In 2014, the Authority of Elderly Care in Oslo decided to use service design methodology to put the future user at the centre when developing a strategic roadmap for its services in 2025.
Digital will be on the business agenda for the foreseeable future. Using service design thinking can bring another level of capabilities to organisations by bringing in the crucial human perspective that makes any digital endeavour more relevant.
http://liveworkstudio.com/topics/customer-experience-architecture/
Digital customers are ahead of most businesses. This presentation will present opportunities for businesses to develop and evolve digital abilities. Using a customer architecture strategy will enable businesses to identify the core elements of the digital strategy and help the organisation focus on the digital capabilities that create value for the business and its customers.
Digital will be on the business agenda for the foreseeable future. Using service design thinking can bring another level of capabilities to organisations by bringing in the crucial human perspective that makes any digital endeavour more relevant.
http://liveworkstudio.com/topics/customer-experience-architecture/
Digital customers are ahead of most businesses. This presentation will present opportunities for businesses to develop and evolve digital abilities. Using a customer architecture strategy will enable businesses to identify the core elements of the digital strategy and help the organisation focus on the digital capabilities that create value for the business and its customers.
Redux of Service Design Global Conference2014 (about Health Care topics only)Yuichi Inobori
speech slide for "Redux of Service Design Global Conference 2014"
this event "Redux of Service Design Global Conference 2014" is reflection and knowledge sharing event has been organized by Service Design Initiative.( SDN Japan Chapter)
I talked about especially topics about Health Care field.
DAY ONE – OCT 2nd 2015 at Global Service Design Conference NYC
MORNING KEYNOTE/ /BIG PICTURE VALUE & IMPLEMENTATION
more info at: http://bit.ly/1VNeDWK
Sarah Fathallah & Karen Detken - A new handy storyboarding Tool (Workshop)Service Design Network
A new handy storyboarding Tool
Abstract:
Have you ever had a concept for a new service or program, but struggled to share your vision of how it can solve your target users’
problem(s) and create value? Using our physical storyboarding toolkit, we will learn how to build a vision for a service concept in a participative and collaborative way, and then share that vision with your intended audience. We hope to leave participants with
knowledge of a new tool that can be used by designers and non-designers alike to co-create with clients and stakeholders. This workshop requires no prior storyboarding experience or drawing skills and is a hands-on opportunity to learn the basics of storytelling and communicate intangible ideas in a tangible manner.
Innovation:
Storyboarding is a commonly used tool to communicate and prototype a service concept. However, storyboarding can sometimes feel like one person’s job or deter people who feel self-conscious about their drawing skills. This workshop will introduce a brand new toolkit, soft launched in 2016 and free to the public via a Creative Commons license, that sets out to:
1) lower the barrier for participation, by creating a tool that is fun and easy to use, but does not require extensive training or drawing skills;
2) make it physical, by offering a set of pre-existing storyboarding elements that people can compose using their hands, not software; and
3) get more people and as many hands involved, instead of having only one person sketching the end product.
Francis Rowland & Michele Ide-Smith - How to sabotage an organisationService Design Network
How to sabotage an organisation
Designing for distinction
Abstract:
Designing services and experiences requires cooperation and understanding between a range of people; it requires an adaptive, nimble organisation. Our talk will tell you how to sabotage and undermine all that. Inspired by a CIA manual on sabotage, we select and present some of the most effective tips as anti-patterns for modern, collaborative service design. We expand on these points, setting them in the context of our day-to-day work, as designers and innovators, highlighting the damage that can be done. We’ll also outline a practical game that you can use to solve problems creatively using anti-patterns.
Innovation:
Our innovation is that, by using selected anti-patterns, we invite the audience to play “devil’s advocate” for a change, and to consider how to design terrible services! Wikipedia defines an anti-pattern as “a common response to a recurring problem that is usually ineffective and risks being highly counterproductive”. Considering anti-patterns for solving problems can be a powerful way to help designers (and others!) to approach a problem with a new perspective, unencumbered by the need to “get it right”. Many of the “tips” we present are simple, logical, and avoidable… and yet we see them so often, preventing us from realising great service and experience design, and from collaborating effectively. In this talk, we approach that challenge a little differently.
Kingdom
Our holy grail for better services!
Abstract:
In this session we will share our vision on the use of gamification in service design processes. Serious play is an effective way of engaging people for change and designing in complex structures. We have done extensive research on the topic and will share our insights in an interactive session. We’ll also demo a card game (Kingdom!) that we developed for running service strategy workshops. We’ll share the story how we evolved from early prototypes to the exciting product we have today.
Innovation:
A versatile card game that combines the strengths of play, the power of co-creation and the immersion of storytelling to innovate services and boost engagement of the ones involved. See: www.kingdomcards.be
Geert Christiaansen/Royal Philips - Towards a collaborative approach to integ...Service Design Network
Towards a collaborative approach to integrated solutions
Abstract:
A short overview of 90 years of history of Design in Royal Philips, explaining the changing role of Design in a big corporate company. Next I would like to focus on the role Design plays in innovation and strategy, explain our current way of working, some of the tools we use and the competences we need to develop in our design community. All explained using pictures from current innovation projects. I want to conclude with a video which explains the added value of Design in renewing an Emergency Department at the Florida Hospital.
Finding the New Business As Usual
Abstract:
SEB, one of Sweden’s largest banks and Transformator Design collaborate with the mission to make SEB a true customer centric organisation. Since we began working together three years ago, several successful service improvements have made, the management aware of the potential of service design as a key success factor. This led to a closer collaboration in customer centric service and business development, capacity buildning and governance. The presentation is about how SEB are making progress by using service design methods for services as well as organisational developement.The message is the common insight that SEB is not trying to work in an unusual way, it is SEB finding their new business as usual, by involving customers and employees in a structured way.
Innovation:
The innovative parts of our proposal addresses the fact that becoming customer centric for real isn’t a quick fix. True customer insights, courage and endurance are key success factors, in changing mindset and building new capacity of the organisation. It is about SEB finding out that service design is not a method, but an approach to a new way of thinking, acting and working. It is also about finding out that new capabilities have to be encouraged and new ways of working have to be established. Service design provides the tools for all this. The design methods are used both when developing services and when changning mindsets in a continuous way of working in close collaboration.
Death, denial and debt.
Why services need Closure Experiences.
Abstract:
We are good at creating service experiences at the beginning of the customer life-cycle, but terrible at creating a coherent, neutralised endings. This presentation argues that we have lost touch with ‘closure’ over recent generations and are in a state of denial. The argument is established through historic changes in society, evidence from academia, and our changing relationship with death. Further examples go into details from product, service and digital sectors as well as our wider society. The presentation delves into the design industry with a focus on services and what closure means in this context. It offers an alternative point of view, that embeds closure in the customer lifecycle and shows how it can bring wide reaching benefits for the entire user experience.
Innovation:
The services industry is awash with bad endings. • A surprising amount of old people are getting their first tattoo. Fearful someone will bring them back to life.
• 1 in 4 UK pensions are going missing according to the charity, Age Concern. Lost in decades of mis-management, letters, mergers and acquisitions.
• How big a party should £84k get you? After repaying £284k on a £200k mortgage, I might expect a bit more than a cold letter to say thanks? This is a wide cultural problem. Impacting the consumer and businesses in the service industry. Revealed in issues such as mis-selling of financial services, climate change, and erosion of personal reputations online. Closure Experiences is a critical factor in improving responsibility, thinking long term and increasing quality.
Living Prototypes
Fabricating Shared Experiences
Abstract:
Empathy is a type of thinking that makes us more helpful and generous in our encounters. But how can the design team, the client, and the user share a single, subjective experience? In this workshop we will be stretching the limits of prototyping. Storyboards, scenarios, sketches, and videos are helpful tools used to communicate the different elements of an experience, but they position the designer as passive. Using a range of multi-sensorial tools, participants will not be observers of an experience, but will be active co-explorers. Although these ideas are not new within the design community, we believe they have fallen out of focus. Experiential prototyping is not inherent in “design thinking,” but in what we see as “design action.”
Innovation:
Designing immersive, multi-sensorial experiences is no longer just for the benefit of end users. Experiences are a complex and subjective phenomenon—they go beyond the senses, and are influenced by a range of contextual factors like a person’s social circumstances, schedule, environment, perceptions, values, and more. Prototyping an experience can help designers, users, and clients explore and communicate what it is like to engage with the product, space, or system being designed. If designers and clients can share in these experiences, they are more likely to understand the issues and needs of their user.
Paul Mutsaers & Anna-Louisa Peeters - Making in-house service design the new...Service Design Network
Making in-house service design the new standard
7 Learnings to get there!
Abstract:
How to become the most customer centric bank in the Netherlands? To meet that challenge Rabobank has moved to service design in-house, underlining our vision that customer experience is vital to achieve competitive advantage. The journey has been both challenging and rewarding. We’ve learned a lot along the way: such as the fruitfulness of structural collaboration between service designers and customer journey managers to drive the change towards customer centricity. In this session, Paul Mutsaers (Customer Journey Manager) and Anna-Louisa Peeters (Service Designer) will share Rabobank’s 7 key learnings in their journey towards a successful service design practice that is embedded in this major financial institution.
Innovation:
One aspect that really sets us apart in how we work is that we link every service designer to a customer journey manager, who is the project sponsor. They operate as a mutually reinforcing duo in improving customer experience, ranging from small adjustments to large innovations. The designer provides research, creative facilitation and design expertise, and the customer journey manager ensures that all relevant stakeholders are involved from start to finish. This unique collaboration has proven to be very successful, for example to create support for the service design project results within our large organization and ensuring the designs get realized. This is certainly interesting for other companies to experiment with.
Service Branding
Designing for distinction
Abstract:
Designing human-centric is a wonderful thing, but leads in similar situation to similar results. However, especially large scale services need to be distinct to stick out in the competitor field. This presentation features a framework and applied case studies on Service Branding – how to create a signature experience through the process of combining service design and branding – leaving customers with a unique story they can experience first-hand.
Innovation:
Uniting two different fields that are closely related but yet in practical terms are rarely collaborating: The field of marketing communication and branding with a need for image, differentiation and preference („shaping expectation“), and the field of service design and human centered design with a need for utility, usefulness and desirability („shaping experiences“). In this unique combination, Service Design and its methods become even more relevant in a broader business context.
We Are Here
Designer as Map Maker
Abstract:
Humans have always made maps; to tell us where we are, to show us how to get somewhere we want to go, to understand the bigger context. More and more, designers are creating maps for these reasons, and others. We make maps to draw insight, catalyze ideas, to get on the same page, and as tools for understanding complex experiences and processes. We make customer journey maps, empathy maps, mental models, experience maps and strategy roadmaps. What’s next for these tools? How will they evolve? What cartography capabilities do we need to develop as practitioners? What makes a map useful? Let’s talk about maps, baby!
Innovation:
As we look to the future of designers responding to increasingly wicked and messy problems. Service designers are at the forefront of this. We need to understand the evolution of design tools in context and the reasons for the changes. Why so many maps in service design? It matters because it helps to take a step back and survey where we have come from and where we are going in terms of the methods we use and how we as designers respond to change. Maps are a pure form of sensemaking. This is in our past and is undoubtedly in our future as a discipline. My research takes a detailed look at design maps and their evolution.
Impact of 3D printing on Service Design
Abstract:
3D printing will change and enable all sorts of things we cannot do or foresee today. One can for instance think about how the duration of ‘productizing services’ can now match the duration of ‘servitizing products’. The key will be to not just philosophy on this but hands-on experience and iterate to discover where 3D printing will bring us. To do so Merijn will give a short introduction on Ultimaker and 3D printing developments in general. Hereafter he will share the design challenges Ultimaker is facing and the overall plan how to approach them. He will conclude with his personal vision on how 3D printing capabilities can change the way how we design product-service systems in the future.
Innovation:
3D printing will change and enable all sorts of things we cannot do or foresee today. One can for instance think about how the duration of ‘productizing services’ can now match the duration of ‘servitizing products’.
Service Design & Agile are engaged!
Abstract:
Using tangible examples I’ll illustrate how the holistic and iterative nature of service design is a great fit for agile development in digital service development. As companies are moving from release cycles to continuous development, this cyclical way of working lends itself very well for an ongoing focus on the omni-channel experience rather than the more classic serial approach of research, journey mapping, design and delivery. I’ll discuss how service design is maturing from a more analytical ‘up-front’ role to an ongoing and integral role for managing the end-to-end customer experience in agile service development. Using visual examples of deliverable and proces I am hoping to add a practical and successful realisation case to the conference.
Innovation:
In this PostNL case (won the Dutch Interactive Award in ‘Service’) we’ve developed a model for how service design techniques are best applied in a cyclic agile development setup following principles of ‘lean startup’. This includes familiar examples of journey maps, service blueprints, etc.. but now with a focus on how that is used to inform agile development on an ongoing basis. Secondly I’ll cover a model for end-user involvement throughout the design proces and even the valuable role of service design after launch of the service when focus is often shifting from experience design to design optimisation, adding continuous qualitative customer feedback to quantitative analytics. There is a crucial role for service design to ensure optimisation and newly emerging needs are both covered within an agile setup.
Delivering the Gwent Frailty Programme 7 days a week
Alison Ward
Presentation from the 'NHS services open seven days a week: every day counts' event on Saturday 16 November at The Metropole Hotel, Birmingham.
This event was hosted by NHS Improving Quality and NHS England to share the views and ideas of public, patients, carers, NHS England and health and social care staff on how to improve access to services for patients across the seven day week.
More information at http://www.nhsiq.nhs.uk/improvement-programmes/acute-care/seven-day-services.aspx or #7DayServices
Tadhg Daly, Chief Executive of Nursing Homes Ireland from The National Homeca...myhomecare
This slideshow is from Tadhg Daly, Chief Executive of Nursing Homes Ireland. Tadgh recently spoke at Irelands first ever National Homecare Conference which took place on 28th March in The Ballsbridge Hotel in Dublin.
Redux of Service Design Global Conference2014 (about Health Care topics only)Yuichi Inobori
speech slide for "Redux of Service Design Global Conference 2014"
this event "Redux of Service Design Global Conference 2014" is reflection and knowledge sharing event has been organized by Service Design Initiative.( SDN Japan Chapter)
I talked about especially topics about Health Care field.
DAY ONE – OCT 2nd 2015 at Global Service Design Conference NYC
MORNING KEYNOTE/ /BIG PICTURE VALUE & IMPLEMENTATION
more info at: http://bit.ly/1VNeDWK
Sarah Fathallah & Karen Detken - A new handy storyboarding Tool (Workshop)Service Design Network
A new handy storyboarding Tool
Abstract:
Have you ever had a concept for a new service or program, but struggled to share your vision of how it can solve your target users’
problem(s) and create value? Using our physical storyboarding toolkit, we will learn how to build a vision for a service concept in a participative and collaborative way, and then share that vision with your intended audience. We hope to leave participants with
knowledge of a new tool that can be used by designers and non-designers alike to co-create with clients and stakeholders. This workshop requires no prior storyboarding experience or drawing skills and is a hands-on opportunity to learn the basics of storytelling and communicate intangible ideas in a tangible manner.
Innovation:
Storyboarding is a commonly used tool to communicate and prototype a service concept. However, storyboarding can sometimes feel like one person’s job or deter people who feel self-conscious about their drawing skills. This workshop will introduce a brand new toolkit, soft launched in 2016 and free to the public via a Creative Commons license, that sets out to:
1) lower the barrier for participation, by creating a tool that is fun and easy to use, but does not require extensive training or drawing skills;
2) make it physical, by offering a set of pre-existing storyboarding elements that people can compose using their hands, not software; and
3) get more people and as many hands involved, instead of having only one person sketching the end product.
Francis Rowland & Michele Ide-Smith - How to sabotage an organisationService Design Network
How to sabotage an organisation
Designing for distinction
Abstract:
Designing services and experiences requires cooperation and understanding between a range of people; it requires an adaptive, nimble organisation. Our talk will tell you how to sabotage and undermine all that. Inspired by a CIA manual on sabotage, we select and present some of the most effective tips as anti-patterns for modern, collaborative service design. We expand on these points, setting them in the context of our day-to-day work, as designers and innovators, highlighting the damage that can be done. We’ll also outline a practical game that you can use to solve problems creatively using anti-patterns.
Innovation:
Our innovation is that, by using selected anti-patterns, we invite the audience to play “devil’s advocate” for a change, and to consider how to design terrible services! Wikipedia defines an anti-pattern as “a common response to a recurring problem that is usually ineffective and risks being highly counterproductive”. Considering anti-patterns for solving problems can be a powerful way to help designers (and others!) to approach a problem with a new perspective, unencumbered by the need to “get it right”. Many of the “tips” we present are simple, logical, and avoidable… and yet we see them so often, preventing us from realising great service and experience design, and from collaborating effectively. In this talk, we approach that challenge a little differently.
Kingdom
Our holy grail for better services!
Abstract:
In this session we will share our vision on the use of gamification in service design processes. Serious play is an effective way of engaging people for change and designing in complex structures. We have done extensive research on the topic and will share our insights in an interactive session. We’ll also demo a card game (Kingdom!) that we developed for running service strategy workshops. We’ll share the story how we evolved from early prototypes to the exciting product we have today.
Innovation:
A versatile card game that combines the strengths of play, the power of co-creation and the immersion of storytelling to innovate services and boost engagement of the ones involved. See: www.kingdomcards.be
Geert Christiaansen/Royal Philips - Towards a collaborative approach to integ...Service Design Network
Towards a collaborative approach to integrated solutions
Abstract:
A short overview of 90 years of history of Design in Royal Philips, explaining the changing role of Design in a big corporate company. Next I would like to focus on the role Design plays in innovation and strategy, explain our current way of working, some of the tools we use and the competences we need to develop in our design community. All explained using pictures from current innovation projects. I want to conclude with a video which explains the added value of Design in renewing an Emergency Department at the Florida Hospital.
Finding the New Business As Usual
Abstract:
SEB, one of Sweden’s largest banks and Transformator Design collaborate with the mission to make SEB a true customer centric organisation. Since we began working together three years ago, several successful service improvements have made, the management aware of the potential of service design as a key success factor. This led to a closer collaboration in customer centric service and business development, capacity buildning and governance. The presentation is about how SEB are making progress by using service design methods for services as well as organisational developement.The message is the common insight that SEB is not trying to work in an unusual way, it is SEB finding their new business as usual, by involving customers and employees in a structured way.
Innovation:
The innovative parts of our proposal addresses the fact that becoming customer centric for real isn’t a quick fix. True customer insights, courage and endurance are key success factors, in changing mindset and building new capacity of the organisation. It is about SEB finding out that service design is not a method, but an approach to a new way of thinking, acting and working. It is also about finding out that new capabilities have to be encouraged and new ways of working have to be established. Service design provides the tools for all this. The design methods are used both when developing services and when changning mindsets in a continuous way of working in close collaboration.
Death, denial and debt.
Why services need Closure Experiences.
Abstract:
We are good at creating service experiences at the beginning of the customer life-cycle, but terrible at creating a coherent, neutralised endings. This presentation argues that we have lost touch with ‘closure’ over recent generations and are in a state of denial. The argument is established through historic changes in society, evidence from academia, and our changing relationship with death. Further examples go into details from product, service and digital sectors as well as our wider society. The presentation delves into the design industry with a focus on services and what closure means in this context. It offers an alternative point of view, that embeds closure in the customer lifecycle and shows how it can bring wide reaching benefits for the entire user experience.
Innovation:
The services industry is awash with bad endings. • A surprising amount of old people are getting their first tattoo. Fearful someone will bring them back to life.
• 1 in 4 UK pensions are going missing according to the charity, Age Concern. Lost in decades of mis-management, letters, mergers and acquisitions.
• How big a party should £84k get you? After repaying £284k on a £200k mortgage, I might expect a bit more than a cold letter to say thanks? This is a wide cultural problem. Impacting the consumer and businesses in the service industry. Revealed in issues such as mis-selling of financial services, climate change, and erosion of personal reputations online. Closure Experiences is a critical factor in improving responsibility, thinking long term and increasing quality.
Living Prototypes
Fabricating Shared Experiences
Abstract:
Empathy is a type of thinking that makes us more helpful and generous in our encounters. But how can the design team, the client, and the user share a single, subjective experience? In this workshop we will be stretching the limits of prototyping. Storyboards, scenarios, sketches, and videos are helpful tools used to communicate the different elements of an experience, but they position the designer as passive. Using a range of multi-sensorial tools, participants will not be observers of an experience, but will be active co-explorers. Although these ideas are not new within the design community, we believe they have fallen out of focus. Experiential prototyping is not inherent in “design thinking,” but in what we see as “design action.”
Innovation:
Designing immersive, multi-sensorial experiences is no longer just for the benefit of end users. Experiences are a complex and subjective phenomenon—they go beyond the senses, and are influenced by a range of contextual factors like a person’s social circumstances, schedule, environment, perceptions, values, and more. Prototyping an experience can help designers, users, and clients explore and communicate what it is like to engage with the product, space, or system being designed. If designers and clients can share in these experiences, they are more likely to understand the issues and needs of their user.
Paul Mutsaers & Anna-Louisa Peeters - Making in-house service design the new...Service Design Network
Making in-house service design the new standard
7 Learnings to get there!
Abstract:
How to become the most customer centric bank in the Netherlands? To meet that challenge Rabobank has moved to service design in-house, underlining our vision that customer experience is vital to achieve competitive advantage. The journey has been both challenging and rewarding. We’ve learned a lot along the way: such as the fruitfulness of structural collaboration between service designers and customer journey managers to drive the change towards customer centricity. In this session, Paul Mutsaers (Customer Journey Manager) and Anna-Louisa Peeters (Service Designer) will share Rabobank’s 7 key learnings in their journey towards a successful service design practice that is embedded in this major financial institution.
Innovation:
One aspect that really sets us apart in how we work is that we link every service designer to a customer journey manager, who is the project sponsor. They operate as a mutually reinforcing duo in improving customer experience, ranging from small adjustments to large innovations. The designer provides research, creative facilitation and design expertise, and the customer journey manager ensures that all relevant stakeholders are involved from start to finish. This unique collaboration has proven to be very successful, for example to create support for the service design project results within our large organization and ensuring the designs get realized. This is certainly interesting for other companies to experiment with.
Service Branding
Designing for distinction
Abstract:
Designing human-centric is a wonderful thing, but leads in similar situation to similar results. However, especially large scale services need to be distinct to stick out in the competitor field. This presentation features a framework and applied case studies on Service Branding – how to create a signature experience through the process of combining service design and branding – leaving customers with a unique story they can experience first-hand.
Innovation:
Uniting two different fields that are closely related but yet in practical terms are rarely collaborating: The field of marketing communication and branding with a need for image, differentiation and preference („shaping expectation“), and the field of service design and human centered design with a need for utility, usefulness and desirability („shaping experiences“). In this unique combination, Service Design and its methods become even more relevant in a broader business context.
We Are Here
Designer as Map Maker
Abstract:
Humans have always made maps; to tell us where we are, to show us how to get somewhere we want to go, to understand the bigger context. More and more, designers are creating maps for these reasons, and others. We make maps to draw insight, catalyze ideas, to get on the same page, and as tools for understanding complex experiences and processes. We make customer journey maps, empathy maps, mental models, experience maps and strategy roadmaps. What’s next for these tools? How will they evolve? What cartography capabilities do we need to develop as practitioners? What makes a map useful? Let’s talk about maps, baby!
Innovation:
As we look to the future of designers responding to increasingly wicked and messy problems. Service designers are at the forefront of this. We need to understand the evolution of design tools in context and the reasons for the changes. Why so many maps in service design? It matters because it helps to take a step back and survey where we have come from and where we are going in terms of the methods we use and how we as designers respond to change. Maps are a pure form of sensemaking. This is in our past and is undoubtedly in our future as a discipline. My research takes a detailed look at design maps and their evolution.
Impact of 3D printing on Service Design
Abstract:
3D printing will change and enable all sorts of things we cannot do or foresee today. One can for instance think about how the duration of ‘productizing services’ can now match the duration of ‘servitizing products’. The key will be to not just philosophy on this but hands-on experience and iterate to discover where 3D printing will bring us. To do so Merijn will give a short introduction on Ultimaker and 3D printing developments in general. Hereafter he will share the design challenges Ultimaker is facing and the overall plan how to approach them. He will conclude with his personal vision on how 3D printing capabilities can change the way how we design product-service systems in the future.
Innovation:
3D printing will change and enable all sorts of things we cannot do or foresee today. One can for instance think about how the duration of ‘productizing services’ can now match the duration of ‘servitizing products’.
Service Design & Agile are engaged!
Abstract:
Using tangible examples I’ll illustrate how the holistic and iterative nature of service design is a great fit for agile development in digital service development. As companies are moving from release cycles to continuous development, this cyclical way of working lends itself very well for an ongoing focus on the omni-channel experience rather than the more classic serial approach of research, journey mapping, design and delivery. I’ll discuss how service design is maturing from a more analytical ‘up-front’ role to an ongoing and integral role for managing the end-to-end customer experience in agile service development. Using visual examples of deliverable and proces I am hoping to add a practical and successful realisation case to the conference.
Innovation:
In this PostNL case (won the Dutch Interactive Award in ‘Service’) we’ve developed a model for how service design techniques are best applied in a cyclic agile development setup following principles of ‘lean startup’. This includes familiar examples of journey maps, service blueprints, etc.. but now with a focus on how that is used to inform agile development on an ongoing basis. Secondly I’ll cover a model for end-user involvement throughout the design proces and even the valuable role of service design after launch of the service when focus is often shifting from experience design to design optimisation, adding continuous qualitative customer feedback to quantitative analytics. There is a crucial role for service design to ensure optimisation and newly emerging needs are both covered within an agile setup.
Delivering the Gwent Frailty Programme 7 days a week
Alison Ward
Presentation from the 'NHS services open seven days a week: every day counts' event on Saturday 16 November at The Metropole Hotel, Birmingham.
This event was hosted by NHS Improving Quality and NHS England to share the views and ideas of public, patients, carers, NHS England and health and social care staff on how to improve access to services for patients across the seven day week.
More information at http://www.nhsiq.nhs.uk/improvement-programmes/acute-care/seven-day-services.aspx or #7DayServices
Tadhg Daly, Chief Executive of Nursing Homes Ireland from The National Homeca...myhomecare
This slideshow is from Tadhg Daly, Chief Executive of Nursing Homes Ireland. Tadgh recently spoke at Irelands first ever National Homecare Conference which took place on 28th March in The Ballsbridge Hotel in Dublin.
Living in suitable housing in a neighbourhood designed to be age-friendly can improve health and wellbeing, help people to develop and maintain social connections, and help people feel in control.
Large Scale roll-out of telehealth/Telecare : approach and examples – Scotla...flanderscare
Wat is de toekomst van zorg op afstand in Vlaanderen? Dat was de centrale vraag van het event van 17 juni. 100 deelnemers dachten hier samen over na. Studiebezoeken aan andere Europese regio's toonden dat daar reeds op grote schaal met telecare en telehealth gewerkt en geëxperimenteerd wordt.
ON THE SAME PAGE was a 2014 master studio project at the Oslo School of Architecture and Design in collaboration with and serving Sykehjemsetaten, the directorate for eldrely homes in Oslo.
Erkki Vauramo: A network model for organising regional careNuffield Trust
In this slideshow, Professor Erkki Vauramo, Researcher and Professor, Aalto University, Finland, explores the issues facing Finland’s primary care and asks if they need a new network model for organising regional care.
Professor Vauramo spoke at the Nuffield Trust European Summit 2014, which was supported by KPMG.
Startup Weekend Health Copenhagen 2015 #CPHSWJernej Dekleva
Welcome to Startup Weekend Health Copenhagen 2015 #CPHSW Booklet (Nov 13-15 2015) Part of The Global Startup Battle 2015
What is Startup Weekend? Teams organically form around the top ideas (as determined by popular vote) and then it’s a 54 hour frenzy of business model creation, coding, designing, and market validation.
This Startup Weekend Copenhagen puts the spotlight on Health because it offers both huge challenges in our society as well as great business potentials.
We are engaging public and private companies and organizations which are involved in healthcare system, as well as inventors of technologies, software developers, designers and students with interests in Healthcare and E-health.
We partaking in Global Startup Battle 2015 with 275+ cities around the world that are hosting Startup Weekend events during Global Entrepreneurship Week. Winners from each local event then compete in a virtual Global Startup Battle for various prizes.
UK care home investment in the North of England - through a Singapore private limited company. Capital gains tax free. For more information contact alexander.knight@crowdhubgroup.com or WhatsApp me on https://wa.me/6593367266
LTC year of care commissioning early implementer sites workshop held on 1 December 2014. Featuring Dr Martin McShane, Rob Meaker and Renata Drinkwater.
What should be the role of design in working towards a more sustainable future?
Ben Reason, founding member of Livework expert in bringing a customer view to solve business challenges along with senior service designer Anna van der Togt expert in design for sustainable futures, hosted the workshop titles 'Design for Anthropocene' for Future London Academy's UX & product design week sharing Livework’s journey of better understanding design’s role & evolution in transitioning to a more sustainable future.
In this presentation discover:
-How we overcome consumers’ unwillingness/inability to pay more for a better product.
-Existential contemplations of “Can we ever truly move to a sustainable economy if companies are not willing to let go of profit?”
-Objects of redesign for sustainability.
-The product & UX design myths we need to bust.
-The characteristics of great digital products.
-Translating sustainability for our day-to-day work.
What happens when an organisation commits itself to 'humanity above bureaucracy'?
Bureaucracy and traditional power structures hinder organisations from harnessing the power of their employees, their intelligence, ideas and passions.
New models seem necessary to build a truly human organisation, one that balances scale and speed, efficiency and creativity, control and experimentation.
Designing a more sustainable future: Updates from the fieldLivework Studio
Designing for sustainable services and sustainable organisations. Examples of how design can play a multi-level role in adapting human activities, thus helping organizations transition quickly and effectively to a more sustainable future.
The Good Drone – Livework Service Design MarathonLivework Studio
We’ll share how service design was used to explore uses for drones in cities for medical transport, emergency response and infrastructure surveillance as well as to design an innovation challenge around these future services.
Value means different things to different people. It is perceived differently also within parts of the organisation. How do we understand, characterise and measure value?
It is hard to think of the attributes of customer centricity without a broader discussion around value. In this event, we will explore the value of CX.
An underlying question many of us are facing in these turbulent times, is to do with resilience, in other words the ability in us as individuals and as a collective to absorb changes and disruptions. In our presentation at the CX Dialog, we will discuss ways of how you can use service design as a way to foster resilience in your organisation and by doing so, strengthen your abilities for adaptation and transformation.
Eine grundlegende Frage, mit der viele von uns in diesen turbulenten Zeiten konfrontiert sind, betrifft die der Belastbarkeit und Resilienz, d.h. die Fähigkeit in uns Veränderungen absorbieren. In unserer Präsentation auf dem CX-Dialog werden wir Möglichkeiten diskutieren, wie Sie Service Design nutzen können, um die Widerstandsfähigkeit in Ihren Unternehmen zu fördern und auf diese Weise Ihre Anpassungs- und Transformationsfähigkeiten zu stärken.
Aviation is a very challenging industry as it acts on the complex intersection of technology, regulations, competing commercial organizations and environmental concerns. KLM, the royal Dutch airline, can proudly look back on 100 years of history in aviation. They anticipated that the next 100 years will require a new way of innovating, with more impact. KLM is convinced that design is a key ingredient in this shift. In 2019, KLM developed and kicked off a program, in collaboration with Livework, that combines design training, coaching on the job, and impact measurement. The program sets out to empower employees across departments to use a design as a means to increase collaboration, process efficiency, solution adoption and informed decision making. As KLM finds itself in the middle of unprecedented times going through a global pandemic, they have to cope with a completely changed context. We will share our honest story about how we needed to adapt our ambition of the Increasing Innovation Impact program.
Customer behaviour by design - SDN workout Meetup 2020Livework Studio
In this presentation, Anne van Lieren will share best practices on how to use behavioural interventions to help people make better, more sustainable, decisions. The session will be a mix of presentations and small activities to understand your context and get your view on the topic!
As Corona lock down measures ease up, businesses will re-open to the public. Covid suite is a collection of solutions to help you serve your customers better and optimise your business in the challenging times ahead.
Covid suite offers the right solution for your particular situation.
Communicatie wordt effectiever door kennis over gedragLivework Studio
Deze presentatie staat in het teken communicatie. Hoe kun je effectiever communiceren met mensen als je wat kennis uit gedragspsychologie toepast? Livework doet dit op gebied van gedragsverandering van gebruikers en medewerkers.
In the masterclass customer-journey mapping and innovation, service design plays a major role. Service designer Caroline Beck takes you through a quick course in customer journey thinking, which puts the customer at the center in a practical and applicable way.
In de masterclass klantgericht innoveren speelt service design een grote rol. In een paar uur geeft Caroline een snelcursus customer journey denken, waardoor de klant op een praktische en toepasbare manier centraal wordt gezet.
Often customers don’t behave as organisations want, or expect them to - as the majority of people move through their services in autopilot. The past four years at Livework, we have experienced the power of infusing service design with a refined mix of behavioural economics, consumer behaviour and psychology. We have developed a unique approach that goes beyond nudging. By getting people aware at the right time we have helped a wide range of clients to create lasting impact on behaviour change.
The current smart city agenda is too tech focused. Livable and sustainable cities, where citizens are empowered by human technology, demand a human-centred, design-driven and collaborative approach. It must cut across industries and demographics and bring together diverse perspectives including citizens, government, investors, entrepreneurs, the public sector, private companies and NGO’s. And then, a process of smart prototyping and experimentation is required to actually set things in motion and get things done.
Together with Heijmans and Wolfpack this Provade round table explored what it takes to humanise smart cities: how can we use smart digital technologies in a way that is ethical and sustainable, and in a way that citizens can truly benefit from it? How can we design for smart citizens instead of smart cities, and what will be the new role of project developers and contractors in this landscape?
How do we encourage people out of their cars and into more sustainable forms of mobility? Do we nudge people to reduce car use journey by journey, or do we enable people to give up their private cars altogether?
Ben will use Livework's 'designing at the right altitude model and behavioural change theories to explore how Mobility as a Service could enable significant change in the habits of citizens.
Establishing a service design practice in large organisations Livework Studio
In this keynote Marzia will share insights into how to build service design capability in large organisations. She will describe a diffusion model that encompasses four maturity stages. Through real client cases Marzia will picture each stage and describe how the organisation looks at each level.
LGBTQ+ Adults: Unique Opportunities and Inclusive Approaches to CareVITASAuthor
This webinar helps clinicians understand the unique healthcare needs of the LGBTQ+ community, primarily in relation to end-of-life care. Topics include social and cultural background and challenges, healthcare disparities, advanced care planning, and strategies for reaching the community and improving quality of care.
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
Trauma Outpatient Center is a comprehensive facility dedicated to addressing mental health challenges and providing medication-assisted treatment. We offer a diverse range of services aimed at assisting individuals in overcoming addiction, mental health disorders, and related obstacles. Our team consists of seasoned professionals who are both experienced and compassionate, committed to delivering the highest standard of care to our clients. By utilizing evidence-based treatment methods, we strive to help our clients achieve their goals and lead healthier, more fulfilling lives.
Our mission is to provide a safe and supportive environment where our clients can receive the highest quality of care. We are dedicated to assisting our clients in reaching their objectives and improving their overall well-being. We prioritize our clients' needs and individualize treatment plans to ensure they receive tailored care. Our approach is rooted in evidence-based practices proven effective in treating addiction and mental health disorders.
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
2. Current healthcare services are
not economically sustainable
in the future.
This future is already
upon us in 2017.
3. Demographic changes
Urbanisation
Non-sustainable
public expenses
Decreasing
volunteerism
Those who are sick
become sicker
Welfare technology
Smarter patients
MEGATRENDS
ECONOMIC
SITUATION
Reduced income
from oil
Low long-term
interest rates
Rich generation
of elders
Nursing homes
are costly
Digitalisation
Municipality 3.0
Competing for
competence
Private healtcare
providers
Loneliness
Public health
polarization
Multi cultural
Big data
Increased
expectations and
demands
4. The Nursing Home Agency (Sykehjemsetaten)
Norway's largest operator of nursing homes and the second biggest municipal
agency within the City of Oslo
• 4 short term care and rehabilitation
health houses
• 44 long-term nursing homes
• Professional Development and
Research
• Apprenticeship Training Office for
Health, Childhood and Youth Services
• 9,000 residents and patients annually
• 1.6 million nights annually
• 12,000 employees
• 5 Billion NOK / 410 Million GBP annual
budget
8. Triggers for moving to a Nursing Home
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Non-disease dependent triggers
0
2
4
6
8
10
12
14
16
Average home care h/w
Oslo St.Hanshaugen
Economical triggers
Potential annual cost reduction -
923 MNOK
Threshold value: Nursing home > 15 h/w home care
10. Planning and facilitation
in addition to long-term
comprehensive efforts
Ownership
of inhabitant
Individual home
with a separation
between private and
public
Accurate, holistic efforts
towards common goals
Future care for the elderly will
provide early help to plan own
aging, facilitate different forms
of housing and provide
accurate care services at best
timing in each home,
customised the individual and
their holistic situation
15. 1. Predictable and smooth
transition
2. Accurate reception and
early clarification
3. Targeted stay
4. Safe and smooth
transition back home
1
2
34
1
2
3
4
17. • Facilitate a range of different
adapted properties
• All permanent locations are
a home
• All services available at all
locations
• The 24/7 nursing home is
a home equal to other
homes.
• 24/7 consist of a range of
different forms of living.
• 24/7 are flexible in degree
and level of services
Original home
Property with a
life-long standard
Care homes
24/7-offering
21. INNSATS OG EFFEKTVURDERING
BRUKER
MÅNED 1 2 3 4 5 6 7 8 9 10 11 12
ROLLE FORLØP KR/TIME
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP 0,33 0,33 0,33 0,33 0,33 0,33 0,33 0,33 0,33 0,33 0,33 0,33
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP 4 2
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP 1
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP 15 15 15 15 15 15 15 15 15 15 15 15
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP 2,5 1,5 1 1 1 1
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP
STANDARD FORLØP
IDEELT FORLØP 0,5
STANDARD FORLØP
IDEELT FORLØP 0,5 0,5
STANDARD FORLØP
2010
HELSEHUS 2 000
DAGSENTER 105000
267
267
0
EKSTRAORDINÆR LEGE (HELSEHUS) 440
250
250
240
EKSTRAORDINÆR FYSIOTERAPEUT (HELSEHUS)
EKSTRAORDINÆR ERGOTERAPEUT (HELSEHUS)
EKSTRAORDINÆR SYKEPLEIER (HELSEHUS)
215
INNSATSTEAM
FYSIO/ERGO FAGKONSULENT (H.REHAB.)
237
250
250
250
HJEMMETRENER (H.REHAB.)
STUDENT/LÆRLING/ELEV
SENIORSENTER OG ANDRE ELDRE TJENESTER
NAV
BESTILLERKONTOR
RUS OG PSYKIATRI
ASYL
BARN OG UNGE
ØKONOMISK RÅDGIVNING
DEMENSTEAM
EKSTRAORDINÆR HJELPEPLEIER (HELSEHUS)
HJEMMESYKEPLEIE
PSYKISK HELSEARBEIDER
PRAKTISK BISTAND/HJEMMEHJELP
HJELPEARBEIDER/HELSEFAGARBEIDER
559
267
435
435
250
250
22. Case Description
Female, 70 years
If the city of Oslo had invested accurate
and timely from first contact
in 2013, they would have saved
1,850,000 NOK
by 2018
-1000000
-800000
-600000
-400000
-200000
0
200000
400000
600000
800000
1000000
2010 2011 2012 2013 2014 2015 2016 2017 2018
IDEAL STANDARD DIFFERENCE
- 1 850 000
0
500000
1000000
1500000
2000000
2500000
IDEAL STANDARD
23. Case Summary
1. Male, 84: - 1
450 000
2. Female, 40: - 200
000
3. Male, 75: -
900 000
4. Female, 70: - 1 850
000
5. Male, 79: + 600
000
Total cost reduction for entire period:
3,750,000 NOK
Average cost reduction per year:
- 3 750 000
# users in Oslo municipality > 67: 20% = 12 600
# users in Oslo municipality < 67: 0,5% = 2 700
# users interdisciplinary assessment: 50%
Estimated annual cost reduction:
880 MNOK
-
1000 000
2000 000
3000 000
4000 000
5000 000
6000 000
7000 000
8000 000
STANDARD IDEAL
Thank you for coming.
Our names and where we come from
A provocation to catch the audience
The present situation
The current organization of elderly care in Oslo is not sustainable in the future
The population is increasing and the population is aging:
The population of Oslo is growing; Oslo is actually the fastest growing city in Europe in percentage of existing population. Meanwhile, improved public health and life expectancy increases.
But we know that with longer life expectancy the incidence of illness and injuries will also increase. Population trends tell us that by 2040, Oslo will double the number of residents over 67 years.
A corresponding increase in the services provided to the aging population will therefore not be sustainable in the future.
Nor will it be enough health workers available to meet such needs and demands.
The services provided today appears, seen from the citizens point of view, as fragmented and complex.
To succeed, it is necessary with an innovative approach to the organization of health and social services, and moreover also the coordination of use of resources.
Tomorrow's users will have higher expectations and demands of services
Oslo's inhabitants will have completely different requirements and expectations for services in the future than what we see with today's residents of nursing homes.
For example, the expectation being that also the last phase of life should be in an environment which is a personal home with the rights it entails ‐ and not an institution where the services are largely directed in relation to the part of life that is being a patient, as it is today.
Another important expectation for the future is that the elderly must not move when the need of health care changes which is the reality in Oslo today.
Decreasing government revenues
Elderly care in Norway:
Health and social care sector is publicly financed. And health care services are organized in primary care (municipalities) and secondary/specialized care (hospitals). The municipality is responsible for home care services and institutionalized care.
Oslo municipality has in recent years increased their number of nursing homes and as a consequence a more comprehensive coverage than the rest of the country.
You may have heard about the Norwegian Petroleum fund which is now called the Government pension fund global, which is one of the largest pension funds in the world. This fund derives its financial backing from taxes from oil profits and invests the money, mostly in stock contributions and it`s meant to guarantee Norways citizens' prosperity for decades to come.
The problem is that Norway's oil revenues, on which we have been living quite comfortably for a long time, will decrease in the future. Already now we see these tendencies and the consequence is that in the future there will be less public revenue to pay for elderly care.
So the future elderly in Norway must take more responsibility for their own appearing old age
Population of Norway: 5 million
Population of Oslo: 620 000
Population of larger Oslo: 900 000
The population 67 and above will increase from 22%/620 000 (2015) to 30%/780 000 (2030)
Pensionexpenses will increase from 120 MRNOK/ 10 BGBP (2015) to 190 MNOK / 16 BGBP (2030)
The expectation and demand among elders is increasing
First a few words about my organisation, Sykehjemsetaten; The Nursing home Agency in The City of Oslo.
Health houses have competence to safeguard patients discharged from hospitals, and also people living at home who are in need of good medical service, rehabilitation and training in daily life skills. The aim is that patients are going home after their stay in a health house.
The nursing homes are long‐term housing, health and care services for those who can no longer stay at home. The aim is that there should be continuity and a homely atmosphere, and that it should be organized in such a way that they can maintain everyday life activities as far as possible in line with the individual residents preferences.
Municipal nursing homes
17 long-term nursing homes
3 health houses
Private nursing homes
13 long-term nursing homes operated by non-profit providers
14 long-term nursing homes operated by commercial providers
1 health house operated by a commercial provider
The Agency also purchases individual places at four nursing homes outside Oslo
Residents and patients
The long-term nursing homes house 3900 residents. The average stay is approximately 2.1 years
4500 patients go for short-term and rehabilitation stays at the health house annualy. The average stay is approximately 3 weeks.
Overall objective of the project
The main focus is that older people in Oslo shall be able to live independently, active and secure lives and stay healthy as long as possible.
The overall objective of our project is therefore that Oslo's population will live in their own homes as long as possible with a good quality of life and cope with everyday life with minimal publicly funded services.
Project Background:
The project started in 2014 by decision of the Department of Health, Seniors and Social Affairs. 4 regional health houses would be established in the City of Oslo. The Nursing home Agency was commissioned to implement this in collaboration with the 15 Districts of Oslo. This was a major adjustment for The Nursing home Agency where a total of 24 nursing homes had to change operational model.
And I was lucky enough to be asked if I could lead this major change project in The Nursing home Agency.
And in the course of 2015, we established 4 health houses while the other 40 nursing homes were changed to long‐term establishments. 450 patients and 450 employees moved as a result of the establishment of health houses.
But when we started this change project in 2014, I wanted to use this opportunity to lift the ambition level, rethink and develop new service models with an eye for tomorrow's challenges and solutions for tomorrow's users.
Election of innovation tools
With high ambitions, long‐term and innovative look we thought that future solutions should be based on user needs and perspectives if we should succeed. The intention was then to identify and describe the good user experiences and show how they can be delivered in 2025.
With this focus on user experience, it was quite obvious to choose service design as a tool for innovation. We chose to involve a Design and Architecture firm that could assist us with this project. And this led to a partnership with Livework that started in November 2014.
The assignment (Scope)
1. How can we organize housing, health and care services so that seniors who need live‐in care, feel that they have a good last home? = "My home" (long term care – nursing home)
2. How can seniors live as long as possible in their own home, with the best possible support for rehabilitation and self-sufficiency, so that their needs are met while service provisions are getting more efficient?
• Rehabilitation and self-sufficiency services at home
• Health house
INSIGHTS
TREATMENT AND CARE:
The mandate and reason d’aitre for the whole organisation is proper treatment, nursing and care. This is why they are in contact in the first place.
PREVENT:
«We should probably consider it, but we will probably wait and see…»
Help me to plan my older days
”We must teach people that they grow old.”
Loneliness and depression is often the actual reason
CAPTURE
Difficult to catch the disadvantaged
«This is not people that book an appointment themselves…»
LONG TERM
Short term = costly
«The trend is high quality single services. But the services are isolated …»
COMPREHENSIVE
Need coordination between the high quality isolated services, seeing the entire user, including their life situation and relatives, not only treating the desease and symptoms
No one see the patient 360 degrees
«We coudl rehabilitate the leg, but the issue is the abuse problem…»
«Who´s got the responsibility to ensure entirety across the services? »
Lack of data sharing across – dysfunctional confidentiality
Lack of common platform across services.
ENSURE VALUE
Speed and timing = increased chance of good results
«Window of opportunity for rehabilitation is limited, and it is a challenge to get started as early as requested…»
Common target across services
«The common target must be in accordance with the patient… »
HOME
No one wants to leave their own home, they want to remain there and hopefuly die there
A well functioning home must provide the experience of safety and security
Non desease dependent triggers for nursing home seats: living alone, need of help to exit, weary relatives, lack of network, lonelisness, not adapted housing, nutrition failure
Key drivers to achieve goal
Planned aging
Experienced feeling of safe and secure
Accurate services at accurate timing
Threshold value: nursing home >15 h/w home care. Average for users in Oslo is 3,7 h/w.
Cost reduction potential for bringing it up to 4,7 h/w is 920 MNOK / 75 MGBP. Not full cost reduction due to increased services at home. Potential up to 15 h/w is enourmous
Potensialet for kostnadsreduksjon ved å øke t/u til St. Hanshaugen-standard for hele Oslo kommune er 923 MNOK, men en vesentlig del må investeres i utvidet hjemmetjenester.
Antall risikofaktorer pr. pasient er i snitt 7 (2-13).
Data basert på et tilfeldig uttrekk av 97 brukere i BFR, BNO, BOS
What are the key solutions to help people living longer at home?
Future elderly care will provide early help to plan own aging, provide different forms of housing and accurate services and care in own home, independent of where, customised the individual and their situation
We made a short film to describe the services and experiences that we would like the inhabitants to have in the future
9 principles for delivering elderly care. The principles are answering the key insights and needs that are mapped out for inhabitants, users, patients and their relatives, considering the economical and organisational aspect:
Facilitate – Advise me so that I can be prepared and avoid potential problems
Intercept – Discover when something goes wrong and make sure that it gets addressed
Predictability – Make the road ahead clear. Help me to understand what is going to happen and why.
Important to me – Understand my situation and focus on what is important to me
Holistic – Make sure that all the services I experience make sense together
Early efforts – Be willing to use resources on me early on, so that I got the most out of the treatment
Motivation – Support and motivate me, so that I can do most of it myself
Caretakers – help those who are close to me so that it is easier for them to give good support
Human – Treating users as human beings, not as assignments or tasks
Predictable and smooth transitionEarly, clear and precise informationSmooth cooperation between institutions and services at transition of patient.
Accurate reception and swift clarificationWarm and informative welcome on the reason and content of the stay
Common strategy for patient based on needs and target. Established through interdisciplinary cooperation across services
Targeted stayStay is targeted and all invovled work along to ensure that the patient reaches his or her goals. Activities and offering are directed to motivate and build competence for patients and relatives at home. Patient and relatives receive guidance and advisory to improve life at home.
Safe and smooth transition home
The life and total condition of the patient and relatives are mapped befreo transition to own home, and a follow up plan is defined across services and activities.
You will in 2025 live in your own home independent of need, situation and form of living
A range of different adapted properties are facilitated
All permanent locations are home
All services available at all locations
24/7 offering is a home equal to other homes.
24/7 consists of a range of different forms of living
24/7 offering are flexible on degree and level of services
The 24/7 nursing home offering must address two issues:
Being sick and getting proper health and care services
Living in a home
In all cases the user is living in their own home
A relevant every day for each inhabitant
Involve relatives
Flexible in terms of change in needs of inhabitant
Themes adapted to groups of users
Common arearepresent society
Tilbakemeldingene etter pilotene viste at velkomsten og oppstartsamtalen var tiltak som fungerte svært godt og hadde den effekten vi var på jakt etter.
Rådgivningsmøtet og avsluttende møte ble i mindre grad gjennomført. Til dels på grunn av opplevelsen av at man dekket det meste i det første møtet, til dels pga. tidspress og gjennomføringsevne i piloten.
Det tverrfaglige møtet var hovedsakelig på tvers av helse og omsorg, og representerte i begrenset grad alle områder av pasientens liv og mulige behov.
Piloting and business as usual is demanding
A pilot may need several takes
Solutions may demand slide in time
Balance the utopia and pragmatic solutions
Design for people that are sufficiently sick
Road from vision to start implementation is long