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Daniela Petrillo - Progettare una salute accessibile: l'eterna lotta tra la regola e il caos

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Tra le tante “user experience” che è possibile progettare oggi in Italia, una più di altre necessita di un intervento di design forte: quella della salute. “Sanità” e “Salute” sono ai due poli di un sistema entro cui si muovono elementi molto alti e distanti dall’utente, così come alcuni lui molto più vicini, alle volte personali. Questo sistema è intricato, stratificato, alle volte inutilmente burocratizzato e ingiustamente povero di risorse. Nonostante questo, la sua incredibile capacità attrattiva muove numerose e affascinanti competenze che non appartengono più solo ed esclusivamente alla medicina, ma spaziano fino ad incontrare il Design. E nonostante tra gli addetti ai lavori vi siano figure dalle abilità infinitamente complesse, è proprio al Designer che viene sempre rivolta la stessa identica domanda: ma quindi che fai?

“Fare” è la risposta, che non vuol dire solo “progettare”, bensì prima attivarsi per creare attorno a sè quelle condizioni di fertilità che gli permettano di essere accolto, e quindi di stare e arricchire il clima culturale di un settore in cui il suo contributo è cosa nuova, mai vista.

Qualcuno ha colto la sfida, come il Centro Medico Santagostino, presente sul territorio milanese con una rete di poliambulatori specialistici, che nel 2016 ha deciso di creare da zero di un dipartimento di Design con l’obiettivo di migliorare l’esperienza di salute dei suoi utenti, trasformandola in una relazione di fiducia.

Fanno seguito strutture più complesse, come l’Istituto Clinico Humanitas o il San Raffaele, sempre a Milano.

Il momento è adesso: al designer che vuole affrontare oggi il mondo della sanità è richiesto di osservare dinamiche sociali, economiche, politiche, e scientifiche e di sapersi relazionare con esse in modo etico, per poter davvero progettare una migliore qualità di vita.

Published in: Design
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Daniela Petrillo - Progettare una salute accessibile: l'eterna lotta tra la regola e il caos

  1. 1. WHY HEALTHCARE? (so, why not?)
  2. 2. why healthcare? #democracy #fascinatingtools #personalexperience
  3. 3. #personalexperience why healthcare? #democracy #criticalapproach #fascinatingtools
  4. 4. why healthcare? #democracy #personalexperience #criticalapproach #fascinatingtools
  5. 5. THE RULE: THE NATIONAL HEALTHCARE SYSTEM (already known as ssn)
  6. 6. defined in Roberto Bettega, Italia vs. Argentina (1978)
  7. 7. on 3 principles #equality #equity#universality
  8. 8. recently implemented through Clinical Government system that encharges the healthcare orga- nizations to manage their continuous im- provement, high quality standards of assi- stance, the best conditions towards the cli- nical excellence #equality
  9. 9. #healthcareagreement LEA - Essential Levels of Assistance most basic level of services that the Na- tional State has to pro- vides for the popula- tion, for free or for money with a low price ticket. recently implemented through #equality #universality
  10. 10. #universality#equality Healthcare Agreement triennal agreement between the State and the Regions. It defines the guidelines in terms of quality and kind of care in order to find the most accurate answer to the popu- lation needs’. recently implemented through #equity
  11. 11. THE CHAOS: ITALY, 2018
  12. 12. continuous challenge CHRONICAL DESEASEHIGH AVERAGE AGE 22% 170 grandparents on 100 adolescents 39% 70 women on 100 people #universality#equality #equity fonte dati ISTAT 2017 60 mln
  13. 13. quantitative context #equality #equity UNCOVERED COSTS WAITING LIST PRIVATE INSURANCE #universality 65 days dentistry & radiology “smartbox” for healthcare
  14. 14. qualitative context PREVENTION
  15. 15. qualitative context PREVENTION
  16. 16. WHAT ELSE???
  17. 17. #sustainability 2 pillars more for the contemporary era #accessibility #universality#equality #equity
  18. 18. DESEASE VS. PATIENT
  19. 19. the desease centered approach DOCTOR or PHYSICIAN CURE PATIENT DESEASE OBJECTIVE ANALYSIS The medical model, 1971
  20. 20. FROM CURE TO CARE Frame from Dr. House, 2012 while in the end of 80’s
  21. 21. new balance in the framework DOCTOR EXPECTATIONS CURE PATIENT DESEASE OBJECTIVE ANALYSIS SUBJECTIVE STORYTELLING The patient model, designed by Daniela Petrillo, 2018
  22. 22. new balance in the framework DOCTOR EXPECTATIONS CURE PATIENT DESEASE OBJECTIVE ANALYSIS SUBJECTIVE STORYTELLING The patient model, designed by Daniela Petrillo, 2018
  23. 23. CONTEXT & CONSEQUENCIES IDEAS, INTERPRETATIONS & ILLNESS’ FRAME FEELINGS DESIRES & EXPECTATIONS guidelines for a patient centric approach The Patient’s Journey, 1984
  24. 24. WHERE WE HAVE ALREADY SEEN THIS?
  25. 25. something to talk about HCD framework, IDEO model
  26. 26. DESIGNER vs. PHYSICIAN
  27. 27. the MAYO CLINIC case study
  28. 28. THE CHAOS how to change the universal mindset
  29. 29. through a collaborative approach
  30. 30. rethinking the way we use to collaborate
  31. 31. also nurturing the data culture The budgeting activity is a negotiation: it's not 'we don't think what you're doing is important'; it's 'show us there's an adequate ROI for the money that we're giving you to hire designers.' Sometimes the results could readily be quantified as the dermatology practice redesign had resulted in a dramatic increase in the number of patients treated. In other case someone said ‘I heard what you've done: would it be possible for us to be next?’ We consider it as a measure of the success...that other groups are saying, unprompted, without marketing, please work with us next.” Dan O’Neill, PM @ CFI Mayo Clinic - interviewd on yale.edu
  32. 32. towards a growing evolution
  33. 33. towards a growing evolution Demonstrated knowledge of "Design Thinking" and design research tools and methods. Must develop and maintain an understanding of major operating systems and overall policies, procedures and objectives of the institution. Creative problem solving skills, a curious mind and an enthusiastic work ethic, experience in design planning and design research methods, a passion for enriching the design process with meaningful research, comfort with ambiguity and complex problems
  34. 34. with this mission “to transform the experience and delivery of health and healtcare”
  35. 35. DESIGN IN THE DARK: SINCE 2016
  36. 36. Centro Medico Santagostino case study NETWORK ACCESSIBILITY QUALITY LOW PRICE SPEED USER NEEDS DRIVEN
  37. 37. from design to Design Philippe Petit - WTC, NYC | 1974 how to be recognized? DESIGN as a WAY OF THINK DESIGNER as a ROLE PROCESS as PROJECT PROJECT as SYSTEM
  38. 38. from design to Design how to bring value? DESIGN as PERCEPTION DESIGNER as a ANTENNA PROCESS as PROJECT PROJECT as EXPERIENCE Philippe Petit, WTC, NY | 1974
  39. 39. CAN I HAVE A BLACKBOARD, PLEASE?
  40. 40. tools - the ABC Design “office” in the corridor - former HO @ Centro Medico Santagostino | Jan 2017
  41. 41. methods - field research Centro Medico Santagostino, Piazza Santagostino 1 | Nov 2016
  42. 42. methods - (silent) exploration The Chief of the technical service meets the suppliers | May 2017 (curtesy of Centro Medico Santagostino)
  43. 43. culture - narrating a story CEO’s desk | Feb 2017 (curtesy of Centro Medico Santagostino)
  44. 44. culture - narrating a story screenshot from CMS’ workplace fb platform | “word of the day” post (curtesy of Centro Medico Santagostino)
  45. 45. let’s design be with you CEO PATIENT DELIVERY IMPLEMEN- TATION REDESIGN IDEA GENERATION BRIEF PRODUCTION FIELD RESEARCH DESIGN FIELD TESTING KEY REQUIREMENT EVALUATION The implementation of generative model with the design competencies @ CMS, model by Daniela Petrillo Technical competencies Design competencies KEY REQUIREMENTS methods and tools definition to build the process DESIGN to define, to filter and finish the prototype FIELD TEST user-machine interaction EVALUATION how many patients in how many minutes?
  46. 46. santagostino camper - healthcare on the go IDEA amplify the brand in new urban areas REASON WHY to cross new possible kind of patients WAY though a light, flesible and original tool SCENARIOS communication and promotio- nal activities, first level of care services for free, second level of healthcare for profit curtesy of Centro Medico Santagostino
  47. 47. 6 months, a big team and a small clinic TECHNICAL PM hardware supply and production OPERATIVE PM project strategy, recrtuiting and manage- ment professional resources NEW CLINICAL OFFER identify new clinical strategies to deploy on the field, professional engagement INSTITUTIONAL REQUIREMENTS regulatory and functional alignment SERVICE DESIGN definiton of clinical experience guidelines and brand engagement strategy COMMUNICATION multichannel promotion strategy curtesy of Centro Medico Santagostino
  48. 48. and always working on the CMS experience curtesy of Centro Medico Santagostino
  49. 49. defining the journey we want PRELIEVI POLIAMBULATORIO ODONTOIATRIA ESPLORAZIONE PRENOTAZIONE REMINDER ARRIVO IN SEDE TOTEM SALA D’ATTESA DESK AMBULATORIO SALA D’ATTESA DESK USCITA ? ? ? CASSA AUTOMATICA CICLICHE MAIL RECENSIONE SALA D’ATTESADISDETTA CRITICITA IDENTIFICATE TOUCHPOINTS $ FAST CHECK-IN $ $ SMS QUESTIONARIO BISOGNI DEL PAZIENTE CORSI wayfinding comprendere percorso previsto uso intuitivo comprendere percorso previsto (attesa) info veloce e completa disponibilità per domande facilità d'uso far vedere tutte le opportunità chiarezza info disdetta tutte le info luogo/data info contatto prenotazione via whatsapp complicata modulo e mail portano a service center non tutti ricevono codice fast-check-in messaggi diversi foglio emesso da HIS/SAP non contiene tutte le info messaggi diversi per Poli e Odonto arriva da numero sconosciuto non sempre codice fast-check-in non chiaro al paziente dove andare per primo difficoltà di trovare la funzione desiderata confusione sul accettazione valore del fast-check-in non percepito info su biglietto non viene letta REFERTO DISPONIBILE REFERTO ONLINE ・ PARENTI/AMICI ・ MEDICI ・ SITO WEB ・ SITI RICERCA ・ SOCIAL MEDIA ・ SEDI CMS ・ CALLCENTER ・ ARTICOLI/MAGAZINE ・ SERVICE CENTER ・ HEALTH COACHES ・ SITO WEB ・ APP ・ SMS ・ SERVICE CENTER ・ HEALTH COACHES ・ SITO WEB ・ APP ・ SEGNALETICA SEDE ・ APP ・ TOTEM ・ SEGNALETICA SEDE ・ FOGLIO PRENOTAZIONE ・ SMS ・ APP ・ TOTEM SEGNALETICA SEDE BIGLIETTO TOTEM SCHERMO ATTESA SALA D'ATTESA ・ BIGLIETTO TOTEM ・ SCHERMO ATTESA ・ SALA D'ATTESA ・ SEGNALETICA CONFERMA ・ SMS ・ SEGNALETICA SEDE ・ SALA D'ATTESA ・ MEDICO ・ INFERMIERA ・ SEGNALETICA SEDE ・ BIGLIETTO TOTEM ・ SCHERMO ATTESA ・ SALA D'ATTESA ricordarsi della visita possibilità per disdetta ・ HEALTH COACH ・ CARTA DI CREDITO ・ CONTANTI ・ SEGNALETICA SEDE ・ CASSA ・ CARTA DI CREDITO ・ TESSERA SANITARIA FATTURA SEGNALETICA SEDE ・ CASELLA MAIL ・ CONTENUTO MAIL ・ SITO WEB ・ DOSSIER CLINICO facilità d'uso chiarezza del percorso instruzioni su come verrà chiamato pazienti e/o medici che vengono al desk senza chiamata per domande/info chiarezza del percorso instruzioni su come verrà chiamato pagamento veloce possibilità per eventuali altri prenotazioni funzionamento liscio CONTENUTO SMS SITO QUESTIONARIO dati accesso dossier chiarezza del percorso instruzioni su come verrà chiamato funzionamento liscio ・ CASELLA MAIL ・ CONTENUTO MAIL facilità di compliazione presa in carico affollamento in orari di punta affollamento in orari di punta affollamento in orari di punta pazienti e/o medici che vengono al desk senza chiamata per domande/info presa in carico facilità di compliazione
  50. 50. defining the journey we want > >
  51. 51. HOW TO SCALE THE DESIGN CULTURE IN HEALTHCARE?
  52. 52. since October 2018
  53. 53. 6 HOSPITALS 800 BEDS (MILAN) 7000 EMPLOYEES 13 DESEASE-CENTER 1 H-UNIVERSITY 4 MAIN RESEARCH AREAS face a new challenge
  54. 54. doing something new
  55. 55. with a new kind of users ON BOARDING & WELCOMING PERFORMANCE MANAGEMENT E-LEARNING & DEVELOPMENT #engagement #clinicalquality #improvement
  56. 56. in order to improve their way of working WELFARE POLICY & BENEFIT SYSTEM INTEGRATION FOR HR #employerbranding #internalprocesses
  57. 57. and the service they provide DEATH RATE ZERO
  58. 58. by Daniela Petrillo
  59. 59. ● Anyone can find its own ROI ● It’s rooted in reality ● It brings added value not only related to the problem resolution
  60. 60. ● Your mum doesn’t adopt it ● It’s impossible to scale it if you add a zero (from 10 to 100) ● It’s cool but it doesn’t dance (lib.cit.)

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