of the business, customer profiles, trends and behaviours, malpractices, characteristics of the market, ethnography etc.

There are two uses of plastic bags; Intended use and Alternative use.

Plastic bags and Media are sensitive topics at the market No one - single stakeholder group can be blamed for the continued use of plastic bags.

There are alternative packaging options available and used, yet plastic bags remain to be the most popular packaging choice.

Permanent Morning

Natural

Day market

Temporary

Fixed

Mobile

Artificial

Timings

Goods sold

Ecosystem mapping

Goods sold

Consumable

Setup Timings

Setup

Non - consumable

Cooked

Uncooked

Organic

Inorganic

Local

Imported

Activity :

Objective and Approach :

Typology of shops and setups Typology of goods sold

To identify opportunities by :

Process, Methods and Tools : Artefact analysis, mapping, observation, rich media documentation

To get a broader understanding of the nature and characteristics of the market ecosystem. A macro view.

To understand the scale and context.

To hear people and their stories and let opportunities for design intervention emerge from them.

To get familiar and comfortable in the market environment.

Research takeaways and reflections : At the Madiwala market : There is a wide variety of shops and goods; main shops and supporting shops that encourage sales.

There is an informal hierarchy and competition that exists within the market.

There is an order in the chaos at this informal unlicensed market.

The variety of shops and goods sold is born out of several factors, like the uniqueness, relevance, specialties and popularity of the market, high competition, time factors, geographical location, customer base, local culture etc.

It is important to begin research with a clear mindset, free of preconceived notions, biases and psychological barriers that may limit research potential.

Farmers, Agents, Retailers, Wholesalers,Consumers, Waste collectors, BBMP, Government, Police, other markets Indira Canteen and Residents

Activity : Stakeholder Mapping Physical Mapping

Objective and Approach : Process, Methods and Tools : Mapping exercises, observations, diary entries,waking up with the city, guided tours, photo tours Mind maps and ecosystem mapping, rich media documentation, diary entries, observation, exploratory research

To identify opportunities : To get a broad sense of the nature of the market through the interactions both within the market and with the external stakeholders as a starting reference, to further expand research efforts to get an overview of the roles played in the market, their significance and weight.

To get a better sense of the logistics, identify the microsystems in the chaos, understand the formation and development of the market over time, study the influences and consequences on and of the immediate surroundings.

“At Madiwala market, there 7 - 8 tons of landfill waste each day.�

-

-Venkatesh, BBMP truck driver

Research takeaways and reflections : There is a mixture of major and minor players in the market, working at the front end and back end, at different levels of interaction and formalization to create systems and subsystems that may sometimes go unnoticed but each of these stakeholders is significant to the market ecosystem.

The layout and infrastructure are one of the more permanent and challenging angles to change. The layout and market setup dictates several systems of mobility, logistics, routines, behaviours and trends, business practices, sales and interactions, relevance, identity and ethnography.

“We are very keen to have a say in the redesign of the market.�

- Sandhya Bhat, Resident Activities : Parallel markets Madiwala history Residents voices

Produce Sectors

Process, Methods and Tools : Field research and secondary research Interviews, Ecosystem mapping, mind maps, diary entries, rich media documentation Local hero connection, Social Hub, Empathic tours, Shop - along, Conjoint analysis, Restricted areas Objective and Approach : To identify opportunities by : Widening research scope to get a macro understanding. To compare and find new knowledge of the differences in systems.

To identify and understand factors that proved to be game changers in this context and expand research in new directions.

To understand, prioritize and confirm research information from a source that is immediate and by default interacting with the market most regularly.

Food business Industry

Mobile retail

Mandis

To understand and study the impact, nature, and dynamics of systems and activities that are indirectly associated with the market.

Formal fixed retail

Wholesale markets

Madiwala Timeline Past :

Present :

A 30+-year-old unlicensed informal market, formed by the random gathering of hawkers, farmers and wholesalers.

Madiwala, means ‘washerman’. Madiwala wasn’t considered a part of Bangalore back then.

Wholesalers moved out of this market.

Shopping on the go, local produce and variety, cheap prices and its location keeps the market relevant, successful and popular.

Issues of parking, space, and infrastructure, weather changes, competition and demographics, unhygienic conditions, traffic, improper drainage and large amounts of waste are common.

Research takeaways and reflections : There are parallel market typologies and setups that have the same objective but with differences in resources, targets, business practices and logistics. There is a network, hierarchy, and system for food distribution through the different tiers.

Government related changes are often long drawn and incremental. Parallel changes happen within the market and outside, both influencing and impacting the degree and aspects of change occurring.

Both have to adapt to the changing times to stay relevant.

There is the difference in information, opinions, and emotion in the data collected from people in and around the immediate physical market environment on a daily basis when compared to the others ( Their tolerance and settlement thresholds ).

Data collected from the former tends to address the more basic, deeper rooted and urgent problems.

This information is solid as it is backed by qualitative data and experience, where sheer numbers speak volumes. Encouraging stories and picking on the inconsistencies can reveal some hidden stories and insights.

Research takeaways and reflections : Activity : Plastic bags - Day visit Plastic bags - Morning market Process, Methods and Tools : Journey mapping, mind maps, diary entries, rich media documentation, photo tours, observations Shadowing, semi-structured interviews, waking up with the city, Fly on the wall, shop along

The nature and intent of the market activities at the start of the day and the rest of the day are different; there is shuffling of roles between these two sets (eg. primarily day sellers become customers, primarily farmers become sellers).

While playing different roles, stakeholder motives, priorities, and preferences, behaviours change to best suit the situation.

These changes are also influenced by local cultures, habits, mindsets, ethnography and anthropology.

The transition between observing and interpreting is crucial and often influenced by past experiences which may cloud the reality.

Objective and Approach : To identify opportunities : To see an end - to end ; zoom out to study the round the clock functioning and then zoom in on the differentiating factors and identify new elements by comparing and capturing the nuances at a system and micro-system level.

This is the final leg of diverging before converging to map out the first set of opportunities in the Foundation phase.

Activity : Opportunity mapping Research takeaways Enquiry 2.0

Process, Methods and Tools : Synthesis and Brainstorming, Affinity mapping Flowchart, affinity diagram, cause diagram, chart and graphs, tree diagrams

Objective and Approach :

Venn diagram, Process map, Relational maps, 2 x 2 matrix

To converge the data collected from Foundational - Exploratory HCD design approaches to allow broad themes of opportunity areas to emerge.

Questionnaires

To handle, analyze and sense-make of the data collected at macro and micro levels.

To capture the broader themes yet not lose out on the details.

To use these broad opportunity themes to carry out the second phase of research by repeated diverging and further immersion into these topics of focus and enquiry.

To extract key insight, create themes and frameworks. For the second phase of enquiries.

Research takeaways and reflections : Sorting and organizing data helps create structure, make new associations, inspire ideas, fill in research loopholes for areas that may have not have naturally occurred if not for the details or ‘unnecessary’ information.

Systematic gathering and presentation of data helps add structure to the process and create confidence.

Documentation of large amounts of data is vital, as it helps recall and keeps the micro details intact as research continues.

It is important to consider who you are speaking to for the research information and don’t be too quick to get attached to a single idea/problem or data source.

It is beneficial to always ask why to confirm assumptions and be specific while questioning.

From the research done with the various stakeholders in the areas of : Behaviour, History and changes, Business, Packaging, Government and policy Nature, Flow and distribution Waste management, Miscellaneous “We throw garbage on the other side of the road. Most shops here don’t segregate their waste.”

- Vali, Fruit seller

Lack of segregation

“Cattle owners take the leaves for free. I want to get rid of it, so I give them as much as they want for it.”

-Gopal Nayak, Cauliflower seller

Flow and Distribution

Government and Policy “Customers are unwilling to pay Rs.2 also for cloth bag.

They have the habit of getting plastic bags for free. “ - Kamraj, Flower seller

Waste Management

Packaging

Use of plastic bags

Packaging for meat sellers

Collaborative Ecosystems

Behaviour

Five larger directions were born : Food waste, Packaging for meat, Use of plastic bags, lack of segregation and Collaborative Ecosystems.

“On an average, I throw out about 30kgs of food each day.”

- T.Mani, Fruit seller

“We tried using banana leaves and thread for packaging but it isn’t feasible for meat with.

Plastic bags are banned, but we have no option but to continue using it.”

-Firoz, Fish seller

Food waste

Activity : Idea Bank Design Directions

Process, Methods and Tools : Mind maps, brainstorming, grouping and labeling, affinity clustering 5Ws + H

Objective and Approach : Converging activity to synthesize, analyze and simplify all the information collected through both rounds of enquiry and group them into broader themes.

To get the creativity ball rolling, generate an idea pool that captures thoughts that may potentially contribute to the final solution.

To converge into broader themes by applying evaluation techniques to further narrow down areas of focus.

To focus on the reality of the situation, consider the details and prioritize the data collected in order to be able to solve the right problem before solving the problem right.

To take honest, practical and justified contextual decisions by considering a macro and micro view outlook.

Research takeaways and reflections : Conflicts in areas of personal interests and organization/sponsor briefs can create biases and make the decision making process challenging.

Understanding users, being honest and accepting of the reality of the matter by choosing a direction that is in most genuine need, may have greater scope and potential to be successful.

It is important to take each step at a time and not reverse engineer and get attached to an idea or solution that may be foreseen.

Criteria for evaluation :

How

Who

1.

Criticality of issue 2.

Scale of problem 3. Commonality 4.

Personal interest 5.

Possible deliverables 6. Practicality 7.

Scope for innovation

What

When

5 Ws +H

Lack of segregation Food waste Packaging for Meat Collaborative Ecosystem Use of plastic bags

Where

Why

Objective and Approach : To analyze and decide if ‘reducing plastic bags’ from the initial ‘waste reduction’ theme was still the most viable and feasible direction.

To consider the other topics that emerged alongside, weight them out and make a rational justifiable decision for the way forward.

To be honest and respectful towards the information gathered and make decisions removing all personal biases, address the true needs of the people.

Activity : Principles and Evaluation Redefined brief

To understand and lay down principles that were realized while researching. To sense make, prioritize and recall the project intention (personal and sponsor). To see the direction of the project on a macro and micro level.

To be convinced and inspired to work in the chosen direction.

Process, Methods and Tools :

Research takeaways and reflections :

5W’s + H Evaluation matrix Design principles / criteria

It is important to balance out the needs of the people and needs of the sponsor/ organization to meet midway to fix a direction that is best suited according to the criteria and end goals of both parties.

It is easy to get carried away by foreseeing ideas or forgetting the intent of the project To be sincere and honest with the selection and results, and abstain from going back and forth on the decision.

To reduce waste at the Madiwala market -Refined brief : To reduce food waste at the Madiwala market

In the Appendix : https://www.behance. net/mridujhangiani

Areas for design intervention Opportunity mapping 1.0 Wet waste Journey map Stakeholder mapping 1.0

Ecosystem mapping 1.0

Observations and Insights 1.0 Selected 5 directions

Residents Voices

Dream Madiwala

Discovery

z

The problem : On a macro level, “1/3rd of all the food produced is lost or wasted” - United Against Food Waste; Selina Juul, Founder of Stop Wasting Food “40% of the food produced is wasted.”

- Cam Pascual - Co-founder & Principal - Eatable | Linked In

Image : Food and Agriculture organization of the United Nations

On a micro level, At Madiwala market, 7 - 8 tons of organic waste per day - Venkatesh, BBMP truck driver 6450 kg per truckload x 3 trucks - Ramakrishna, Government supervisor 12/30 sacks of fruit and vegetable discarded each day - Putt Raj, Vegetable agent 100 kg of Tomato discarded every morning - Shridhar, Tomato agent 40 kg of Cauliflower discarded per day - Gopal Nayak, Cauliflower seller

“Food demand is expected to increase anywhere between 59% to 98% by 2050” - Harvard Business Review 2016 Roughly one-third of the food produced in the world for human consumption every year — approximately 1.3 billion tonnes — gets lost or wasted.

Food losses and waste amount to roughly US$ 680 billion in industrialized countries and US$ 310 billion in developing countries.

Industrialized and developing countries dissipate roughly the same quantities of food — respectively 670 and 630 million tonnes.

Fruits and vegetables, plus roots and tubers have the highest wastage rates of any food We are 7 billion people on this planet, of which 925 million are starving. Yet we annually waste 1,3 billion tons of food or enough to feed 3 billion people.

- Food and Agriculture Organization of the United Nations (FAO)

/ day!

Discovery -

Building a strong case for design intervention.

Overview : The discovery phase is the second phase of the design process. It covers a larger surface of enquiry yet deeper understanding of the realities.

Intent : It is a reiterative research phase to further diverge before converging on a justified design brief using the broad lens of food waste. This section intends to explore the several verticals around food wastage by studying the nature and direct or indirect impacts of parallel systems, be it government or private, front end or back end. To see the end - to end of the food chain, constantly switching lenses between macro and micro views. However, the major focus remains on the voices of the Madiwala market at the core. To understand transitions from theory to paper, identify loopholes and uncertainties, research through layers of information to get to the root of the problem, understand existing systems, limitations and the differentiating factors and create a set of principles in line with the realities rather than new and against it.

The HCD approach : Collecting information by listening to the people with the intent to understand them rather than to reply.

Questions / Challenges : Why this stage is important : How do I synthesize and make sense of the research? How do I shift gears between converging and diverging? How do I identify opportunities and expand the pool of approaches? How do I turn my observations into insights? How do I get to the root of the problem? How similar/different should this phase be from Foundation? How wide and how deep should this phase of research be? When do I close this phase and how much proof is enough? How do I use my learning from Foundation to better drive Discovery? How do I engage and continue to keep people at the core of my project?

Nature : The nature of this phase is more focused yet expansive as compared to Foundation.

It is a deeper and broader dive in the area of food systems. Using HCD processes, all the research is conducted with the users, using their voices as content to drive the project. While a majority of the research is primary, some verticals have been covered through secondary research. Data from this phase is of both quantitative and qualitative nature.

Research Tools and Methods : Field research, secondary research, expert consultations, ecosystem mapping, exploratory research, value stream mapping, cause diagrams research questions,opportunity mapping - synthesize outputs, insights database, identify and establish a source for local, inside information Shadowing, contextual enquiries, Journey maps, interviews, photo, and video ethnography, co-design workshop, service safaris, value stream mapping and causes diagram, diary entries, expert consultations Target groups, specific 5W’s + H, establishing connections between all stakeholders and life cycle assessments, deeper insights, synthesis of research, persona case studies, hypothesis

4 types of information summary : Process : A more structured prepared design research study was conducted using HCD practices.

Several verticals were covered starting with primary research around the market and other markets while simultaneously undertaking secondary research. The process involved carrying out specific, detailed and deeper enquiry on the field and filling in loopholes from Foundation. It was an iterative process with two rounds of field enquiries, the order of events depending on feasibility.

The primary and secondary research came together to complete the phase, mapping out the differentiating factors onto each other and influencing and broadening the research aspects.

Foundation

Content covered : The ‘waste management’ practice, resources, routines, business modules, flow and distribution were the core areas of enquiry in all places of field research.

The reason and stages of food waste, proof of the issue, farm to fork supply chain, market to landfill chain, study of parallel markets, government initiatives, e-commerce, and the food industry, consumer behaviour and factual information about perishables were covered in this phase.

It ends with the refining and development of the final brief.

Results : Refining of the brief from ‘waste management’ to ‘Reducing food waste’ to ‘Reducing the uncooked food surplus left to waste at the Madiwala market.’ Enquiries of food largely emerged under the themes of waste management, sales and business and flow and distribution from field research at the Madiwala market. There are different types of food losses and reasons, there are several and dual roles played, food is perceived differently at different stages and by different stakeholders, communication and awareness are undervalued - some of the key findings.

Discovery

Reflections and takeaways : Planning and preparing for conducting research can help to stay focused, qualitative and quantitative research is required to build a strong case, showing incentive can change the quality of information but be destructive in the larger picture or the longer run, avoid binary questions for qualitative research, try to avoid displaying personal biases and opinions while conducting research, actions speak louder than words - look for the non verbal cues, getting to the root of the cause reveals other dynamics from the layers, involving people long after the implementation is important to keep the system running, conducting research in a manner natural and familiar to the market so that it integrates itself and blends in is advisable, working with food comes with predefined natural limitations, transition from theory to practice is where the potential for change lies, most changes are driven by external triggers, food is viewed through different lenses depending on the context, there are elements of psychology influencing back-end processes.

Deliverables : Pain - points/opportunity areas passed on as briefs for further design intervention in the form of products systems and services.

Final redefined brief

A metaphor for the 2 phases

Timeline : 2 months

“Where else will we go? There is no other place to sell our goods. We will move out once the market comes up.”

- Rizwan, Vegetable seller

Research takeaways and reflections : Avoid binary questions as it restricts from getting qualitative data and inspiration; restricts the experimental and exploratory trajectory that could spark innovation from information that may otherwise appear to have no connection with the line of enquiry.

Keep questions short and interesting; prepare for research beforehand in systems that are fast-moving, informal and chaotic.

Pick up on non-verbal cues in such ecosystems that are bustling with activities round the clock. The nature of such setups is more about doing than saying, make the best of this.

It is certain that what suits the extreme user group will suit the mainstream group as well, so concentrating on covering the spectrum would yield better-suited results.

Exploring your intuition can open new doors of innovation.

Being mindful about the words used during enquiry can influence the output.

Activity : Farmers, agents, sellers Waste managers New market developments Process Methods and tools : Primary research only Qualitative & Quantitative

They may be a vulnerable target group of ‘have-nots’ and hence their priorities are basic and expectations are low, their threshold is high and the system revolves around their daily bread. This may be a very sensitive area of enquiry.

Identifying and channelizing efforts in support of these factors, can create maximum positive impact with minimum effort.

The diversity in these markets is wide yet unique to each. Individual sellers have unique and enterprising routines and business modules that work best for them. (habits, personal goals, resources etc).

Designing and setting aside personal and project principles is critical to stay on track Establishing a local insider always helps; one person from each system.

Creating familiarity - research with the same group or new depends on factors of rapport, personality, resources, intention, nature of research etc

waste management

sales and business

flow and distribution

miscellaneous

Core areas of enquiry were around food wastage - waste management, flow and distribution, sales and business and miscellaneous from all stakeholders.

Research around the new market development revealed the concerns, emotions, and attitudes of the market people.

Objectives and approach : To diverge in different directions through the food waste lens. Deep dive, make subcategories and study the micro-systems of the Madiwala market.

Switching views between zooming in and out; processes that are pre-market and post-market; back-end and front - end, past, present and ongoing activities that determine the functioning of this segment.

To become a part of the Madiwala market and get a stronger standing and connection within the local ecosystem.

To understand the nature, functioning and roles played at the market and to the identify the tipping points and perspectives.

To create a set of guidelines and principles based on the information from the people and design in accordance to it, meeting the goals of the project.

Identifying and filling in research loopholes from the previous round and continuing the iterative process to better create knowledge content.

New Market

Research takeaways and reflections : Pick up on non-verbal cues; informal markets have their own kind of structure and understanding between people; informal most times; where they themselves may not have the correct or universal answers to questions asked, observing and documenting over time can be a way out of this.

Hinting or suggesting answers can provide support but may also limit the information shared.

Activity : KCDC facility Ecosystem mapping 2.0 Wastage points - systems, reasons, maps etc Resource mapping : Skill sets, artefacts etc Process, methods and tools : Primary research Secondary research Qualitative / Quantitative KCDC - Non structured interviews Tours, Mapping and observation

Informal markets work on aspects of randomness, hope, spontaneity, and frugalism. Trying to create rules and establish order is unnatural to the system and may fail. Weighing out the change - impact ratio is important before arriving at conclusions.

Informal markets are diverse, designing for every single user may be impractical but designing for the extremes often caters to the needs of the majority.

Answers to some questions may not get yielded from the market. Making the journey to the areas of enquiry is worth the effort before fixing in on something.

Everything exists and the answer to their problems lies in the existing systems, these are ecosystems where people have worked their way around the system to make ends meet, everything is happening in one form or the other. Building new systems are often unnecessary and comes with its own set of implementation challenges.

Objectives and approach : To understand scenarios outside the physical market ecosystem.

To identify the nature and the dynamics of the relationships with external bodies, the loopholes, sensitivities etc in the areas that are hidden and out of reach for market stakeholders.

To understand how much the market folks are in a ‘frog in the well’ situation. Their street smartness and awareness and the reasons for new loopholes identified.

Wastage points and degrees

Typologies

To understand the physical infrastructure ( more permanent high logistics ) and its reason, nature, and impact on all micro and macro level activities from culture, relationships, leisure to business.

To find a new scope of possibilities and ways to close the Madiwala ecosystem, making it self-sustainable.

To understand the typologies, journeys and flows, and touch points of food waste and the reasons behind it, visible or invisible - tangible and intangible.

To fully understand where the market stands today ( resources and systems ) so as to build a future from the reality, making it more feasible and sustainable in the long run.

Reasons

‘We don’t know who segregates and who doesn’t. People throw garbage and run away.

- Venkatesh, BBMP truck driver.

Design intervention and final project brief

Wastage points : (takeaways) The different stages and typologies of wastage and the reasons for it across the supply chain.

It revealed new opportunity areas for design intervention.

This data also helped understand the scale and context of the problem and break it down to further simplify and refine the project brief.

Resource mapping

Natural materials

Skills sets

Tools and practices

Ecosystem Mapping : The Ecosystem mapping revealed hints about the formation in the past, the possibilities for the present and the future, the magnitude of challenges, the level of feasibility and the degree of impact when making changes through the lens of physical reorganization and building on existing resources is concerned.

Research takeaways and reflections :

Objectives and approach : To identify, locate and study the macro and micro systems of other food markets through the food waste lens.

Activity :

To identify the differentiating factors and measure the impact/ influence of these factors and compare it to the Madiwala market

1. Markets : A comparative study 2. System of smaller fixed retail 3. E- commerce platforms

To find details in the other markets, that isn’t as prominent and may not have revealed themselves in the Madiwala market study until that point

Process, Methods and tools :

To get inspired, adopt and create new associations with new systems and see how an arrangement of micro systems may be the best fit for the Madiwala market specifically

Primary research Secondary research Qualitative / Quantitative Markets : Rich media documentation Semi structured interviews questionnaires, Observation Shadowing Smaller fixed retail : Observations Rich media documentation audio, photography Semi structured interviews E-commerce : Telephone interviews Secondary research

To understand the types and levels of food market networks; movement within and outside these networks; to map the connections, levels of dependency and significance ; The nature, similarities, and limitations to create principles and design guideline in line with these; To know what aspects can or shouldn’t be tampered with - understanding the levels and types of sensitivities and fragilities and putting an order to them To understand the influence of evolving consumer trends, preferences, and experience, the reasons for it and impact on the market’s relevance and future To study the system of new food platforms, their objectives, levels of dependence on farms and local businesses, associations with the local market, loopholes and angles of business success

It can be overwhelming, exciting and tempting to capture the micro details, but not feasible and encompassing, hence when studying a new market with new dynamics over a short period of time, it is advisable to collect data through a specific lens. Planning and preparing for your research (process, tools and methods) to at least collect the data that was intended to be gathered, if not more.

At this point, it is still important to diverge and explore but through a more focused lens.

Specific questions, and why and why to get to the depths.

It is important to also know to what depth to go to, keeping in mind that the research is iterative and the HCD process involves the people from the start to the end.

Building a good rapport is very important.

First impressions matter.

It can be challenging extracting information from corporates and hence approaching them through their CSR wing might be feasible.

Electronic City Fruit market

HAL market

3 fruit markets : HAL, Electronic city and Madiwala market Research conducted in the areas of sales and business, distribution and flows, waste management and packaging and miscellaneous.

The basis of comparison : Setup, access, types of shops, routine, number of shops, waste disposal, spoilage, the quantity of goods, customers, wastage points and packaging.

Madiwala market

2. The system of smaller fixed retail External fixed retail result accumulated data about the broader systems of flows and distribution, nature of setup, business and sales, food waste dynamics and management practices and association with the Madiwala market.

The resulting information led to a further round of enquiry before formulating food specific research takeaways.

E-commerce platforms : Information collected was of the basic systemic framework of such platforms, business model and strategy, flows and impact & association with the local markets.

Activity : HOPCOMS system Indira Canteen Process, methods and tools : Primary research Qualitative / Quantitative Semi - structured interviews, shadowing, journey maps Objectives an approach : To study the system, the changes over time and the present dynamics of a 5-decade old initiative: To get inspired, adopt and find new angles and micro lenses, compare and research through these micro details in the Madiwala market. To learn from an existing system that has been tested against time and proved to be successful till date.

The differentiating factors and associations with the local mandis. To understand what the people want, think, fear and feel since it was created to benefit farmers and the society.

The objectives, nature, and system of a new system that handles food in a different form (post procurement).

To study the end to end of an indirectly related system.

The impact, influence, associations, and possibilities for new systems to be born out of the physical proximity between uncooked food supply and cooked food at the Indira Canteen in the Madiwala market.

Analyzing the pros and cons of working with the Government.

‘More “floating customers” than regular customers. The menu becomes “boring” for everyday meals.’

- Pradeep,Supervisor at the Madiwala Indira Canteen

Research takeaways and reflections : Neutrality can be good and bad; it affects the information collected by hindering or promoting; depending on the amount of support, encouragement, and knowledge displayed while conducting research.

Specific questions can help get to the root of the information, but may also result in overseeing other aspects.

It may sometimes be necessary to research providing incentives to collect certain information as long as it causes more good than harm for the people and the project.

It is advisable to get aspects of identity, permission legalities sorted beforehand when entering closed systems, government and private bodies and sensitive ecosystems Displaying clear intent and confidence helps.

The system of HOPCOMS contains data on macro flows at a systemic level but also focuses on micro - systems associated with food wastage and an analysis of this system.

The resulting data served as an inspirational case study, revealing new lenses of interactions and details.

Their closed loop, circular system is successful because of data recording, communication, formalization and fixed prices, physical layouts and infrastructure and transparency.

The Indira canteen was particularly interesting to study for several reasons : Physical location and scale of operations Government run Form of food Possibility of collaboration or integration Similarity in mission

Activity : e-NAM and GraMs Role of APMC McDonalds Process Methods and tools : Secondary research Quantitative/Qualitative research

Objectives and approaches : To broaden the lens of study through other systems that are government funded and run.

To learn from the users and identify loopholes to realize the areas that need to be made foolproof but also understand the expectation, insecurities, fears and desires of the people running it on a daily basis.

To analyze how much the system that is created for the people, is benefiting the people and how using an HCD process would have/can make existing and new systems better To get a macro understand of other branches and systems of food movements To study the direct and indirect, avoidable and unavoidable influence of fast food giants on food waste as a large.

Research takeaways and reflections : A system that is designed to benefit a target group should involve that group of people before, during, after and long after the system is up and running in order to sustain itself such that it continues to serve its purpose, stay relevant and benefit the people it was set up for. Communication across the spectrum is vital.

The longer the chain and larger the system, more the number of people involved, more the complexity, logistical difficulties and scope for errors and malpractices.

The nature of informal systems could adopt practices of data recording from formal systems to better manage their resources. There is a differences in objectives and views from earning their daily bread to investing for long-term financial gain.

e-NAM and GrAMs brought out information in terms of nature and functioning of these systems, the loopholes and failures as benchmarks and limitations, guidelines and resource to design for the current market and future scenario.

McDonalds revealed information about the power of food giants in determining the supply chain from farm to fork, the marketing and business strategies, dependence on local agriculture,some hidden truths and the average consumer awareness.

Objectives and approach : Activity : Consumer behaviour, surveys ‘Ugly’ produce vs rotten Process methods and tools : Primary research - online surveys, observation

To gain knowledge on the facts of perishables, but also understand the transition between theory and practice around interaction with food. To use the unchangeable dimensions and work in line with it rather than against it.

To get qualitative and quick understanding of the factors influencing decision making and using these as directions for further enquiry.

Research takeaways and reflections : Perishables have limitations that form one set of principles to work within in this sector.

The transition from theory to practice is one that requires knowledge, consciousness, intent, and practice to be realized.

Factors of human behaviour are driven by psychological aspects.

Food is a very basic and personal subject that is seen through different perspectives depending on the context. ( Eg; as a subject of business, as a basic survival element ) Food across the spectrum of significance finds itself at both ends. Less significance because of the commonality and frequency. Most significance, because it is the most personal when consumed.

Food is a very basic necessity that is sometimes undervalued.

Most people only change when the need arises; there is always an external factor triggering change.

Survey

From where did you learn about what makes a fruit ‘fit’ or ‘unfit’ to buy?

Institution Family & friends Own judgment from experience

Online Family & Experience Books, magazines or newspaper

Factual

Both

Psychological

ROTTEN

Natural

Both

Man-made

Broad themes

Research

Opportunities

Solution hypothesis

Activity : Preparation for Ideation

Ideas

Research takeaways and reflections : The design process in HCD is non - linear and iterative. While this may mark the end of this phase on paper, there will always be the fear of it being incomplete and ‘not knowing’ enough but it is important to move forward in order to realize the loopholes and let go of this feeling.

The burden of proof. Realizing when the data collected is proof enough to validate the area as one that requires design intervention and how to know when to fixate on it is challenging. Sometimes the proof maybe strongly evident at an early stage, and it may not be required to continue looking for supporting proof.

Process, methods and tools : Insight and How might we statements, supporting research deck from Foundation and Discovery Objectives and approach :

There may be many instances in the last 2 phases when intuition is more overpowering than logic. Exploring intuition can open new windows of opportunity.

To converge research findings of different levels and feed it into the Ideation phase of the project.

Documenting and backing up hardcore research on a regular basis. There is a natural tendency for the details to fade out with time which may impact the final solution set.

To make a repository of pain points / opportunities to further be used as briefs to develop other systems, products, services etc.

To handle data with the objective to synthesis without losing out on the minute details and nuances that came through in this phase.

To sense - make, prioritize and represent the data in a way that temporarily closes this phase.

Wastage Points

Typologies of wastage

Human interactions

Nature of Item Reasons for wastage

From research to design directions 3 main stages of food waste : • At source • During logistics • At the market Criteria for choosing new brief

Waste management at the local mandis

Reducing the organic waste at the market

Managing the excess produce (uncooked food surplus) left to waste each day at the Madiwala market

‘Managing the surplus produce left to waste at the Madiwala market’

Preparation for Ideation

List of pain points / Opportunity areas

Contributing factors

Underlying symptoms

Idea Bank - I Product / System / Service

11 Core problem areas for produce waste at the Madiwala market

Can’t take the produce back to the farm Leave the unsold produce in the market Farmers lack expertise in business and sales Long distance between producer and consumer Lack of segregation of food surplus Lack of distribution of food surplus Customers don’t buy ‘ugly’ fruits Lack of planned shopping, meal and diet Surplus food brought to the market is left behind Lack of recording of data along the supply chain Differences in selection criteria and usage by various stakeholders

Core Problem Direct causes

Underlying causes

Contributing factors

Direct symptoms

Outflow

3

Broad Sectors

In - flow

Broad Sectors

6

Sub - categories Education & Awareness Formalize Re-purposing Behaviour Distribution Exchange

At market

9

Hypothesis

5

Criteria - I Keeping business as usual Not taking away from what makes ‘Madiwala’ special Small change, Big Impact By the people, of the people and for the people Eco - friendly

17

Insights with supporting research for Ideation

In the Appendix :

New market developments

What is ‘rotten’?

https://www.behance. net/mridujhangiani

Stakeholder roles and Customers of Madiwala

Survey details Journey maps : Farm to Fork

Research deck and How Might We Statements

Food waste : Reasons, Points, Stages, Types

Ecosystem mapping 2.0

Market wastage statistics Design briefs Opportunities / Pain points Customer profiles and behaviour

Core reasons & Hypothesis

Parallel markets : Electronic city and HAL,

KCDC, APMC, Big basket, McD, grAMs, Indira canteen, e - NAM HOPCOMS, Green fresh, Family fresh

Dream Madiwala

Ideation

Ideation -

The power of design to bring out the ‘inner designer’ in anyone

Overview : The Ideation phase is the third phase of the design process. It is the point at which insights give birth to ideas that have the potential to reach the end objective.

Intent : This phase intends to use the power of design to generate an idea pool through co-design with both designers and non-designers. This stage aims at capturing a spectrum of ideas, covering the extremes. It involves the sharing and discussing of the project with a diverse set of individuals to fill in the loopholes, gain new insights, unveil new aspects and details, to design within the consideration and limitations, see the larger picture through several perspectives, analyze and make an informed and mindful design decision for the way forward. To create a solution set that is best suited for the problem at hand.

The HCD approach : This stage continues to involve the users, empowering them by involving them in the making, deciding and planning of the solution. Validating and rapid prototyping of ideas based on their feedback, giving the concept on paper a better chance at being realized. This phase involves several HCD approaches, methods, and tools to generate ideas from direct and indirect stakeholders.

Questions / Challenges - Why this stage is important : Which solution do I take forward?

How do I know the strength of a concept unless I test it? How many challenges do I tackle through one solution set? How do I keep from getting too attached to an idea or jumping to solutions? How do I conduct a workshop or apply participatory design approaches for co-creation? Whom do I co-create with?

Whose opinion and feedback matters the most? What is my role as a designer? How much do I design in this phase and how much do the users create?

How do I set the context for ideation for a layman?

Nature : This phase begins with diverging activities and ends with converging activities. Collecting quantitative ideas from not just the users, but from various other stakeholders outside of the Madiwala ecosystem. This stage tries to maintain a neutral unbiased stance, basing decisions on the naturally emerging directions, aiming for the stars but settling for the best suited, innovative local viable solution. This is a very open phase, inviting ideas, opinions, and inspiration from anywhere and everywhere keeping the end users interest at the core.

Research Tools and Methods : My Idea cards, brainstorming sessions, rapid prototyping, co-design sessions, De - Bono’s 6 thinking hats, insights and How Might We statements, clubbing ideas, affinity mapping, design principles and frameworks, idea sprints, random associations and inspiration, storyboarding, going with the gut, finding themes and patterns, choosing a solution set, branding and marketing. Group sketching, affinity diagrams, mind maps touch-point matrix, value proposition maps, actor’s map, blueprints, poster, system map, storyboard and journey maps, task

4 types of information summary : Process : The process followed was iterative. This phase uses participatory approaches tweaked for different stakeholder workshops to churn out ideas using HMW statements supported by insights and visuals for context. The process enables any layman to ideate on the subject, followed by a discussion on the outcomes to further refine and capture the details, reasoning, and branch into other related/ unrelated topics of interest that may stem from it. Hundreds of ideas boil down to one solution set. This stage involved some research, conceptualizing before co - designing and planning for prototyping. A collaborative approach with NGOs was followed to support further prototyping.

Content covered : The content covered in this phase is mostly ideas and opinions from a diverse range of stakeholders.

It contains parallel conversation with some professionals, the selected few solution sets and the versions of it, the reasoning and criteria behind the way forwards, general and specific takeaways on workshops, the HCD methods, tools and processes used, design principles, insights and research deck used to facilitate ideation, the use HMW statements and My Idea cards, a spectrum of ideas in the form of an idea pool and information on pilot programmes.

Results : This phase closes with 3 version of the proposed concept. The result of this phase is a systems service design proposition (The ideal situation, Pitch for the pilot and a proposal for the following prototype). Apart from this, there is Idea Bank - 2 which can be used as a repository of design directions anyone interested in this field of work. A detailed and refined set of design principles were followed. There is also a database of contacts and a network of people who were a part of this process and continued to stay involved beyond this phase. This phase also includes the final proposal to Robin Hood Army and Bangalore food Bank which was taken forward for prototyping.

Reflections and takeaways : The broader takeaways from this section revolve around the nuances of conducting co-design sessions, the importance of sharing and discussing the project with a diverse range of people, the openness that is required as a designer, the re-evaluation of the role of a designer and the power of design to bring out the designer in everyone, the challenge in being patient and not envisioning the end solution during ideation, the requirement to leave some ideas on the drawing board, to conduct rapid prototyping processes to analyze the strength of a concept, the translation from paper to field and the challenges involved in it, the usefulness of design principles to stay focused, the power of collaboration and the secrets behind a good business pitch.

Deliverables : Research deck, Insights, How Might we statements and co - design outputs, Idea bank,Concept generation, Plan for pilot Timeline: 1 - 2 months

Activity : Workshop Objective and Approach : To get a wide range of ideas from 4 different stakeholder groups.

4 macro perspectives and several micro perspectives from several experts in the field.

To understand the people, their opinions, concerns and fears.

Empathize and look at the same context from several lenses.

Compare, map out differentiating factors, build-off of and improve from each of the workshop proceedings and outcomes.

Research takeaways and reflections : Participants may be apprehensive if this is their first time at an activity of such nature.

Allowing them to keep their ideas anonymous, freedom of expression (language preference and illustration) may help. Visual material showing themes, artefacts or situations can help participants verbalize their ideas better.

Using the end user’s experience as a reference point helps to understand which factors in the ecosystem are relevant to that context / through that lens.

Ice breaking activities can be very helpful when working with mixed groups.

Using gamification often makes the activity more interesting, reduces the stress of performance and lightens up the atmosphere. Be careful not to lose out on the essence/ objective of the activity in the process.

To practice participatory design approaches. To ensure that the design is about the people, for the people, and by the people.

Letting the workshop take its own form. Many people may not feel comfortable and equipped to express on paper. As long as everyone is participating and it is inclusive of people’s ideas and views, it works.

To expand the personal viewpoints, identify new angles and analyze from all perspectives. To accomplish the role of a designer- the ability to see through multiple perspectives.

Sometimes, one person from the participants takes charge to scribe and document, this may be ideal as they understand the exact viewpoint of the other sellers and are equipped to translate these ideas into paper, bridging the gap between the facilitator and the users.

To collect the widest set of ideas (qualitative approach - diverging at this point before converging again by taking a direction forward.) Create an idea pool as a major deliverable in the project; that can be used as a repository of ideas and serve as briefs for interested people.

When dealing with a large group, there may be language barriers. Usually, the local language is understood by all even though it may not be the first preference.

To use the power of design to empower anyone and everyone to identify and bring out the inner designer in themselves. To help people understand the HCD process and its power.

Bringing a translator or local hero on board may help. Finding out the internal authority and bringing this person on board is advisable for easier coordination, management and higher chances of participation.

Using design tools and methods in a way that doesn’t burden the event but is a refreshing process of conducting an activity.

A LOCAL FOOD RESCUE PROJECT

DREAM MADIWALA

19.09.2018 A talk and design session

This is an initiative aiming to reduce the uncooked food surplus left to waste in markets at the end of each day.

We hope to develop solutions that make better use of food surplus, while also uplifting market conditions and restoring the local market’s relevance in our cities.

This workshop seeks to bring your expertise towards ideation and knowledge creation for this cause.

+ Profile of participant Name, organization, job profile, Contact no, Language preference, Availability, Confirmation status, Additional + Time, Activity, No. of participants / groups, Objective, Material & equipment, Activity no, Activity title, Process Itinerary

Research takeaways and reflections : Activity : Brainstorming

Objectives and approach : Why? How does it fit?

Who and how many?

What expectations?

How participatory?

What is your part?

Who else?

Where?

Finance Programme Languages Logistics Materials & equipment Participant’s preparation Local liaison Outputs Follow up My preparation Flexibility Extra

If a brainstorming session doesn’t start right, it can set in a a dull environment which is not ideal.

Setting the context rights, instigating conversation, and encouraging participation is important.

It is unfavourable for a co-design session to have more negative criticism than a productive contribution to generating ideas. Shifting the mindset of the group to a generative one is important as it creates tons of ideas to choose from, which is a prerequisite to getting a good idea.

To spark innovation, the solution set has to have new ideas which can only be generated through the open encouragement of a large spectrum of ideas. Encouraging creativity over feasibility is the way forward.

It is vital to make participants feel comfortable and excited to share their thoughts and ideas and start a domino effect, where everyone builds on it.

Wild ideas have the potential to spark innovation and can often rise to creative leaps.

While encouraging ideation, try to ignore the constraints and limitations, and make a conscious effort to think out of the box, keeping the mind open to all inputs.

Sometimes ideas come from the most unexpected people and places, and this is why staying open-minded and neutral in all interactions in this phase is ideal.

Stay open but focused on the topic to try to achieve at least the objective of the workshop, if not more.

It is important for all participants to be interested and stay engaged so as to be able to contribute in a meaningful manner.

Go for quantity and encourage being visual. Aim for as many new ideas as possible. Visual depictions often reveal an additional layer of information that may not come across through verbal communication. It also takes care of the documentation for future references and removes the complexities of language and literacy barriers.

Using local or universally established and recognized info-graphics and symbols may help provide context and direction during Ideation. Illustrations may also reveal hidden layers of information, reflecting on perspectives and personal associations that may not come across otherwise.

Research takeaways and reflections : There is a fine line between observation and Insight. Insights help us understand why the facts matter and have the potential to be turned into actionable statements.

Clubbing of insights to keep the theme and statement broad; more detailed insights give narrower direction and hint at a solution; broader by default has to cover all micro topics and hence will be more open-ended.

Insight requires critical thinking using research to spark innovation by conveying a fundamental human truth.

Insights enable us to view a situation from fresh, new and several perspectives. It often captures underlying motivations that drive people’s behaviours.

Insights require us to take a multidimensional view of a situation. Be careful not to get to attached to an idea as it can lead to swift conclusions which will not be ideal as they would not consider the holistic picture and limit the potential for innovation. Think holistically, analyze intensely.

Activity : Insight statements and Research Deck Objectives and approach :

An insight is not a need statement. Insights often reveal intangible, invisible back-end motivations resulting from researching through layers.

To convert heavy research data into actionable statements / opportunity areas for Ideation

Set the context for your insight statement by simply and clearly explaining the background.

To synthesize, filter out and sense - make of the data collected.

Including a well-defined dilemma is important without which calling for a solution will seem unnecessary. These struggles often occur in the form of values, needs, behaviours, and desires.

Looking for strong expressions of emotions during times of distress may reveal the depth of the issue.

To provide context and insight to enable any layman to ideate and empower to bring about change through design.

To provide a holistic picture of the problem but also provide direction to spark ideation.

Context

Dilemma

Why

Motivation

Ideal

Insight

To keep the scope for ideation broad in order to get the widest spectrum of ideas.

Primary research Supporting research : Sell to hotels , restaurants; they mostly come on 2 wheelers or auto-rickshaws - Vali, Fruit and vegetable seller From big supermarkets to rag-pickers : All buy from here - Gunashankar, Fruit and vegetable seller Juice vendors buy fruits with dried up skin at discounted prices - Vali, Fruit and vegetable seller

‘There is an existing customer base for purchase of second grade produce.’

Insight statement

‘There is an existing customer base for purchase of second-grade produce.’

Regularly supply to hotels, restaurants, marriage, functions, temples - ChinnaChammi, Banana leaf seller Hotels don’t care much about the freshness - Fayaz, Radish seller

A buyer seen picking out of the leftover produce

First grade and second grade produce kept separately

First grade goods and second grade goods kept separately for different buyers

Second grade produce is that which doesn’t get sold easily due to poor appearances

Activity : HMW statements and Idea cards Objectives and approach :

Research takeaways :

To re-frame insights statements as how might we questions to turn the challenges identified into opportunity areas and facilitate ideation for these.

How Might We Questions give rise to subsequent Brainstorming activities.

To capture ideas and thoughts in forms that occur naturally to people.

To remove the barriers in terms of language, literacy and skill when communicating ideas.

To use a platform to document ideas, capture the minute details and back end thoughts that may appear on a tangible platform better than through verbal communication.

To provide an alternate way of expression apart from verbal communication.

A chance to express through images. Illustrations often reveal hidden truths and back end thoughts.

To help people express freely and on a non - judgemental platform ; and get everyone to participate in this manner.

Use design tools and methods of brainstorming ; introduce the people to these processes and realize the power in them.

To make people feel that their ideas and thoughts are valued and taken into consideration in this form. Make them take the activity more seriously.

Writing insight statements it not easy. They may require several rounds of editing before framing How Might We Statements from them. It’s a tricky process but a good How Might We should give you both a narrow enough frame to let you know where to start your Brainstorm, but also enough breadth to give you room to explore wild ideas.

It is important to mention the desired end state as a reference to provide context and direction. Don’t see a probable solution and work backward.

HMW statements should be phrased such that they suggest that solutions are possible and it should allow for it in a variety of ways and forms, without hinting at a particular solution but providing the perfect platform for expansive creative thinking.

The result of HMW statements should be a generative process of brainstorming to churn out a spectrum of wild ideas; aim for diversity in perspectives and quantity.

People may shun away from the activity because of limited skills and knowledge, lack of confidence, interest and laziness. It is better to let people communicate in a form that comes to them naturally. Encourage them to put their ideas to paper, but don’t force them.

Draw and write with them, become a part of the activity rather than giving out instructions.

Research takeaways and reflections :

Activity : Workshop 1 - The Kids of Madiwala Process, Methods and Tools : * Workshop details in Appendix

Brainstorming in a group or in pairs may build encouragement and confidence, rather than individually. However, children may copy and heavily get influenced by each other, and may all end up expressing the same idea.

Giving children their time and space is important. Encourage wild ideas. Giving examples could be tricky as it provides a way out of the situation and children may just mimic the same idea onto the card. Positive criticism and patience goes a long way with children.

If they’re stuck and unable to think, they may even mimic your given example for every Insights statement. Stress and compulsion are negative motivators. If stuck, don’t readily give a solution, rather provide a different lens or perspective for the same context.

Children are easily influenced, dropping hints and examples in an attempt to help them understand may restrict them.

Try to include visuals, audio, and video rather than text. Keep the questions short and try not to replicate a classroom situation. Letting the child feel control in the situation, rather than follow instructions. However, brainstorming in a controlled environment helps keep children focused on the task at hand. Alternate between high and low concentration activities.

Objectives and approach : To hear the voices of the children who are the future of the market and are vital in keeping it relevant.

To figure out their level of involvement and understanding of the market and its systems.

To brainstorm and collect their ideas and thoughts. Open them up to design and establish a connection with this young stakeholder group for future research, planning, testing, and implementation.

To help them realize, sensitize and involve them in the cause.

To encourage children to understand their own needs, ideas, demands, and desires and back it with logical reasoning and analysis.

Provide breaks and incentives at the end of the workshop. Using colors, badges and stickers get them excited. Handing out badges, and ensuring everyone gets a chance to introduce and express themselves keeps them engaged.

While it is important to understand their point of view and consider the different layers of problems from where their opinions stem, it is also important to not underestimate or undervalue their knowledge and capabilities. Dumbing things down from assumptions and experience may hinder the brainstorming output.

It is important not to overdo with the incentives given away.

Show humility and respect towards children as well.

The strategic grouping of children will define the nature of interaction and hence the outcome.

Separating children from their parents or guardians while doing the activity may help them express more freely.

Keep the workshop as sensorial and activity based as possible.

Keeping children engaged and intrigued by introducing aspects of their interest.

Children can be unpredictable sometimes, get assistance if needed.

co - design workshops

DREAM A AL W I D A M P O H S K WOR 3: 30

sday ket 18, Wedne iwala Mar 23.05.20 teen, Mad an C ra Indi at PM - 4: 30

Contact : mridu@quicksand.co.in +91 8105944054

Workshop

1

Indira Canteen

Research takeaways and reflections : Activity : Workshop 2 - The Madiwala sellers Process, Methods and Tools : Using the research deck and HMWs Printed images Branding and marketing Research for conducting Ideation Awareness and hype *Details in Appendix

It may be extremely challenging bringing people ( sellers ) together for brainstorming.

Ensure you are providing enough incentive for their time, compensation for their business, target shops that have more than a single person running them ( back - up ), get a variety of sellers from a diverse range of shops, ages and items sold, identify and plan sessions for the down time in the day or week to get maximum participation, organize the session in a space that they are comfortable and familiar with and that requires least effort from their side in terms of cost and logistics ( Indira Canteen ). Take the permissions for this beforehand from the responsible parties. Set up the space and use branding and marketing elements, create awareness and hype, inform and remind sellers, send out invites. Check out the weather before fixing a date a time.

The ideal situation is for them to realize the larger picture, social good and benefit for them if food waste reduces, and hence volunteer to participate. If not, some monetary or service incentive may be required.

Objectives and approach :

Choosing participants may be tricky and create a dilemma.

To understand the truth and ground realities from the experts themselves.

Coordinating and fixing a time convenient to all may be difficult, go with what the majority prefers. There may be unforeseen changes and challenges, unpredictable sudden bulk orders or deliveries, which may lead to a lower number of participants.

To analyze and judge the practicality, viability, desires and concerns of the people at the core, following the HCD principle of involving the users and using design to empower and facilitate them to brainstorm on the issue.

To sensitize, make aware and place a spotlight on an issue that is often ignored or taken for granted. Help them realize the potential and their benefit from the initiative.

Customized badges and invites make them feel special. It should make more people want to be a part of it. Glamorize it, make it seem big and aspirational.

Confirm participation in person. People often don’t stick to their word and last minute ushering may be required.

To provide them an opportunity to express their ideas, understand the practicalities and analyze the situation and reasons behind their opinions.

It may be challenging to usher all the people at once and impossible to be everywhere at once.

Going shop to shop may be necessary and keep someone at the workshop set up to welcome those who come, retain the participants that come and encourage others to join seeing this movement. Once a few people gather it is easier to convince more participants. Getting the first few to participate might be a challenge.

Use this as a confirmation and gain clarity on personal ideas and assumptions to test the viability of concepts.

Ensure that documentation happens on the side, so you can invest your time and sincerely listen to the people without having to worry about losing out on the details.

To collect a wide range of ideas, co-design and validation from the end user group.

While media presence may get some people excited it may also limit and alter the kind of participation and inputs from the workshop.

Workshop

2

Indira Canteen

Activity : Workshop 3 - Experts in the fields of agriculture, food industry and waste.

Objectives and approach :

Process, Methods and Tools :

To gather ideas, knowledge, and expertise from experts working in the areas of food, agriculture and waste management.

*Workshop details in Appendix

To create a repository of contacts and start building a network amongst this group of people that can be expanded to include more people and resources.

To build awareness about the Madiwala situation and bring on board new collaborators. To also share the research information, so that experts can find an area for intervention and bring about change in their own ways depending on their specialization and expertise.

To document and share the information and outputs of the workshop with a larger network and start building a system where this data is converted into actionable statements for intervention.

To bring the several people working in the same sector / similar directions together to collaborate and reach higher levels of success.

Research takeaways and reflections : When working with professionals, it is advisable to invite and set a date for the event weeks in advance. On confirmation, frequent polite reminders as the date approaches would ensure full house participation at the event.

Providing a zine beforehand, helps them prepare and increases their inclination to attend. It also helps make the workshop more efficient and optimal if time is limited. Experts can also use this brief document supported by some thoughtprovoking questions beforehand to provide greater expertise from that angle.

Experts tend to provide niche insights and ideas from their respective fields.

Breaking this tendency can create a broader spectrum of idea and knowledge.

Passionate and heated discussions and debates can often go off track.

Mediating and intervening at regular intervals can help stay focused on the objective.

Connecting and pitching to large corporates can often be challenging.

Going through an insider or a platform like Linked In can be helpful.

Professionals charge for their time, showing them enough incentive or convincing them to partake in a noble cause needs to be solid.

First impressions matter, using an official ID and company backing helps.

Workshop

3

FEELINGS

NEUTRAL

‘What is my gut reaction or feeling?”

‘What are the facts?’

PROCESS

IDEA

‘Could we do this differently?

CREATIVE

‘What about if..’

POSITIVE

‘What are the advantages?’

NEGATIVE

‘What are the risks?’

Quicksand Design Studio, Bangalore

Activity : Workshop 4 - Designers Process, Methods and Tools : Brainstorming tools My Idea cards Research deck and HMW statements De Bono’s 6 thinking hats *Workshop details in Appendix

Objectives and approach : To connect, share and collaborate with other designers and gain a heavier design perspective.

To fill in perspectives and details that may have been missed out on.

To gain knowledge and expertise in the social sector from other designers.

To network and connect with more designers who may have worked in this/similar areas.

Research takeaways and reflections : With designers, they may find it easier to use these design methods, tools and processes to co - design.

Analytical thinking and reconsidering the role of a designer, the decisions made and the way forward.

Experience of other designers in this area provides learning in terms of both a graduation project as a designer as well as the design challenges in terms of design processes, methods and tools that may be applicable when working in the social sector.

Workshop

4

JAAGA, Bangalore

Activity : Idea Pool Design Direction

Process, Methods and Tools : Affinity mapping SWOT Analysis Design principles

Objective and Approach : To create the largest possible idea bank, covering a spectrum from the wildest most speculative ideas to the simplest most practical ones ( diverge before converging ).

To use these ideas as design directions and make it available to those interested.

To identify the broad themes, common idea categories, recognize patterns that emerged from the co-design sessions.

Research takeaways and reflections : Often ideas may come under 2 or more categories which may complicate organizing and managing the idea bank. Placing them in the overlap section, closer to a category it is more associated with helps.

Following up and taking feedback from experts on chosen Ideas and concept and discuss the way forward

Choosing and sticking with one idea may be difficult. Not knowing the feasibility and practicality until testing may also be unsettling and confusing.

To use HCD practices, of cross-checking and evaluating the chosen ideas with the users.

Combining ideas and tailoring them to suit the context, may help in arriving at a specific solution set.

Sense make of the ideas that have come up, evaluate, prioritize and create a concept to take forward for pilot testing.

Clubbing of ideas helps and allows you to pick and choose the best individual ideas to form a holistic intricate concept.

13 Themes

6

typologies of participants

17

What if an object a person a service a system an interaction communication

Insights & HMW statements

153 Ideas

3

main categories

+ Madiwala kids & sellers

Bangalore Food Bank

Buffalo Backs

Robin Hood Army

Daily Dump

Saahas Zero Waste

Studio Motley

TERRAA

JAAGA

Karuna Seva Trust

Hasiru Dala

Icarus

Let’s Spread Love

Mahatma Gandhi: “Live simply so that others may simply live”. Or as your parents used to say: “Waste not, want not”.

- Dr. Karl Kruszelicki, Foodwise

29 Design Principles

Activity : Design Principles Design principles are gentle reminders and guidelines to ensure you stay on track towards reaching the end objective. They also help stay consistent throughout brainstorming sessions.

Design principles state the most important objectives and components of the solution set.

Design principles may have several versions through the design process. They may require detailing and editing as discovery and decisions are made at several stages of the process. Keeping these statements short and simple provides a balance of guidance and freedom during ideation.

Final Design Principles of Prototyped solution 1. Build on existing systems 2. Maximum positive impact with minimum ill - consequence / Minimum changes for maximum results / Minimum transactions 3. In the present, from the past and for the future 4. Feel good factors 5. Empower for individual growth and system independence / strength 6. For, By and With Them 7. Poor people with Rich solutions 8. Empathy for decision making 9. Non - monetary interactions 10. Reciprocation and appreciation 11. Optimization of resources and frugality 12. Sustainable co - living 13. Planning and Organization 14. One step at a time 15. Sparking long term engagement 16. Power of data and technology 17. Connection is key 18. Democracy and Socialism ; Equal right, opportunities and protection 19. Design Thinking as a tool 20. Innovative but feasible 21. Direct causes first 22. Universal design 23. Trash to treasure 24. Solving at source 25. Human consumption is priority 26. Flexible and evolving but sustainable 27. Default beneficiary 28. Food rescue at core

Objective and approach : To critically design a solution that emerges from the idea pool, follows the design principles so that it is best suited for the situation at a particular point in time.

Activity : Concept Generation Existing system research and loopholes Secondary research and inspiration Process, Methods and Tools : Co - design with Primary stakeholders - storyboarding, research enquiries, touch point matrix, value proposition maps, actors maps, service blueprints, system maps, constructive interaction, task analysis grids, role script, service prototype and specification, motivational matrix, journey maps, character profiles and persona.

To use the related insights and research data gathered and design a concept stemming from the emerged design direction, in an attempt to provide a solution to the corresponding how might we statements.

To study and understand the existing system and use it as a framework to build around and up from. To identify the micro challenges, and use these as new micro opportunity areas to develop solutions in the new concept.

To develop a solution that is whole and encompassing, covering the several angles and perspectives.

To study existing products, services and systems that exist in the world, gather inspiration to spark innovation.

To use the personal skill set, knowledge, and experience as a designer, in this project to design a solution that is best suited from expertise and complete understanding of the situation, having the advantage of time and experience at the market.

A chance to be creative and provide a wilder design solution, increasing the potential for refreshing innovative changes.

Research takeaways and reflections : Don’t get too attached to one idea or solution because of personal biases or preferences.

It is important to understand and accept that there is no silver bullet to solve the problem.

Understanding the capacity and potential of a solution matters. Attempting to solve multiple problems through one solution may not be ideal.

Designing considering the limitations, consequences and viability is important.

Following the design principles helps to stay focused and design in line with the end objective in mind.

Logical reasoning and practicality to validate the strength of ideas is fruitful.

A justification for every design decision helps instill clarity and confidence.

While designing, do not assume or underestimate the potential of an idea but be mindful of the realities.

A concept is a refined set of ideas. It tends to answer the How Might We statements and is more holistic in its view. This is what you’d like to move from paper to reality.

It may often be difficult and unnecessary to try to solve several challenges through one solution.

Challenges in existing systems may limit the freedom for experimenting and innovation.

Referring back to initial research data may reveal loopholes in information that may be required in the proposed concept.

It is important to be aware of the existing solutions so as to not put in effort in reinventing the wheel, but building off, adopting and customizing aspects that are best suited for the Madiwala context. Mash-up two existing concepts to explore new ideas.

Come up with as many innovative ideas as possible, often with less emphasis on implementation. Rating ideas against set criteria help analyze and figure out which ideas are better left on the drawing board and which ones deserve a chance to be tested.

8 service factors Concept : Surplus shop

Storyboard to co - design the solution set

*Details in maps

Marketing and Distribution

Cold storage and locker facility

Payment and Membership system

Segregate, categorize and label

Quality and Quantity check

Self - sustainable system

Minimum salvage price

Deposit and collection system

Activity : Co - design Refined concept Research loopholes Rapid prototyping Existing system and challenges Process, Methods and Tools : Co - design with Primary stakeholders - storyboarding, research enquiries, touch point matrix, value proposition maps, actors maps, service blueprints, system maps, constructive interaction, task analysis grids, role script, service prototype and specification, motivational matrix, journey maps, character profiles and persona.

Objectives and Approach : To follow the HCD process and bring in the end users into the design process. To empower them and gain overall insight on the proposed solution to better fit the situation.

To quickly convey an idea, collect feedback and skim through a variety of ideas; assessing which ones to leave on the drawing board and which one to move forward with.

To work with the people to identify the loopholes and micro details in the proposed concept; to discover new aspects of the system and make the system more holistic.

To understand the trade-offs and the cost at which this solution can bring about a positive impact. To consider the feasibility, consequences, unpredictabilities, risks etc.

An attempt to solve and integrate other micro issues through aspects of the proposed solution.

Research takeaways and reflections : A second round of research from specific people and at particular touch points may be required to design and fill in the loopholes in the proposed concept. Acquiring this data before designing the rest of the system is recommended.

Recommendations from the users cannot be ignored or replaced but it is important to dream big staying rooted in the reality.

Rapid prototyping can sometimes feel like an unsatisfactory test of a concepts strength but practicality is important. Go with the gut, if something feels right.

Co-creation and sharing your chosen ideas always helps.

Speak, share and discuss the ideas with as many people as possible to see through the multiple perspectives and make an informed decision. Every conversation leads to new learning.

It may be required to let go of an idea that seemed promising and exciting, as long as it has best been analyzed and known to not be best suited.

Looping in micro challenges and issue into the proposed solution may provide more incentive for the pilot and also completes the system.

Storyboarding set

Pitch to Robin Hood Army for Pilot

Objectives and Approach : Create a pilot to be pitched and taken forward for prototyping and testing Business pitch to Robin Hood Army and contact with Bangalore Food Bank Activity : Pitch for Pilot

To propose a concept that provides enough value proposition for it to be adopted and implemented in the system as a pilot programme through sustained engagement before taking it to the market.

For this idea to be tested on the ground level, prototyping to get feedback, fill in the loopholes, uncover hidden truths, reveal new details and aspects of the system and provide scope for further improvement and refinement of the proposed solution to best fit the local situation.

Process, Methods and Tools : Business model canvas, Process, Co - design with Primary stakeholders - storyboarding, research enquiries, touch point matrix, value proposition maps, service blueprints, system maps, task analysis grids, role script

To continue to involve and empower the users in the HCD process.

To not only get their opinions but also involve them in the making and running of it.

To build trust and confidence to experiment and open them up to change. To promote entrepreneurial behaviour and practices.

During a Pilot, you can find out if it truly works the way you envisioned it by running a prototype with all the staff, space, and resources necessary. You’ll learn if your idea really is desirable and feasible, and what it might look like to do it at scale.

If it’s a success, you’ll head to market.

Connecting the HSR slum with the Madiwala market

Slum

Research takeaways and reflections : It is important to question and analyze whom you are collaborating with to ensure that it is the best-suited party.

Madiwala market

Assess resource requirements, feasibility, and viability beforehand.

Pitching a half-baked pilot may appear as under confidence or reduce the seriousness.

Financial incentive to run the pilot may be required.

Such setups have vulnerable people who may be unwilling to make changes in their system or experiment with earning their daily bread.

Monetization may be one solution but showing them the larger picture and benefits for them in it is ideal.

A concept may be refined and tweaked according to the users’ feedback which may change with time. Some users do not stick to their word and completely change their stance and willingness when it is time to implement. A plan B for such unforeseen circumstances is recommended but aim for the stars before discarding a concept.

It is important to choose whom you are pitching the concept to i.e which shop and who in the shop, because sellers at the market work in shifts and may not always be present. Approaching and convincing the decision maker may be more reliable. Timing is important. For example, in the afternoon, when it isn’t raining is a good time. First impressions are important, try once but make sure it’s a solid pitch.

Using elements of marketing, proof of concept and organizational backing or funding will make it more convincing.

"If every single human being on this planet had enough food, it would change our societies. It would stop wars, put an end to suffering and even change the course of human history.�

- Selina Juul

Adequate food production is not sufficient to ensure food security. Not all food produced is consumed, as an enormous amount of food is lost or wasted. A 2011 Food and Agriculture Organization (FAO) report puts this figure at one third of the food produced in the world for human consumption every year, which is approximately 1.3 billion tonnes.

It is estimated that saving one-fourth of the food currently lost or wasted globally would be enough to feed 870 million hungry people in the world, of which the highest number (about 194.6 million) are in India. Maximum food loss happens during transit from farm to fork, especially to urban markets. These losses not only impact producers with reduced income and consumers with increased costs, but also challenge overall food security.

surplus shortage Key facts about hunger in India Largest India is home to the largest undernourished population in the world 14.9% of our population is undernourished 195.9million people go hungry everyday 21.0% of children under 5 are underweight 38.4% of children under 5 years of age are stunted 1 in 4 children malnourished

Research takeaways and reflections : Validation from the users is critical before decision making. However, trust your instinct and an idea’s strength if you believe in its potential.

Don’t be in a ‘what if’ situation.

Activity : Final direction for prototyping Process, Methods and Tools : Co - design 2.0 : *Same as in Pitch for Pilot Objectives and Approach : To arrive at a concept solution that meets the objective of the project, and can be piloted.

To look at alternative ways and necessary changes from an ideal solution and settle on a version that is more real and viable at the ground level.

To bring on board other partners, sponsors that can help support the pilot programme.

To convert paper propositions into practical actionable modules that can be acted on. Turn ideas into reality by tweaking it according to the expertise of the users and supporting parties working in this field.

Plan to do a quick proof of concept before discarding or running the prototype and getting everyone involved.

Discussing the best-suited ideas with experts may be helpful. The final decision should, however, weigh out all their opinions, keeping the people’s feedback and your judgment of the best possible solution at the heart of the decision making.

Sometimes it may be of benefit to lay out an elaborate plan of action even if you know it’s pushing the limit, negotiate and settle midway.

Something is always better than nothing when first kicking off a prototyping plan.

There may be a difference in opinion and willingness in the concept generated during co-design versus when on-boarding and planning for a pilot. This may require you to make the necessary changes, meet midway between what is closest to the ideal solution and what is possible for prototyping, to test out the pilot.

In the Appendix : https://www.behance. net/mridujhangiani

Babu’s existing system

Workshop details

More My Idea cards

Expert guest list Design Principles

Dream Madiwala

Prototyping

Prototyping To determine the level to which the concept is addressing the real need, and the ease for users to achieve that goal. To build for real-world usability.

Overview : The prototyping phase is the fourth and last phase of the design process.

Intent : The intent of this phase is to test concepts for flaws, discover new aspects and refine a solution to ensure it works at the ground level. To bridge the gap between concept on paper and the real world scenario to create a system - service that addresses the real need by making the necessary positive impacts.

The HCD approach : Prototyping is being carried out by the target users of the system - service. Feedback and co-design is a continuous process throughout this stage. Live prototyping, collaborations, pilot programmes, measurement and evaluation, continuous feedback and building road maps with end users were conducted in this phase.

Questions / Challenges - Why this stage is important : What are the prerequisites for prototyping? What tools, methods, and processes can be used in prototyping? How do I plan a pilot? What is service - system design? When do I stop prototyping? How do I make a pitch? What is my role in this phase? How do I measure the success of this prototype? What is the way forward from prototyping?

Nature : Live experience prototyping. The prototyping phase was a back and forth process. A gradual transition from the proof of concept to the proposed way forward through planning, implementing, refining and testing cycles. It was experimental in nature, each version revealing new aspects and details but also validating the success of some concepts. Through trial and error at the ground level, in a linear but iterative way depending on the outcomes from each prototype. It was a slow but continuous build up, adding structure to existing concepts, but diversity through new concepts. This phase too was divergent and convergent depending on what worked and what didn’t.

A metaphor for the Prototyping phase

Research Tools and Methods : Design activities - Co-designing, envisioning, testing and implementing, Representation formats - Text, graphs, narratives, and models Stakeholders Content - Context, system - service, offerings, interactions Role play, Mind maps, Co-designing cards, service image, touch point matrix, value proposition maps, actors maps, service blueprints, system maps, experience prototype, storyboarding, use cases, constructive interaction, heuristic evaluation, usability testing, task analysis grids, role script, service prototype and specification, motivational matrix, journey maps, character profiles and persona.

4 types of information summary : Process : Experience prototyping for 4 rounds with suggestive indirect imagination from experience as way forward for the service system prototyping. Implementation was done in the fields of change management. Service design solution was viewed as a mindset, a process, a tool set, and management approach. Building from the principles of service design ( human-centered, collaborative, iterative and interdisciplinary ) using research and prototyping tools and methods to create and orchestrate experiences that meet the needs of the users. Quick prototyping and feedback, with minimum resource expenditure, increasing complexity and clarity with each food drive.

Research - ideate - Prototype and vice versa with continuous feedback. The process followed was ‘learning by doing’.

Content covered : Prototyping journey, versions and developments leading to proposed system service solution, case studies and toolkits for the way forward.

Maps - Stakeholder maps, value maps, ecosystem and objects, interactions etc Results : Each food drive prototype resulted in the rescuing of up to 47 kgs of fruits, vegetable, and greens from the Madiwala market, that fed a slum of 200 - 250 people for one week. With each prototype, control, power and responsibility were gradually increased and transferred into the hands of the slum dwellers and market sellers ( i.e Facilitator’s involvement kept decreasing with each prototype ) through training, routine, and feedback, empowering the slum and market to be independent of an external party. Robin hood Army was involved in the pilot through training, implementation, and feedback. Result: Food rescued, empowerment of the slum dwellers and training for RHA * Reflections and takeaways : Service exchanges are fundamental to keep a system running, value is co-created by several stakeholders, social initiatives cannot be standalone systems, economic angles cannot be ignored, end users phenomenologically determine the service value, service system requires coordination and effort by all stakeholders. The role played as a designer to build a system - service was that of a facilitator mostly. Service design is more about doing than talking, complexities increase when several actors and interactions come together. This kind of prototype can be looked at as a ‘domino’ effect, where the value is co-created by coordination through users and resources.

Testing brings out the real issues that may not come across through envisioning, talking or research.

Several rounds of iterative prototyping are required to propose a holistic solution capable of working in the real world. Each test reveals new aspects and strengthens the existing concept, taking it one step closer to reality. Prototyping reveals micro details and moments of truth that the user might experience only while testing.

Deliverables : Current state journey map, a proposal for prototype 4 from testing HSR slum Madiwala, a proposal for the new Ejipura - Madiwala system - service, 3 Front-end and back-end activities (a. Prototype 4 HSR slum - Madiwala, b. Ejipura - Madiwala c. Until now for prototypes 1 -3 at HSR SLUM ), CRAJ toolkit, setup and proof of concept, detailed prototyped versions, service design tools, methods, and processes.

Timeline : 1 month *refer to Way forward for more details

What is service design?

Research, Ideate

Testing, feedback

Prototyping

High

Large Scale Systems : Policy design, systems design, social infrastructure, public service, environment, global contexts

The beauty in service design is in its process, where we can develop a variety of concepts, and rely on prototyping and testing to evolve and refine the concept to best suit the context and its users.

Systems & Behaviour : Urban planning, organization design service design, strategic design, culture. SME’s

Service design addresses the entirety of the ecosystem, while it might focus and develop value from the end users perspective.

Artefact & Experience : Interaction design, user experience, human computer interaction

Through this service system model; there are opportunities for other products, systems, and services to be designed at a subsystem level.

Low

Artefact : Product, interior, fashion, jewellery, graphic, web + new media, engineering

Setup Proof of concept Prototype 1 Prototype 2 Prototype 3

Co - designing and Setup : Level 1 feedback and testing Proof of concept and Prototyping : Level 2 feedback and testing

Fruits and vegetables rescued

26kgs

35kgs

47kgs

Key actors, activities and resources

Aspects tested

Discoveries

Challenges

1.

2.

3.

4.

Milestones and Food rescued

Turning points

Way - forward

Facilitator involvement

5.

6.

7.

8.

Proof of Concept - Prototyping : The conversation can flip with a solid Proof of Concept, resulting in easy on - boarding of participants for the pilot

Basis of comparison for tested Prototypes 1 -3

branding collaterals

Fully edible

1

Mostly edible

2

Mostly inedible

3

Proof of Concept

1 2 3 4

Reach the market to collect unsellable but consumable fruits and vegetables for free

Babu’s shop is used to keep the collected Fruits and vegetables and collect from his shop as well

5

Physically locating the slum, cross checking with database and Robin Hood Army

6

Distribution at the slum.

Violence and instant consumption

7

Enquiries followed by on-boarding and planning for pilot

Segregation of fruits and vegetables according to personal standard of edibility

Weighing the cleaned out produce and arranging for transport at Babu’s shop

1

2

3

4

5

6

6

7

Prototype 1

1

Research enquiry, Co - designing, On-boarding and preparing HSR slum for Prototype 1

2

Leaders son, picked up and taken to the market

6

Children distracted and taken aside from the distribution.

3

Collection from the shops at the market. ‘Watch and learn’, ‘Leading by example.’

7

Unregulated chaotic distribution process.

Children consume instantly.

4

‘Learning by doing’. Personally carrying out the collection

8

Exchanging and sharing the produce.

5

Transported back to HSR slum.

Enforcing discipline and order

9

Waste at slum left for cows to eat.

1

2

4

3

5

6

7

8

9

Key actors, activities and resources :

Discoveries :

Way forward :

Pre - collection: Leader’s son was picked up from the slum and taken to the market

Pre - collection: Set up time is ideal for collection.

Informing beforehand isn’t largely impacting.

The collection is made from what is available at the market at that point in time.

Pre - collection: Connect Madiwala market sellers with HSR slum.

Create a WhatsApp group and encourage communication through it.

Make a database of contacts of the Madiwala sellers and nearby slums.

Create dignity and pride through branding elements and an introductory format.

Gathering 4 -5 people for collection A system of data recording

Collection: Prototype 1 was carried out at 8: 30 AM on the Sunday morning of 29th July 2018. Collection bags were handed over. The process followed was ‘leading by example’ and ‘learning by doing’ the collection

Prototype 1 : Details

Post - collection: Test for distribution to happen naturally in an uncontrolled environment.

Challenges : Pre - collection: Convincing collectors to partake in the pilot.

Collection: Collecting the best quality of produce and convincing the slum to trust and believe mornings are the best time for collection.

Ensuring that feelings of indebtedness or embarrassment are kept out. Selling the larger picture and it’s benefits apart from it meeting the basic food requirements.

More surplus food still available, but lack of collection bags, manpower and connections.

Post - collection: Leader’s son is the boss of 20 workers and hence would be unavailable for Prototype 2.

Removing their dependency on the facilitator to arrange for transport logistics. Inequality in power and status in the slum.

Less incentive for 9AM church goers who get freebies on Sundays.

Aspects tested : Pre - collection: Onboarding using images and videos of food collected and distributed at the ST bed slum as proof of food availability.

Collection: Using collection units, Sunday morning collection timing, produce variety available, leading by example - learning by doing Post - collection: Distribution behaviour

Collection: Once sellers deny having a surplus to contribute, asking twice may offend them, whether it is a fact or not. Potential and scope to collect over 35 kgs of food in 20 minutes.

Post - collection: The slum dwellers have a high immunity and are more accepting of the produce. Distribution may require an external enforcing factor until a system that the entire slum is in approval of, figures out.

Children can disrupt efforts to establish a system.

Collection: The best slot is between 6 AM - 9 AM Map out the shops at the market. Identify and figure out setting up slots for large shops ( regularly contribute and in large quantities ) Speak with Anji and let her lead communication between slum and market; WhatsApp and take initiative for Prototype 2 Use Babu’s shop to leave goods and set up other pit stop shops.

Post - collection: Co - design designand test distribution systems to that are that are independent of an external enforcer of order and discipline.

Key turning points : Milestones and Food rescued: 35kgs of food were collected in 20 minutes. Collection was quicker and less tedious than expected.

Pre - collection: Leader’s son to come onboard. The willingness of the slum to partake in the trial and error process, trusting and believing in the pilot.

Collection: Leaders son caught onto the process within 3 examples, contributing to the drive by personally collecting and doubling the quantity.

Post - collection : The success of the prototyped triggered the collector to self volunteer to find 4 - 5 replacements for Prototype 2

Pre - collection: Proof of concept is required to bring on board for any kind of investment.

The incentive needs to be greater than the effort required, laziness kicks in easy, especially on a Sunday.

Collection: Issues with using the term ‘ waste.’

Equal dignity in asking irrespective of the status of the collector is important. ; Ensuring egos remain blanketed, one bad interaction can have heavy repercussions at early stages of the pilot.

Getting food for free from an NGO in comparison to earning it through personal collection impacts the perspective and engagement.

Post - collection: The system should be mob - proof and children should be supervised.

1

Training, co - designing and feedback in preparation for prototype 2 ( Robin Hood Army included in training )

2

Volunteering system testing

3 4 5

Prototype 2

6

Robin hood Army also learning the process by collecting alongside

7

Arranging for transport back to the slum

8

Figuring out per house distribution system using participatory methods

Establishing communication channels through Whatsapp and creating a repository of contacts.

Arrival at the market for collection

Applying training skills and knowledge to collect the unsellable consumable produce for free from shop to shop

1

2

3

4

5

6

7

8

Milestones and Food rescued: 47 kgs of food collected in 25 minutes that fed the slum community for a week. ‘Free’ and enough to feed 250 mouths for 1 week requires effort of 1 hour on a Sunday!

Pre - collection: 2 young men volunteered, supported by a group of youth that underwent training.

Collection: Identity built confidence and pride, elements of ‘begging’ were nullified.

Key actors, activities, and resources : Pre - collection: Training (Friday and Saturday) and preparation with 4 - 5 younger men for Sunday’s drive

Prototype 2 : Details

Discoveries :

Collection: 2 young men ( Malli and Ganesh ) are handed over the badges, posters and collection bags.

Collection is done at the market, once by the facilitator and the rest by the collectors (5th August 2018)

Pre - collection: Not all smart phones owners are WhatsApp users. The youth have WhatsApp - Malli, Anji Cooking is predominantly a female task in the slums

Post - collection: New distribution system works in an uncontrolled setting Challenges : Pre - collection: Uncertainty and the need for reminders.

Undoing the use of the term ‘ waste’.

Communication on Whatsapp Disengagement, detachment and scarcity of phones Collection: Discomfort from using unnatural branding elements for the first time. Difficulty in unlearning and communicating to the sellers without using the term ‘waste’. Practice and time required to establish confidence and routine for both parties.

Post - Collection: Friction in co - designing a distribution system.

Slightest possibility of resale for items like chillies.

Post - collection: Coriander, Spinach, Methi, Cucumber, Mango, Bitter guard, Bottle guard, Lemon, Radish, Navakol, Potato / Kiwi New system of distribution was approved by the community and each house received the collected produce.

Aspects tested : Pre - collection: Communication through Whatsapp. Use of audio, video features for training and recording. A system of volunteering for collection.

Collection: Using public transport, Speech format, Sharing supporting pictures and videos to establish trust of the sellers. Pit-stop shops and Babu’s shop as a base.

Post - collection: Distribution in an uncontrolled setting and recording efforts

Collection: Approaching sellers twice can be offensive.

Shopkeepers keep the discounted and old/damaged produce at the forefront of the shop in desperation to sell it or hide it away. Contribution is made from this stock. Waste that is to be cleared out is usually hidden on the side or at the back of the shop. Bigger shop setups are more likely to give away larger quantities of food while clearing out because of the inconvenience and hassle involved with a large scale of business. It is important to identify shops that have the potential to contribute and map them out.

Post - collection: The slum can burst into physical violence and verbal spats if their patience is tested or if any ant one person acts out.

The collectors can approximate the total weight of the produce collected and are aware of the variety and total number of houses. This makes them best suited for distribution. House to house distribution, with one member representing a family, collecting at the doorstep worked well. The order of distribution should be switched each time.

Deciding factors : Pre - collection: Responsibility for the maintenance of resources is required ( branding elements, collection bags etc ) Collection: Advantages of working with the younger folk. Relying on constant shops to establish a system.

Pitstop shops that have space and less rush Advantages in collectors knowing multiple languages and being on good terms with each other.

Well informed about the pilot, its background and objectives is important to establish trust with a seller.

Maximum integration into the existing system is necessary for best quality of surplus produce.

Post - collection: Younger folk have the energy and ability to collect and distribute. Tech savvy Anji and Ashraf are capable of connecting the two parties. The new system of distribution was well suited and is recommended that it be continued.

Way forward : Pre - collection: Youth comes to the market on their own. Extended practice of speech and maintenance of resources at the slum.

Collection: Start to end is by the slum dwellers.

The facilitator is shadowing.

Post - collection: Continue their version of the distribution. Basic recording of variety and approximate weight to be shared on the WhatsApp groups.

1

Group training and volunteer rotation system

2

Teaching them how to document by showing examples

3

Practicing by carrying out mock recording and communication through Whatsapp

Prototype 3

4

Community training and awareness.

Setting up a system of back ups

5

Womens and childrens roles in the community

6

Individual responsibility and youth group taking initiative

1

2

4

5

6

3

Discoveries : Pre-collection: Women put collective pressure to collect the surplus.

Collection: Habit and engagement with touch phones is low. Logistics of a single person to come and collect is low but not ideal. There is enough food for a lot more slums and NGOs to partake.

Prototype 3 : Details

Key actors,activities and resources : Pre-collection: 4 collectors ( 2 from Prototype 2 and 2 new ) carry bags, plan for transport and practice their speech and use of branding elements.

Collection: 2 - 4 men collect from the market on Sunday between 6 - 9 AM ( 12th August, 2018 ) Post - collection: Recording of the drive. Feedback on the system

Aspects that were to be tested : Pre-collection: Initiative to come to the market on their own Collection: Collect the food and arrange for logistics without assistance.

Post - collection: Distribution from house to house the same way as in Prototype 2 RHA : Establishes uses the project deliverables and fi Þeld experience to establish this system in the rest of the city.

Post - collection: Women desire to be trained and included, contradictory to their earlier opinion.

The entire slum wanted to be informed and involved, to ensure everyone is capable and conÞdent to do the collection.

Challenges : Pre-collection: Unexpected unavailability for collection ( collect salaries and work ) Contacting and communication without being physically present Hesitation in using WhatsApp features ‘t equally All free and able people werenÕt equally informed and trained the initiative with zero assistance requires time and practice.

In the Appendix : https://www.behance. net/mridujhangiani

Design concept to Proof of concept

Prototyping Pain points : Slum Prototyping Pain points : Market

Discoveries from Proof of concept

Dream Madiwala

Way forward & Conclusion

MUST - How much the need to change is understood WANT - How much they want to change CAN - How much they can change These are the 3 factors to bring about long lasting behaviour change.

Structure

Task

Technology

People

Leavitt’s Diamond

“Deep empathy for people makes our observations powerful sources of inspiration.”

– David Kelley

Major takeaways : 1. The beauty and power in design to empower anyone to make changes in their lives by following the design process.

2. The humility and sensibility in human-centered design, to acknowledge and accept the users as the true experts.

3. The lens of EMPATHY is crucial and truly irreplaceable.

4. The role of a designer, more as a facilitator with an aim to empower.

5. The need for a service exchange at any touch-point in a system for it work.

6. The importance of ‘connecting’ and providing a ‘service’ in today’s world. Whether it’s Trivago, Airbnb, Flipkart it is all about connecting.

7. The significance of prototyping, especially in the areas of social impact work.

8. The complexities in Behaviour change and the imperative role of psychology at several levels.

9. The importance, power, complexity, flexibility and critique of Human Centered Design when designing at a systems - service level

“Those who are crazy enough to think they can change the world usually do.”

- Steve Jobs

Major learnings : 1. HCD process applied to a systems thinking - service design model from the place of a product designer 2. Conversion of Observations into Insights 3. Facilitation of workshops and service prototyping 4. Introduction to and learning of Service design

Major challenges : 1. The difficulty in making the slightest change at a systems level in an existing system.

2. Coordinating and conducting the workshop for sellers 3. The difficulty in convincing sellers of the market to gather for a workshop at a particular time and place.

4. Keeping the system non - monetized throughout.

5. The difficulty in convincing and on-boarding users without providing monetary compensation, with the intention of strengthening the system by making it as foolproof and true to reality as possible.

6. Insight writing - The complexity in converting research into insights that are neutral, contextual, broad yet focused in order to get the widest spectrum of ideas.

7. Keeping users engaged from research till prototyping 8. Keeping users on-board without being able to promise them deliverables of direct benefit.

Major milestones : Way forward : Individuals / Organizations : 1. Anyone with the intent to work towards a similar cause can use the research data, findings and proposed system - service map ( current system and proposed system maps + front - end back end activities + design principles ) as a case study to either carry forward with prototype 4 or use it as a reference and follow the CRAJ toolkit to initiate a similar system - service of connecting a market with a slum elsewhere.

2. The list of design briefs can be used as starting points to create other product, service or system solutions.

3. The Idea Bank can be referred to for other design directions in this area of work.

4. The surplus shop concept can be used as a basic blueprint for this set up to be possibly implemented in a more formal market.

The four successful workshop.

Proof concept when 26 kgs of food rescued was entirely consumed by the community.

The food rescued over the 3 prototypes 26kgs, 35kgs and 47kgs respectively.

The on-boarding of Robin Hood Army.

Slum dwellers : 1. Continue with prototype 4.

2. The slum dwellers can carry out and establish this systems - service of produce procurement with any other similar market or any in of the new locations that they move to.

Market : 1. Continue with prototype 4.

2. The market sellers are acquainted with the process. Establishing such a system for other parties or continuing this with the HSR slum will now be much easier, snowball effect.

RHA: RHA was involved in the pilot in both the front-end and back-end activities.

1. They can continue with prototype 4 2. As a result of this, they can now use their experience and training from the pilot, refer to the CRAJ toolkit and make use of the other deliverables to establish this system in other markets - slums of the city and country.

Major turning points : Babu’s shop refusing to partake in the pilot after co-designing.

Pausing after prototype 3 because of the slum going back to their hometown for 1 month.

The Madiwala MLA barely showing interest in the initiative.

Ms. Meher Dasondhi’s interest and continued engagement.

A talk session on Dream Madiwala, Design and Economics at the Mallya Aditi International School

11

Core problem areas for produce waste at the Madiwala market

What is design?

“At Madiwala market, there 7 - 8 tons of landfill waste each day.”

-Venkatesh, BBMP truck driver

Demand & Supply

“Design is the conscious and intuitive effort to impose meaningful order.”

- Victor Papanek, Design for the Real World

Nature of market - Informal unlicensed Activities in a day Time and routines Physical space and infrastructure The system - service set for- calm Type of Interaction - Chaotic - moderate reduction of surplus produce Scale and business - Quantity and variety of perishables going to waste at the local Typology of sale - Wholesale and retail mandis : Effects on the market due to geographic location and Immediate physical environment. to use the deliverables : Weather andHow its effects + Design briefs / Opportunity areas + Idea Bank Current Madiwala system : Basic flow + Layers : 1. Physical objects, technology, data & recording, info, transport, digital artefacts, communication channels 2. Nature of market, Activities in a day Time and routines, Physical space and infrastructure Scale and typologies of and business, Ecosystem mapping and physical geography 3. Stages and steps 4. Main actors and stakeholders 5. Interactions, touch-points, service exchanges + Design principles + Pain points during prototyping Proposal for prototype 4 HSR slum : a. Details of prototypes 1 - 3 + Front end and Back end b. Service system model for prototype 4 : Basic flow + Layers : 1. Physical objects, technology, data & recording, info, transport, digital artefacts, communication channels 2. Value proposition / service exchange 3. Ecosystem, timing, routines and activities Front end and back end : Set and pre - collection, Collection and Post - collection

Proposal for Ejipura slum : Basic Flow Layers : Activities : Pre - collection, Collection and Post - collection 1. Ecosystem, routine and activities 2. Main actors and value exchanges 3. Physical objects, Information and technology, Data recording, Transport, Digital artefacts, Communication channels Front end back end guidelines

List of spreads : Idea bank : It a pool of ideas that was created up until the Prototyping phase, covering a wide spectrum of ideas, from speculative to most feasible. The intent is for it to be used as a repository of design directions that could be picked up and taken forward in a similar context or alternate ways ( systems, services, products ) of achieving the Dream Madiwala objectives.

Opportunity areas / Design briefs : The Opportunity areas are the pain points that were identified during research.

The intent is for it to be used as potential design briefs to develop other products, service and system solutions for the issues identified.

Surplus shop concept : The surplus concept shop is the Ideal concept born out the several co-design workshops with the end users and stakeholders directly involved in the equation. It stands to serve as a plausible concept that can be implemented in a more formal market.

Co-design service factors : The 8 service factors were identified from the data collected and analyzed through research and co-design. These factors were presented, discussed and amended with direct stakeholders ( Babu’s shop, the rest of the Madiwala sellers, Robin Hood Army and the HSR slum. ) using a storyboard to bring on-board for the pilot.

Concept to Testing : The Concept to Testing map shows the transition from the concept to the decision taken forward for prototyping. It includes the 5Ws + H to understand the reasons and the objectives in the decisions while transitioning.

Ejipura slum - Madiwala market : Indirect Imagination through Co - design HSR layout slum - Madiwala market : Direct experience and testing through Co-design Current system at Madiwala : The situation at present.

The information from the Existing system and HSR slum - Madiwala market can be used as a case study and be referred to for the process and learnings of the Madiwala market - HSR slum - Robin hood Army pilot programme.

Front end - Back end : To understand the activities that go into the service - system at the several stages ( Setup and pre -collection, collection and post - collection ) and locations ( Slum and market ) Basic Flow : To capture the basic system - service in a nutshell Layers : To provide detailed information along the lines of physical objects, communication, infrastructure, stakeholders, service exchanges i.e the factors that make a system whole and need to be considered to ensure it’s functioning.

CRAJ : It is a set of C- Caution, R - Recommendations, A - Alternatives and J - Job at hand toolkit that represent the learnings from working in an informal market. It can be used as a set of guidelines to follow while implementing projects in a similar context. *Information mentioned under R and A is what was tried and tested or recommended from prototyping for the Madiwala - HSR slum system - service. This is how the Toolkit is linked with the document. and the maps.

References : Books and Papers : The Field Study Handbook Book by Jan Chipchase 101 design methods - Vijay Kumar Design for the real world by Victor Papanek

Image references : Food and Agriculture Organization of the United Nations http://www.fao.org/save-food/resources/keyfindings/en/ Design Kit - http://www.designkit.org Design for the real world by Victor Papanek nngroup.com - Empathy map

Weblinks and Online articles :

standford d.school - Empathy curve http://internetfreedom.secondmuse.com/guidelines-for-engaging/

Design kit http://www.designkit.org

101 design methods - Vijay Kumar

This is Service Design Doing www.thisisservicedesigndoing.com Presentation of the SAVE FOOD Study in India - Mango Value Chain https://www.save-food.org/cgi-bin/md_interpack/lib/all/lob/return_ download.cgi/isf1702_Mango_WEB.pdf?ticket=g_u_e_s_t&bid=5900&no_mime_type=0

Secondary research : eNAM https://www.enam.gov.in/ grAms http://pib.nic.in/newsite/PrintRelease.aspx?relid=176061

India Food Banking Network - https://www.indiafood banking.org/hunger

APMC https://www.krishimaratavahini.kar.nic.in/Kannada/sellertrader.aspx?mode=seller

Must watch videos :

United Nations Sustainable Development Goals http://www.undp.org/content/undp/en/home/sustainable-development-goals.html

TedEx: How to avoid food waste traps - Selina Juul TedEx: How college students are fighting food waste - Cam Pascual TedEx: Food waste: Breaking the Habit - Fiona Jongenjans TedEx: How to end the food waste fiasco - Rob Greenfield TedEx: Feeding the world by reducing food waste - Elena Matsuu TedEx: A recipe for cutting food waste - Peter Lehner TedEx: Let’s fix food waste and hunger - Miguel Gonzalez TedEx: Bananas and the ugly side of food waste - Matt Clifford TedEx: Food waste: Society’s greatest opportunity - Justin Kamine TedEx: Let’s really feed the world - Adam Smith Watch: People Are Paying to Eat in Dumpsters Now - https://www.eater. com/2016/8/9/12415692/dumpster-dinners-food-waste

The Ugly Food Project - https://www.uglyfood.com.sg OLIO: The Food Sharing Revolution - https://olioex.com/ The Real Junk Food Project: Let’s really Feed the World https://therealjunkfoodproject.org/ No Food Waste - https://scroll.in/magazine/828950/an-indian-ngos-unique-idea-tocurb-food-wastage-taking-from-the-wedding-and-giving-to-the-poor Foodwise - http://www.foodwise.com.au/so-much-food-so-much-waste/ Think. Eat. Save - http://www.thinkeatsave.org/index.php/stop-wasting-food

ReFED - ReThink food Waste: https://www.refed.com/?sort=economic-value-per-ton Food and Agriculture Organization of the United Nations - http://www.fao.org/save-food/en/ Second Bite - https://www.secondbite.org FareShare - https://www.fareshare.net.au OzHarvest - https://www.ozharvest.org Food Bank Australia - https://www.foodbank.org.au How governments around the world are encouraging food waste initiatives - http://blog.winnowsolutions.com/ how-governments-around-the-world-are-encouraging-food-waste-initiatives FOOD WASTE - https://www.worldwildlife.org/initiatives/food-waste The Think Tank For Food - https://foodtank.com/resources/1022/ Organizations/Stop_Wasting_Food-Stop_Splid_Af_Mad Love Food, Hate Waste - https://www.lovefoodhatewaste.com Feeding the 5000 - https://www.changemakers.com/nutrients forall/competition/entries/feeding-5000gleaning-network-uk Food Recovery Network - https://www.foodrecoverynetwork.org Food Waste Reduction Alliance Project - https://foodwastealliance.org/ Hands For Hunger - https://www.handsforhunger.org/ Last Minute Market - https://www.lastminutemarket.it/

Stop Wasting Food ( Selina Juul ) - stopwastingfoodmovement.org/ Food Tank - https://foodtank.com/news/2015/01/twenty-one-inspiring-initiatives -working-to-reduce-food-waste-around-the-wo/ How To Dumpster Dive, Eat Free & Fight Waste https://www.shareable.net/blog/how-to-dumpster-dive-eat-free-fightwaste Feedback - https://feedbackglobal.org

Type faced used : Noto Sans

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CRAJ

Tool kit C - cautions R- Recommendations A - Alternatives J - Job at hand

market

slum

ngo

Locating and Identifying

J

Slum

To assess the ‘neediness’ of the slum and choose the best suited one for the pilot.

Locating and Identifying Slum

C

R

A

Locating and Identifying

J

Slum

Spend a day at the slum. Run a proof of concept with free surplus produce to test the waters.

C

The database may be outdated and incomplete.

Slums are usually informal.

Ensure that default factors like physical distances are taken into account as first criteria while choosing a permanent slum.

Gather information about their existing system of food procurement, number of meals per day and usual diet, income and resource limitations, other challenges through enquiry.

Locate, identify and cross check the physical presence a slum listed in the government database

Understanding the nature and socio - cultural economic dynamics Slum

Mismatch between database and physical setup

C

To locate and identify permanent slums

R

Clues from the type of house construction and job profiles helps identify the nature of the slum setup quickly.

A

Work with a temporary slum

J

To understand the micro groups and divisions and choose a pocket/ pockets to pilot with.

Nature of setup temporary / permanent

Assessing the ‘neediness’ of the slum

Don’t hurry up the process, test from actions not words.

J

Physical divisions and grouping

R

Physically locate and identify the slum or reach out to a non - profit that has done the spade work.

A

Reach out to a government body that has this database and then physically cross check for its validity.

C

Higher status and income pockets ( slum leaders, higher wage earners, bosses etc ) may be less willing and needy and hence may not interact because of differences in class / status. Leaders may or may not paint the accurate picture.

R

A

Leader’s houses are either the first house / biggest house. Speak with the leader first before personally touring and witnessing the slum events to identify and map the pockets.

Get information from a slum commoner regarding the grouping, physical divisions, nature and interactions within and between these subgroups.

Children open up easily.

Understanding the nature and socio - cultural economic dynamics Slum

J

To understand the status and power dynamics in the slum

Understanding the nature and socio - cultural economic dynamics Slum Job profiles, resources and routines and interactions

Status and power dynamics

C

Be careful to not come across as disrespectful when recruiting older people into the pilot.

Allowing them to nominate people may be ideal. Ensure to protect their dignity. First impressions go a long way.

Understanding the nature and socio - cultural economic dynamics

R

Suggest and encourage youth to partake in the pilot.

A

Work with participants voluntarily stepping forward.

J

To integrate this system of food procurement into their routine

Slum

C

Price is the first criteria when deciding to buy FnV and hence FnV becomes a privilege. If the trade off between additional effort is more than the incentive to get free food, they may not be willing to make the shifts. Familiarity and comfort with the existing system makes it challenging to convince unless they get to see and themselves be a part of the proof.

Time, resource availability, engagement periods are dependent on their job profiles.

Existing habits and other unrelated issues ( eg. power shortage ) will increase the effort required to make a change.

Understanding the nature and socio - cultural economic dynamics Slum

Existing food procurement system and daily diet

C

J

To assess the potential for intervention by getting information about job profiles, resource availability, scale of engagement, nature and typologies of interactions, touchpoints etc.

R

Spend a day in the slum, observing immersing and documenting the several aspects of their lives.

A

Collect information through enquiry and observation on these aspects and asses the situation.

J

To understand the age groups, average age and the potential of working with younger folks

Authorities and age groups

R

Take baby steps from personally doing a proof of concept and providing them with free produce.

Gradually integrate them into the system and transfer the power into their hands over several food drives until a routine is established.

C

Working with older people may have limitations in terms of physical strength, dignity and ego, literacy and education, enthusiasm, proactivity and time availability, tech savviness and skills, speed of learning, unlearning and adapting to changes.

R

A

To work with younger folkand give them roles to play and responsibilities to carry out. Instill a community ‘hero’ like feeling in them.

Initially monetize the system and it’s stakeholders until the routine is established.

Understanding the nature and socio - cultural economic dynamics Slum

J

To prevent indirectly related issues from complicating the pilot

Communication Slum

Other issues

C

There maybe other issues between people from the past or in the present that may disrupt training, collection and distribution eg. unwillingness to work with certain people and the consequences if so; (fighting, blaming, cursing and bringing up personal matters during distribution, getting angry and blackmailing). It may be required to abandon the activity and leave in such situations.

Communication Slum

C

To communicate in a common language / their language

R

Communicate directly in the local language.

Language barriers and literacy

R

A

J

Use of whatsapp and typologies of phones

It maybe difficult in getting a response because of discomfort and hesitation when using Whatsapp for the first time or with a stranger. Understanding the use cases for Whatsapp without invading their privacy is challenging.

J

R

A

Map out and assess the possibilities of these sensitive aspects turning ugly before hand and consciously avoid triggers.

Be prepared with a plan B for such situations.

C

If the situation arises, speak with the leader and do as directed in the interest of the slum and the pilot.

To identify the comfort level, use cases, frequency of using Whatsapp. To map out the typologies of phones and establish the best suited communication channel for multiple stakeholders.

To empower them to make the best use of technology .

Set up a Whatsapp group and initiate and encourage communication through images, audio and text. Show your phone and share your screen while running a mock communication test on the field.

Try and continue communicating through images/ videos and audio recording directly off the field.

Ensure that translators are available and willing to engage in the project on a regular long term basis. Enquiries made beforehand, regarding their preferred language will make interaction more efficient.

Communication Slum

A

J

Relationship with phone and degree of attachment

C

Engaging users with comparatively higher attachment to their phones rather than occasional situational users.

R

A

Work with a child going to the local Kannada medium government school for translation.

Identify an adult in the slum who knows the language. Use the help of an external party ( RHA ) to arrange for a translator.

To understand the levels of attachment they have with their phones to predict and prepare for their response / lack of response.

Make participants take out their phones unexpectedly. Make a note of this. Question the participants without phones about the reason behind it. Request participants to get it from their respective houses.

Try to find what the primary needs and use cases of phones through enquiry.

Communication Slum

J

To understand the ratio of phones to people and predict the chances of successful contact.

Distribution Slum Unequal distribution

Ratio of ‘smartphones’ to number of people

C

Be careful to not cross the line when it may turn into irritation and intrusion.

R

A

Distribution Slum

J

Make a qualitative assessment by house to house enquiries.

Information on the number of people per phone per family and note down the primary owners details.

C

In the heat of the moment, knives, plates and other objects may put people in harm’s way.

Watch out for physical violence when distributing.

Be conscious to not give into any individual demands or biases.

Food left unattended gives rise to a mob mentality that may end up damaging the produce collected.

Contact these numbers off the field unexpectedly. Test and make a tally of the frequency of responses and the person receiving it.

To ensure and practice, discipline and civil behaviour during distribution of free food.

R

A

Distribution Slum

J

To ensure equal and just distribution of food collected.

The collectors distribute the produce according to the total amount collected and the number of houses. One representative from each house to stand at the door step for collection and the order of distribution should be alternated with each drive.

Let the slum leader restore order and keep the food at bay until peace is restored. Let the slum figure out their own next best solution for distribution.

To inculcate practices of co - living.

Sharing and barter

Impatience, violence and insecurity

C

J

R

Lay out the procedure and plan beforehand. Pause distribution until order is restored.

A

Decide with the leader and follow.

C

Sharing might envelope violence and grouping which may require some prior fixing before practicing these systems.

R

A

Introduce and conduct these activities in the common open spaces. Encourage inclusivity and co - designing of these systems.

Suggest concepts

Distribution Slum

J

To ensure that there are no biases or preferences in distribution.

Distribution Slum

Order of distribution

C

Lack of recording and documentation of collection and distribution as proof may trigger other complications.

To ensure the situation remains under control during distribution.

J

Responsibility

R

Reverse the order of distribution ; start with the end every alternate drive.

A

Monetize or be present at the time of distribution.

C

Changing collectors every drive may increase the time taken to establish a routine and familiarity but at the same time rotation is healthy to ensure the community as a whole stays vested.

R

A

Distribution

J

Slum

Single person representation from each house.

Distribution Slum

Representation

C

Children may disrupt the distribution and act out of line.

Keeping a track of houses, so as to not miss out or repeat distribution.

Among the 4 collectors, keep 2 permanent and in charge, and the other 2 on a rotational basis. Leave it for them to volunteer themselves and take responsibilities but follow up on it.

Let the community / leader of the slum put 4 boys in charge and pick 2 to lead.

J

To ensure the food doesn’t get damaged while being brought into the slum.

R

Keep the food at a distance from the masses.

Mob behaviour

R

A

Announce the commencement of the distribution and the prerequisite of keeping a collection unit ready.

Let slum dwellers come to the central part with their basket and stand in line for distribution.

C

A mob behaviour might break loose if distribution is taking too long.

Distribution Slum

J

To establish a reliable system of recording.

Representation Slum

Recording

C

There maybe a need for training and constant reminders before this becomes a routine.

Leadership

R

Collectors record and document prior to distribution.

A

Monetize the system until the routine is fixed.

J

Need for authority to settle feuds

C

To create a sense of belonging, identity, nobility and dignity in collecting the food.

Creating and strengthening identity and dignity

Slum

Be careful to ensure too much responsibility and power is not vested with one person, this may create a monopoly or bear no fruits at all. A democratic system, wherein the community decides as a whole.

J

R

A

To ensure disputes over food are settled without forcing rules yet maintaining a say in the situation.

Speak with the slum leader and get him to monitor the initiative. Keep the responsibilities limited, diverse and spread across. Inform the community about the intent.

Appoint other people, make teams and substitutes for every task.

C

Older people may get offended more easily than the youth New elements of branding may feel unnatural and unfamiliar to them and hence they may not see the importance of it.

Leadership Slum

R

Use branding elements co - designed with the slum. Prototype with it and without it to let them experience the difference. Prototype with youth before the older people, until there is more clarity and structure.

Encourage them to tweak it and bring out their natural way of expression.

A

Show images / videos to sellers of the good deeds. Suggest a non monetary exchange as a token of appreciation eg. Sunday breakfast.

J

To ensure people take their duty seriously and don’t play the ‘blame - game’

Issues with group responsibility

C

Spreading the responsibility among a large group may result in no one taking the initiative.

R

A

Let a mixed group of about 10 people lead the pilot at the slum. Let there be 2 - 3 main people to manage an aspect of the pilot. Make a Whatsapp group with these people and ensure all decisions made are shared on this group.

Monetize the system until a routine is established.

Empowerment

J

Slum Women’s roles, duties and restrictions

C

There maybe physical limitations, time restrictions and other societal expectation from women.

Empower them but be careful not to burden them with added duties or protect them from being manipulated and forced to get into the system.

Children Slum

To empower women to partake in the pilot, as main participants.

Allow them to go to the market and collect the preferred produce from the market.

R

Work with young folk in their 20s but also train the rest of the community for back up.

J

To ensure the food distribution system is not disrupted by children.

Empowerment

C

To protect children from legal complications but also empower them.

R

Children witness the distribution system but undergo and get involved in the pre - collection training.

J

To protect children from health issues and legal complications.

Slum Empower and protect children

C

Important for families to take responsibility for their kids’ actions, ensure kids don’t follow and imitate unsupervised.

Children Slum Concerns over food safety, immunity and legalities

Misconduct and disrupt during distribution

Children may not comprehend the situation entirely and hence act out, which may turn into an opportunity for everyone to misbehave.

J

R

The produce be gaurded by the collectors. Each collector to be responsible for 1 bag.

C

Children grab and eat without thinking or washing their hands, and maybe unsupervised at this point. There may be legal issues over food safety if anyone falls ills from consumption of the surplus produce and child protection ( child labour ) if the act is mimicked incorrectly outside the scope of the pilot.

R

Advice the community to supervise children during and after the distribution. Put out a disclaimer about eating at their own risk and this project being a trial and error.

Unpredictability and planning Slum

J

To keep the pilot running for a minimum period, ensuring continuity and flow.

Volunteering Slum

Unfixed working days And salaries

C

Unfixed working days and salaries result in food getting wasted and this may break the trust and dependence of the sellers and slum community. It may be used as an excuse.

Volunteering Slum

C

To ensure the fixed and rotational system of volunteering is upheld and followed.

Flaws in shared Responsibility

R

Informing and reminding before hand. Coordinating and planning for backup is important.

J

To create confidence for the pilot and overall development of personality

C

The newness and lack of a formal system, recording and scheduling makes it easy to shrug off responsibility that may end up with no food being rescued.

Training Slum

Confidence, personality and high dependency

Discomfort to go without assistance or seasoned collectors.

First time collectors who don’t have experience will be unconfident, may refrain from trying. It is difficult to attain the same level of training and execution with all members within a short period of time. The ‘discomfort’ in going alone may be used as a reason.

J

R

J

Uncertainties with experimenting

R

More than 2 people be highly trained, and they do a peer to peer training with the rest of the group.

C

A failure may leave them disheartened and less keen which may make it difficult to move forward.

R

All planning, decision making and changes to be shared with the leader, the community and the facilitator once a volunteer takes responsibility.

To experiment and learn by trial and error but ensure the parties stay vested and engaged through the pilot.

Make them understand the objective and dynamics beforehand. Put out a disclaimer and inform them of benefits, consequences, potential for failure and success.

Training Slum

J

Need for practice, execution, feedback and routine

C

If the first attempt is bad it may confirm their insecurities, hesitations and disinterest.

Training Slum

R

J

To ensure the first attempt is successful and empowering them by gradually transferring responsibility and control into their hands.

Do a proof of concept, showing them that it works and there is potential before moving ahead.

Present to them the value proposition and the massive benefit in the longer run through the pilot. Training ( Fridays / Saturday before 8 AM or after 7 PM )

To teach by example but not create mimicry, provide assistance and off - field training.

Training Slum

They may catch on and mimic the exact same words and sentences that they may not be comfortable with. Be sensitive to not use the word ‘waste’ but still get the point across to the seller.

C

They sometimes get lazy or may be used to being instructed and prefer that over figuring it out for themselves. Getting drives running may require reminders and coordination upto until the last minute.

Financial motive

R

A

Encourage them to create their own formats and identity by providing a format and building on their existing and natural ways and tendencies.

Monetize until the system is established.

J

To ensure the food is directly consumed by the community.

A system where consumption is the first priority and a step in reducing wastage.

Slum

Frame the actions and dialogues from the beginning, the way they would have to say it by stepping into their shoes.

C

There may attempt to sell off on the way when it comes to collection of a large quantity of ( dried chillies ) a type of produce that generally sells in other forms or might not be used in such large quantities in cooking

Assign this role to someone who is physically present around them at the time for collection, one amongst the collectors to be in charge.

A

Consequences of business motives

R

To provide constant encouragement, support and guidance through the pilot.

Need for authority, pro - activity and firmness

Cautiousness in ‘lead by example’ or ‘watch and learn’

C

J

R

A

The community starts a kitty where each house that wants food pays Rs.20 for the service appreciation gesture and for fuel costs.

Remind them that this is the produce that is ‘unsellable’ but ‘consumable’ and attempts to sell this will involve more time, effort and lower chances of sale for the produce. Nobility in feeding the community.

Logistics

J

Slum

Keep the resource spending and logistics minimum.

Logistics Slum

Long distances and transport

C

R

A

Slum

J

Locate a slum and market close to one another ( walking distance or in sight ); each house pays a small amount for transport ( fuel / auto hiring ).

C

Arrange for transport by an external party (NGO) or funding (CSR) or in - house vehicles if any.

Create a job profile by providing housing to a push cart seller or rent a push cart for this purpose.

To prevent children from consuming rotten parts of fruits.

C

Pilot may come to a stand still if the funding stops. The transition and search for new funding may dry out the pilot. NGOs and non-profits may have conditions against working with any money involved in the system.

Existing food procurement systems Slum

Instant consumption

Children may not consider what they are picking up and eating in excitement. There is a probability that parts of the fruit are rotten and may not be recommended for consumption.

A bad incident may also break the system.

Onboarding of third party funding and investment.

Third party funding and investment

If the finances - convenience trade off doesn’t balance out, if the effort ( change ) is more than the gain, the system will slowly die out.

Hygiene and habits

J

R

J

Work with a CSR or NGO until there is enough proof to show the potential in the system. Use this to attain the second round of funding.

To reduce the possible ill - impact on existing systems and stakeholders.

Integration and consequences

R

A

Let children not be the direct recipients of the food collected.

Rescuers keep an eye out for what is being given to them and remove the rotten pieces during collection at the market, if any.

Remove the bad pieces during distribution and inform the community to be mindful.

C

There may be existing sellers coming to the slum and selling at reduced prices. There maybe other chores on Sundays that will have to be compensated for.

R

Integrate the existing system with the new system. Assign a similar role and responsibility in the pilot.

Map out the activities that would otherwise take place in this time slot by witnessing the happenings at the slum and make the necessary suggestions/ changes.

Recording

J

Slum

To help them realize the importance of recording and practice it.

Recording Slum

Incentive and importance of recording

C

Slum

R

Encourage them to document and share the images. Make them understand the need and importance of it.

A

Monetize them personally or through a data collection and analysis company.

J

To reduce discrimination during interaction at the market.

C

C

Slum

R

Collectors are construction workers claim to be able to approximately predict the weight of food collected, as a result of the nature of their work and experience.

A

Weigh it at Babu's shop before leaving the market.

J

To make them respect themselves and others and understand the expectations from them.

R

Inform them of the importance of sticking to their word in the pilot.

Appoint someone internally to usher them.

A

Call and remind. Monetize the system until it is established.

Actions over words

R

A

=

They may not care for recording once the food is collected. The importance of it may remain underestimated until the difference is seen, which could be a few years. There may be restrictions on digital artefacts resource availability for this.

Trust and deceit

Physical appearances, gender and language barriers Discrimination based on the language spoken, appearances and gender may create different experiences that could impact the pilot.

To accurately and routinely measure the quantity of food collected.

Equipment restriction for accurate recording

The nature of their relationships may be informal, usually by word of mouth even in business and this may seem too foreign or taxing a task. There maybe literacy barriers, resource restrictions, lack of evidence to prove its importance and incentive to undertake these tasks.

Discrimination and discomfort

J

Thorough practice and training through use of branding elements, introductory speeches, disciplined and fixed collection, repetition could help do away with these.

Assistance by facilitator until the system is established.

C

They may not have difficulty in giving their word, but often may not stick to it. Physical presence of the facilitator makes a huge difference. Mishaps and miscommunication may lead to disappointment for other parties involved.

Awareness, sensitivity and gratitude

J

Slum

To not give poor people poor solutions.

Awareness, sensitivity and gratitude Slum Limitations

Underestimating knowledge and capabilities

C

These people are street smart and know the ground realities. They may prefer sticking to what they are familiar and comfortable in rather than more luxurious alternatives. It is important to remember that they are the experts and keep them at the core of the pilot. Hence co -designing and co - deciding would be ideal.

Staying involved, facilitating and monitoring is necessary rather than a complete handover at this stage.

Awareness, sensitivity and gratitude Slum

R

A

J

Co - design and decide with their participation, retaining flexibility required to let the system evolve with time to stay relevant and expand.

C

Make a concept and plan from expertise and knowledge, let them follow it and then make changes according to the failure / success of it.

Increase their sensitivity, change the outlook on food and focus on their strengths.

C

Communication may become difficult due to restricted skills and its application, slower learning and training and consequential reduced confidence may impact the pilot.

Awareness, sensitivity and gratitude Slum

R

J

Use their existing level of skills and knowledge and build on what exists. This could be in indigenous traditional ways. Build - in layers and complexities gradually.

To inculcate and display humility and gratitude.

Gratitude

Conditioning

Undoing years of conditioning may be extremely challenging.

Changing their perspective to see the opportunities or have the strength and support to make changes would require continuous engagement.

To prevent literacy and education barriers and from limiting the potential of the project.

J

R

A

Show them their potential and celebrate their success in the community after each collection.

Appreciate their efforts and improvements; create benchmarks and targets during training.

Provide monetary incentives to keep them motivated.

C

They may not always convey their gratitude or appreciate what is being done for them, which may make the contributor or facilitator less supportive or discouraged

R

Start by using the golden words in everyday conversations with them. ‘Consciously during practice and while collecting, distributing and training.

Timings and routine Market

To add structure, routine and establish a system in an unorganized market setup.

J

Timings and routine

C

Integrating with the existing system and practices

Identify the time slot when majority shops setup and clean out to start business (morning market sale / when shops set up ; 5AM - 9 AM) and collect what is available.

R

C

J

Market

To collect during set up and segregation.

Timings and routine

C

R

A

J

Market

Differences in ‘waste’ cycles

Shops have different timings and routines and once the food is put out on the footpath it is unsegregated and difficult to rescue. Stopping the produce from getting across the road is crucial.

There are existing informal / illegal systems service exchanges and contracts that may restrict collaboration or prevent scaling of non - government initiatives from taking place.

Fix up with certain few sellers who open their shops at the same time on Sundays.

A

Timings and routine

To become a part of the existing system.

Market

Varied timings, routines and business practices There is no specific time of opening and closing, varied routines and cleaning practices makes it difficult to reduce uncertainties and increase efficiency.

J

Segregation

R

Collect food between the shop and the footpath at the time of setting up of the shop.

A

Ask around at all shops in the market and collect from what is available.

C

Sellers may see it as an opportunity to only get rid of their trash which may lead to collection of mostly inedible food that would otherwise indefinitely land up on the footpath and then in the landfill.

R

A

Collection can be done alongside, before or after, but during the activity of ’setting up’ or shutting for the day.

Collection is done from the shops that are not a part of this system - service.

To ensure consumable, unsellable surplus produce is given away.

Sensitize them towards the different degrees of waste and help them realize that their ‘trash’ is consumed in the slum.

It is the time of segregation and setup of the shop, so while they give away the produce, they themselves segregate the edible ones and give it.

To go during the time of cleaning out and collect only what is edible ; leave out the rotten produce if any, so they also realize this and be more mindful the following time.

Timings and routine

J

Market

To rescue the produce in the market, at the source.

Perceptions Market Changing perception and difference between ‘food’ and ‘trash’

Prevention and segregation

C

Once it goes far from their shop, it may be dumped irresponsibly, unsegregated and carelessly as it doesn’t directly impact their business.

Perceptions

R

A

J

Market Categories and degrees of edibility / waste

C

Dried coconuts and chillies is a parallel way of generating income that cannot be applied as easily for other FnV because of restrictions in terms of logistics, natural tendencies, burden and uncertainty of sales, competition etc.

To make them see the difference between second grade selling and disposing.

J

Collect at the time of setting up.

C

Create collection boxes every 20 meters that is manned between 6 - 8 AM, where sellers can hand over surplus produce that is to be segregated and distributed.

To extend the practice of jugaad and other enterprising behaviour towards reducing surplus produce wastage.

If the second grade food doesn’t sell at lower price as well, it is simply disposed on the footpath even if it is fully consumable. Shelf life of perishables is short.

The entire supply chain is more about the financial incentives than the produce itself.

Trust

R

J

Market

Showing them images and videos of feeding kids (better than throwing it away). Remind them about why they are throwing it away in the first place backed up with supporting reasons around the burden of selling it, cleaning routine with a good deed and the continuous cycle of disposal of perishables.

To convince and build trust in sellers about the intent of the collection.

Trusting the nature and purpose of collecting food

R

Show that the food collected is being eaten by the children at the slum and advice them to be mindful during segregation as the alternate purpose could still be direct consumption to feed the hungry for a week.

C

Sellers often ask questions and details about the initiative and being unprepared makes it less convincing, the fear of this being an attempt to resell may come up.

It is also advisable to not further ask for surplus produce once the sellers denies it. They may get offended as it may come across as an insult to their stock. Once one seller contributes it is easier to collect from the rest.

R

A

Showing that other sellers have also contributed towards the cause helps. Further encouragement by showing videos and images as proof, and referring to the elements of branding for legitimacy. Remind them of their previous contribution, if the case be. Be prepared with answers about the initiative.

Connect with and take along a recognized internal market person to assist during collection.

Trust

J

Market

To ensure the interaction between the contributor and the seller upholds mutual respect.

Trust Market

Some sellers reject requests and may speak rudely which might affect the collector and impact the pilot.

Comfort and willingness

R

J

Market

Remind collectors to request not beg. Identify sellers who always reject and know what to expect from them. To not get offended because they are giving and the collectors have nothing to lose, only food to feed their entire community for a week.

To prevent discrimination of collectors by contributors.

Establishing a connection through repeated interaction may make the transaction more efficient and instant because of comfort in familiarity.

C

Comfort and willingness

C

R

J

Market

Sharing photos videos, greeting each other, drinking chai and small talk helps strengthen the rapport with the sellers.

Assistance by an internal market friend during collection helps increase the trust factor.

To ensure that both the seller and collector are comfortable with the exchange.

Differences in comfort levels

Discrimination towards different collectors Collectors might get discouraged and embarrassed, especially if it is their first time. While more contributors relate, get along and feel kinder towards contributing when someone coming from a similar background is collecting, discriminatory issues may also arise as it is may be perceived as ‘begging’.

To build instant recognition and growing awareness of the initiative.

Recognize and establish familiarity from repeated collections

Varied Impressions

C

J

R

Introduce and greet in the local style, confidently represent the initiative. Having the backing of a company, displaying a logo or dropping recognized names in a conversation helps.

C

It is important to settle on common ground on most aspects to keep both parties invested in the long run. Sellers are in their natural environment, and the slum dwellers are the outsiders, which may require additional effort on the latter’s side in order to get comfortable in the setting.

R

Efforts be taken to make the slum dwellers feel less vulnerable and more confident in a new setting and system through assistance, help of branding, repeated drives etc.

J

Collection Market

To ensure collection happens in a planned order, separating and carrying in a way that prevents FnV from further damage.

Collection Market Quantity and mixed quality of perishables

Collection order and organizing The surplus produce is already more vulnerable, prone to higher damage. It can be challenging to plan beforehand because of the unpredictability in variety and quantity that will be collected.

The weight of overlying layers can completely damage FnV collected.

C

R

A

Collection

J

Carry several small bags or a compartmentalized large bag.

Keep similar fruits together, harder ones at the bottom and softer ones on the top. A push cart would be ideal. A collection unit with a hard base reduces the compression during logistics.

It is difficult to plan resources with such unpredictability. There will be cases of more food but insufficient bags or limited transport and manpower. Removing from the contributed FnV in front of the seller may offend the seller.

C

Stop and leave it at pit stop shops.

Pick up bags from each shop while leaving, to reduce movement while collecting from end to end.

Figure out how many bag fulls feed the community for a week and collect only the required quantity. Segregating and removing the inedible pieces during collection( if any ), may make the contributor feel embarrassed and be more mindful and sensitive in the next drive.

R

Use old bags/ packaging material that you find around the shops from loading and unloading activities.

A

Collaboration and communication

To make use of excess food collected, if any.

Market

J

Market Excess food for the slum or barely edible

C

To segregate while collecting

J

Sometimes the food collected for the slum is also in surplus of their needs which might again result in food wastage.

+

To minimize the negative repercussions on the existing system.

Working and integrating with existing businesses

R

The excess can be given to the neighbouring slums or animals to eat.

A

Suggest concepts to make compost and biofuel to power their own houses, sell manure or grow their own produce.

C

If they’re very comfortable with the existing system, and the new system requires additional effort or if there is lack of concern and genuine care, the system may fail.

R

A

Ensure there is a service exchange that is happening to provide incentive apart from the value proposition of helping clear out their trash with a good deed at the end of it.

Recommend non - monetary tokens of appreciation eg. tea snacks or Sunday breakfast.

Collaboration and communication

J

Market

To gather information on their profits and business models to develop an optimal system to save food.

Collaboration and communication Market

Availing information about profits, business and sales Sellers are vulnerable people and insecure about motives of stealing their plan or releasing this information to other parties.

This is a very sensitive topic.

C

Collaboration and coordination

To efficiently coordination and manage the pilot between the slum and the market.

Group and individual meetings

R

Assure them of the intent and reasons for research, show some ID proof and get in touch with the market leader for assurance.

A

With time if there are no consequences they will also realize and answer less hesitantly.

J

To communicate with sellers individually.

Market

It maybe difficult to gather both parties together at particular place and time. Unless a handful people show up, the others are less likely to come, hence a few is important to get the ball rolling. Interacting with them during their work hours can become a botherance.

C

Identifying contributors

R

J

Work with the market leader and request to summon a meeting with the sellers during the down time in the day.

Identification of which shops will / can contribute.

Market Communication channels

C

J

They share their phones and work in shifts, making it difficult to contact and coordinate with them.

There is a limited use of Whatsapp and no central repository of contacts or market information, the chances of ignoring unknown numbers is high. For all these reasons, physical presence can't be substituted.

Limitations

R

A

Connect with an internal few, who are always present in the market and can physically check for and deliver message to other sellers in the market.

C

Different sellers have different timings and routines, they keep their second grade / unsellable produce at different places in their shop.

R

Monetize (a local) one of them for this purpose solely.

A

If the shop is in the process of setting up, contribution chances are higher. Larger the setup, larger are the quantities bought and sold, and hence larger is the amount disposed usually.

Look at the entrance of the shop, surplus food is usually kept up-front to sell at minimum prices or hidden on the side outside the shop or at the back.

Sustainable system Incentive

J

Market

To make the system service self sustaining, independent of an external third party.

Internal contact Market

To keep any system running, there needs to be a exchange of value at every touchpoint.

Communication Market

R

J

Recommend that there be a non-monetary token of appreciation repeatedly.

Research and co -design to find the best suited form of the token. Eg. breakfast or snacks on Sunday mornings.

To establish a connection channel between 2 exclusive parties.

C

The 2 parties may have limited involvement initially and hence may feel disconnected. They may be using different communication platforms and have different times of availability.

If the internal contact isn’t held in good light or in good terms with the market sellers, it may work against the system.

Communication Market

Connecting 2 parties, communication channels and tech savviness

C

To establish a strong internal contact for smooth functioning of the pilot.

Advantage

Requisites

C

J

R

J

Formal repository of contacts

R

A

Use the platform most comfortable by all parties to kick start the pilot.

Advancements can be made with training and time.

Summon for a meeting with both groups through their respective leaders.

Meet the groups separately and coordinate the pilot.

C

They may have their existing 1 or 2 connections that they are loyal to and may not see the benefits of a larger repository. There may be uncomfortable accessing new platforms and connecting with new people.

R

Connect with 2 - 3 well reputed and passionate sellers who have permanent stalls at the market.

To create a repository of contacts and making it available, visible and accessible to all the stakeholders.

Get information on existing sellers through the market leader by individually enquiring from each seller. Share new contacts and request them to do the same.

Communication Market

J

To communicate in a common language.

Communication barriers

C

They may be from other states and may not speak the same language but the languages may be similar if it’s from neighbouring states.

Representation

J

To collect in a small group.

Market Individual and group collections

R

A

Initiate conversation in the local language unless someone mentions that they don’t comprehend.

Get help from the kids who get educated in Kannada medium schools from both parties for translation.

C

Single person collecting may come off as begging and may be less convincing. It also has restrictions on physical collection capacity.

R

Go in a small group of 3 - 4 people and carry about 4 large plastic bags ( 4 bags worth of food feeds the community for a week ).

Nature

J

NGO

To increase reliability and efficiency of NGOs.

Pre - requisites NGO

NGOs may not have a fixed routine or schedule making it difficult in working with vulnerable perishables especially. Volunteers are not obliged at any point and cannot be held against their lack of commitment and usually have limited free time from their full time jobs. For many volunteers, it may be a one time feel good thing to do.

Disagreements

R

J

NGO

Empower the market and slum to be independent of a third party, keeping NGOs as a back up. Create a repository of back ups and keep them informed in case they need to step in during the pilot due to unforeseen circumstances or for help with logistics.

Meeting halfway with an NGO to get them on board.

C

NGOs work with the objective to do good in society. Enabling the needy might put their role out of relevance and this could be a game changer in their decision to partake in the pilot.

Non profits commonly face issues of lack of funding, may not have a license or formal volunteering contract and this may impact the pilot. NGOs may have issues with monetizing the pilot in some cases.

Time constraints

R

Check for these prerequisite beforehand - license, registration, resources, establishment and funding.

Working with a well established NGO has the advantage of resources and reach, brand value and expertise.

A

Working with an NGO that has experience and interest in this area of work could work in favour of the system.

J

To engage in long term contracts with external parties for backup and logistics.

NGO

Mismatch in mission and benefits

C

To engage with NGOs that are licensed, financially stable and well established.

Legalities, funding and personal objectives

Commitment, responsibility, and obligation

C

J

Engagement

R

Make them realize that by doing this they can reach out to more markets quicker and with lesser effort and resources and still have their name at the top of this. They can always keep stepping in as back up when the need be and play the role of the facilitator, truly reach their objective of making the world a better place in a faster more impacting way.

C

NGOs and nonprofits rely on trusts and external funding and hence the unpredictability of their functioning in the long run may be in question.

R

Keep the NGOs only for back up. Empower the slum and the market to be independent of external parties. Provide them with a toolkit and involve them in all stages of the pilot, so that they can learn by doing and use the toolkit to go and similarly setup this system-service between a slum and market everywhere in the city.