## 🏫 Transform Education Process *👇 A case study with* ![[Forco_Logo.png]] ## 1. Context and Background ### A bit about me I’m [Quentin CHARLES](https://www.linkedin.com/in/quentin-charles/), a UX Researcher who had the opportunity to work freelance for one year (2023) at the Office de la Naissance et de l’Enfance (ONE) in Brussels. During my time there, I moved to the Capital city and joined the Boisfort Rugby Club. ### About the organization [ONE (Office de la Naissance et de l’Enfance)](https://www.one.be/public/) is the official institution in the French-speaking community of Belgium for all matters related to childhood. Its domains range from childcare (crèches/daycare centers) to out-of-school care, plus health promotion and many other child-focused services. In 2023, the organization embarked on a major digital transformation to modernize its administrative processes and services.  The goal was to simplify how staff and beneficiaries engage with ONE’s numerous offerings, reinforcing the position as a trusted reference in childcare and children’s well-being. ### The project: FORCO (Formation Continue) Within the digital transformation at ONE, I focused on a project called FORCO (Formation Continue).  Continuous education (Formation Continue) aims to enhance the quality of childcare by supporting the professional development of early childhood professionals (e.g., childcare workers, nurses in crèches, etc.). Traditionally, these training sessions have been listed and managed through printed catalogs. FORCO project was split into three main phases. Phase 3, which I will detail here, centered on improving the experience for training “beneficiaries,” , the people who participate in these training sessions.  ==The intent was to create a simpler, more accessible enrollment process - potentially via a digital catalog, while giving training operators the tools to manage registrations and attendance seamlessly.== ### Opportunity This was a unique chance to combine user needs and business objectives to create something brand new. Historically, most user research at ONE was evaluative (testing existing digital tools that were not always user-friendly). This time, we wanted to do generative research first—before building anything new—to ensure any future digital solution would actually solve real needs and mitigate business risks. For me, this was a standout project, as it aligned perfectly with my passion for uncovering genuine user insights to drive design and business strategy. ## 2. My Role I joined FORCO at the stage where the product owner (P.O.) and her team were planning the “Phase 3” product roadmap. They knew that in about three months, they might digitize the printed training catalog. However, they lacked clarity on user needs, the actual “on-the-ground” process of signing up for training, and whether a digital catalog was truly the best solution. - UX Researcher / Leader: I led the generative research, defining the research plan, clarifying objectives, and aligning all stakeholders. - Main stakeholders: - A “proxy” product owner (our consulting agency’s P.O. for ONE) - The real product owner at ONE - A business analyst (B.A.), a scrum master, designers, and developers. ### Intake Document Because ONE. is large with many intermediaries and unclear communication lines, the first thing I did was create and share an intake document: - This document included a set of questions to clarify the purpose, scope, and goals of the research. - It helped me align with key stakeholders who themselves were not always sure what they wanted to learn about the user experience. - I then conducted brief stakeholder interviews to gather input for this intake document. ### Research Plan and RACI Map Once we clarified the request, I drafted a research plan. We established the OKRs (business objectives, e.g., “Increase training sign-ups,” “Improve user satisfaction with training sessions,” etc.) and set roles using a RACI matrix: - Responsible (R): Me, for conducting the research. - Accountable (A): Laurence (the official ONE product owner) for final approvals. - Consulted (C): Proxy P.O. and business analyst. - Informed (I): Scrum master, designers, and developers who needed updates but were not directly involved in the research. My leadership role focused on orchestrating the entire user research process: from clarifying objectives to final deliverables. ## 3. Timeline We planned a roughly 8-week schedule, divided into four parts: | | | | | |---|---|---|---| |Task|Duration|Start|End| |Define participants, recruit, and create interview/test guides|2 weeks|Feb 8, 2024|Feb 22, 2024| |Conduct interviews (semi-structured), focus groups, and questionnaires|2 weeks|Feb 22, 2024|Mar 7, 2024| |Field studies, usability tests, and continuous data analysis|2 weeks|Mar 7, 2024|Mar 21, 2024| |Finalize research, synthesize data, craft deliverables, and present insights|2 weeks|Mar 21, 2024|Apr 4, 2024| ## 4. Research Statement and Goals ### Research Statement “We want to understand how the four main sectors—APE (Accueil Petite Enfance), ATL (Accueil Temps Libre), PSE (Promotion de la Santé à l’École), and Volunteers—make decisions about training enrollment so that we can improve the training catalog and evaluate its need for digitization.” ### Primary Objectives 1. Evaluate how different user segments currently interact with the printed training catalog. 2. Reveal the tools (email, paper forms, fax, etc.) that these segments use to sign up and explore their experiences and pain points. 3. Identify the biggest frustrations and barriers in the training enrollment process and explore how people would like to see improvements—digital or otherwise. ## 5. Research Methodology Like many large transformation projects, ONE needed a combination of generative and evaluative research. Here’s how we approached it: ### 1. (Planned) Usability Testing on the Paper Catalog - Initially, we wanted to conduct usability tests on the physical training catalog to see how staff read and used it to sign up. - However, we realized that doing in-person testing throughout Belgium’s childcare facilities was too time-consuming and logistically challenging—especially with staff who might not have time or digital means for remote calls. ### 2. (Planned) Contextual Inquiry and Online Survey - Similarly, we planned field visits to observe how sign-ups happened in context. - We also considered an online questionnaire to gather quantitative data from a larger sample. - Both ideas ran into significant logistical hurdles: many childcare staff do not have direct computer access at work; smartphones often remain “in lockers” while they care for kids; obtaining valid email addresses was also complex. ### 3. Semi-Structured Interviews - Ultimately, the core method that succeeded was in-depth, semi-structured interviews with a user-journey focus. - By guiding participants through their typical steps in registering for a training and asking open-ended questions (e.g., “How did you learn about the training options?” “What do you find most frustrating in your process?” “Why is that?” “How do you solve it now?”), we could capture needs, pain points, and motivations in detail. - We also embedded journey mapping questions to feed into an experience map deliverable. Despite the initial desire for multiple methods (usability testing, field visits, surveys), semi-structured interviews became the most feasible way to capture relevant data given the constraints. ## 6. Recruitment Criteria and Process ### Who we needed We needed participants from each major sector: - APE (Accueil Petite Enfance): crèche staff, childcare professionals for ages 0–3. - ATL (Accueil Temps Libre): those organizing out-of-school activities for ages 3–12. - PSE (Promotion de la Santé à l’École): staff (doctors, paramedics) who work in school-based health promotion. - Volunteers: individuals supporting ONE missions on a volunteer basis. ### Why these participants We suspected each sector might have distinct rules for enrolling in training. But we were uncertain who typically handled sign-ups (e.g., the manager, the nurse, or the staff themselves?). We also wanted diversity in geographical location (urban Brussels vs. rural areas) to see how resource availability and daily workflow might differ. ### Recruitment - We relied on the ONE’s product owner to contact directors and coordinators in each sector, who then reached out to potential participants. - This top-down approach was necessary because participants often didn’t know who I was (a consultant external to ONE) and might have ignored random emails. - We targeted participants who: - Had already enrolled in at least one continuing education course in the past. - Had used the paper catalog for course info. - Planned or expected to take additional training in the next 6–12 months. ### Challenges - The internal ONE communication chain was lengthy. A single email from the product owner to various directors took weeks to trickle down. - We aimed for ~20 interviews across different sectors and regions to reach data saturation, but the sign-off and coordination took significant time. ## 7. Sample Interview Questions Because we decided on semi-structured interviews, I developed a moderation guide with several thematic sections. Here is some questions : ### 1. Communication about the training offer - “How do you first hear about ONE provided training?” - “Which channels do you typically use for training information?” ### 2. Enrollment process - “How do you sign up (paper form, email, phone)?” - “What obstacles or frustrations do you encounter?” - “What improvements would you like to see?” ### 3. Overall experience - “How satisfied are you with the experience of enrolling?” - “Have you ever given up on a training because the process was too complicated?” ### 4. Demographics / Additional info - “What is your job role and sector?” - “Have you used the paper catalog before?” - “Do you plan on more training sessions soon?” We kept interviews to about 30 minutes with a 30-minute follow-up debrief session. ## 8. Analysis and Synthesis Process ### Tagging & Taxonomy - I created a taxonomy in Usedge, a research repository tool (similar to Dovetail or Condens,) that included key tags: 1. User Goals, Needs, Motivations, Tasks, Pain Points, Tools 2. Customer Journey (phases, steps, touchpoints, opportunities). ### Immediate Debrief - After each interview, I held a 30-minute debrief with my UX Research colleague: - We asked, “What major takeaways did we hear?” “What new pain points emerged?” “Which quotes or stories seemed most revealing?” - We used affinity diagrams in FigJam, grouping highlights under the relevant tags. ### In-Depth Coding - I then uploaded interview recordings and transcripts into the repository tool, tagging key quotes according to the taxonomy. - After all interviews, I exported the highlights into FigJam for a broader affinity mapping session to see patterns, themes, and recurring pain points across participants. ### Synthesizing into Insights - By combining our immediate debrief notes with the more systematic tagging, we surfaced core insights about: - Where the catalog falls short. - What triggers or blocks people from enrolling. - Repeated logistical headaches (e.g., lacking time or not having internet/computer access at work). ## 9. Outputs and Deliverables ### 1. Experience Map - We created a user journey map charting every step from discovering the training offer to completing enrollment. - For each step, we identified user goals, pain points, and opportunities (i.e., “How might we…?” questions). ### 2. Strategic Recommendations - A set of actionable suggestions for improving the signup process, e.g.: - Considering a hybrid approach that allows online enrollment (for those who can) or phone-based help (for those without stable internet). - Providing better clarity on training location, time constraints, or enrollment deadlines. - Potentially digitizing only certain pieces first (like an online registration form) before overhauling the entire catalog. ### 3. Opportunity Matrix - During a workshop with all stakeholders, we mapped each How Might We insight along two axes: - Value to the business (e.g., increasing the number of enrollments, reducing manual administrative work) - Value to the user (e.g., saving time, reducing frustration). - This matrix guided the prioritization for the product roadmap. ## 10. Impact The research aligned user needs with ONE’s broad business objectives of modernizing the training process. Some of the immediate impacts included: ### Refined Communication Strategy:  - The training team recognized how crucial it is to highlight key info—like training dates, location, and available slots—because many participants were confused or missed out due to location or scheduling issues. ### Product Roadmap Alignment:  - The FORCO development team used our journey map insights to plan early features: e.g., a digital sign-up page or a simplified paper form for those lacking digital tools. - ### Risk Mitigation: - Rather than building a digital catalog blindly, ONE saw how some staff struggled with technology. They planned change management steps—like training for employees or local administrative support—before rolling out a full online system. ## 11. Next Steps and Recommendations After completing the analysis, I organized an activation workshop with the entire FORCO team (P.O., B.A., designers, developers, etc.). We: 1. Walked through the journey map and the primary pain points. 2. Brainstormed solutions (“How might we make training locations more accessible?” “How might we address small crèches with fewer resources?”). 3. Prioritized near-term fixes vs. longer-term strategic updates. A few key opportunities surfaced: ### 1. Level the Playing Field for Small Crèches - Small centers often lack staff or technical resources, limiting their access to training. - We recommended further investigation into how to tailor sign-up processes (maybe phone-based) for them or help them with group registrations. ### 2. Improve Location Accessibility - Many found traveling long distances for training a major barrier. - Potential solutions included rotating training locations or offering more online modules. ### 3. Solve Team Training Logistics - Scheduling a whole team to attend together was a big headache. - We recommended exploring new training formats (weekend/evening classes, micro-learning modules, or an on-site trainer) that reduce logistical strain. ## 12. Reflections ### What went well - Planning & Alignment Tools: The intake document and research plan were lifesavers. They established clarity from the start, forcing everyone to articulate research goals. - Journey Mapping: Focusing interviews around a “user journey” gave us a direct route to capture frustrations and ideas. Stakeholders loved the final experience map; it was an easy way to visualize user pain points and potential solutions. ### Challenges - Stakeholder Uncertainty: Many stakeholders had never experienced generative research. They struggled to articulate what they wanted. I spent significant time convincing them on the value of an upfront discovery process. - Recruitment Delays: Because we depended on top-down communication via ONE directors, it took weeks for participants to respond, causing start-and-stop frustration - Time Constraints: The complexity of ONE meant more “unforeseen” delays, like approvals, scheduling, and internal politics—than I initially estimated. ### Lessons Learned - A robust research plan (including RACI) is essential in large organizations. - Always factor in extra time for recruitment, especially if you’re relying on internal gatekeepers in a public institution. - Keep stakeholders engaged: short, frequent updates and direct involvement in workshops help them “see” the value of UX research (rather than waiting for a big final report). ## Conclusion Through carefully planned user research, we uncovered the real needs and pain points behind continuous education enrollment at ONE. The semi-structured interviews and subsequent journey map created clarity and alignment, enabling FORCO’s team to make better-informed decisions about digitizing their training catalog. By centering users instead of assumptions, ONE is far likelier to invest in a tool that truly works—both for the staff and the organization’s larger business goals. ### Key takeaway:  ==Aligning business objectives with user needs is not just about building a digital product; it’s about asking the right questions, removing internal silos, and creating a shared vision.  This ensures each design or feature you launch is relevant, impactful, and sustainable.==