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Client
Hoolekandeteenused

Industry
Public services, healthcare

What we did?
Service design

Challenge

Hoolekandeteenused (HKT) offers live-in welfare services to people with intellectual disabilities or mental health disorders, who are unable to live completely on their own.
The homes are in residential neighbourhoods and are a part of a process of de-institutionalisation of mental care, helping to re-integrate special needs people into society.

HKT wanted to improve the quality of services it offered to its clients (residents in the care home). The presumption was that staff needed better processes and methods to do so. Our brief was to help develop these processes and methods.

Process

Over the course of six months we conducted interviews and workshops with different care home staff and, where possible, with clients. We followed this up with shadowing of staff in the care homes. The research highlighted the organisation’s challenges that accompanied de-institutionalisation: the central organisation administering the various care homes, by following the various applicable rules and regulations, was creating an administrative workload that was slowly over-whelming the care staff in the homes.

 

Result

The results of our research showed that staff were not lacking the skills or tools for working with clients. What they lacked was the time to do so. We uncovered a work process that was uncoordinated and ad-hoc. Daily tasks, both admin and household chores, had developed over time, were often dictated centrally and required immediate attention. The work process for staff had never been looked on as a whole. Because of the disjointed nature of these tasks, staff were left with very little time for meaningful interaction with clients.

Consequently, the service that was designed was the daily working process. Administrative tasks were assigned a defined time-slot and all scattered daily tasks were gathered there. This made the daily work-flow for staff much more efficient, freeing up 2-3 hours per day, for them to work with clients.

 

Epilogue

For the HKT, the service design process was unnerving, when it seemed that their stated goal could not be solved. No one knew what the outcome of the service design would be. It was just very important, that it would improve the lives of the clients. Equally important was the caveat, that the solution couldn’t add costs to the operation or the workload of staff. Re-designing the administrative tasks ticked all the boxes of the brief, but did so in an unexpected way.

Client
Hoolekandeteenused

Industry
Public services, healthcare

What we did?
Service design

Challenge

Hoolekandeteenused (HKT) offers live-in welfare services to people with intellectual disabilities or mental health disorders, who are unable to live completely on their own.
The homes are in residential neighbourhoods and are a part of a process of de-institutionalisation of mental care, helping to re-integrate special needs people into society.

HKT wanted to improve the quality of services it offered to its clients (residents in the care home). The presumption was that staff needed better processes and methods to do so. Our brief was to help develop these processes and methods.

Process

Over the course of six months we conducted interviews and workshops with different care home staff and, where possible, with clients. We followed this up with shadowing of staff in the care homes. The research highlighted the organisation’s challenges that accompanied de-institutionalisation: the central organisation administering the various care homes, by following the various applicable rules and regulations, was creating an administrative workload that was slowly over-whelming the care staff in the homes.

 

Result

The results of our research showed that staff were not lacking the skills or tools for working with clients. What they lacked was the time to do so. We uncovered a work process that was uncoordinated and ad-hoc. Daily tasks, both admin and household chores, had developed over time, were often dictated centrally and required immediate attention. The work process for staff had never been looked on as a whole. Because of the disjointed nature of these tasks, staff were left with very little time for meaningful interaction with clients.

Consequently, the service that was designed was the daily working process. Administrative tasks were assigned a defined time-slot and all scattered daily tasks were gathered there. This made the daily work-flow for staff much more efficient, freeing up 2-3 hours per day, for them to work with clients.

 

Epilogue

For the HKT, the service design process was unnerving, when it seemed that their stated goal could not be solved. No one knew what the outcome of the service design would be. It was just very important, that it would improve the lives of the clients. Equally important was the caveat, that the solution couldn’t add costs to the operation or the workload of staff. Re-designing the administrative tasks ticked all the boxes of the brief, but did so in an unexpected way.

Client
Hoolekandeteenused

Industry
Public services, healthcare

What we did?
Service design

Challenge

Hoolekandeteenused (HKT) offers live-in welfare services to people with intellectual disabilities or mental health disorders, who are unable to live completely on their own.
The homes are in residential neighbourhoods and are a part of a process of de-institutionalisation of mental care, helping to re-integrate special needs people into society.

HKT wanted to improve the quality of services it offered to its clients (residents in the care home). The presumption was that staff needed better processes and methods to do so. Our brief was to help develop these processes and methods.

Process

Over the course of six months we conducted interviews and workshops with different care home staff and, where possible, with clients. We followed this up with shadowing of staff in the care homes. The research highlighted the organisation’s challenges that accompanied de-institutionalisation: the central organisation administering the various care homes, by following the various applicable rules and regulations, was creating an administrative workload that was slowly over-whelming the care staff in the homes.

 

Result

The results of our research showed that staff were not lacking the skills or tools for working with clients. What they lacked was the time to do so. We uncovered a work process that was uncoordinated and ad-hoc. Daily tasks, both admin and household chores, had developed over time, were often dictated centrally and required immediate attention. The work process for staff had never been looked on as a whole. Because of the disjointed nature of these tasks, staff were left with very little time for meaningful interaction with clients.

Consequently, the service that was designed was the daily working process. Administrative tasks were assigned a defined time-slot and all scattered daily tasks were gathered there. This made the daily work-flow for staff much more efficient, freeing up 2-3 hours per day, for them to work with clients.

 

Epilogue

For the HKT, the service design process was unnerving, when it seemed that their stated goal could not be solved. No one knew what the outcome of the service design would be. It was just very important, that it would improve the lives of the clients. Equally important was the caveat, that the solution couldn’t add costs to the operation or the workload of staff. Re-designing the administrative tasks ticked all the boxes of the brief, but did so in an unexpected way.

The book builds on three cornerstones:
Connect. Inspire. Empower.

Draper Startup House has a very strong foundation. The whole concept is founded on empowerment of it tenants and the 9 hostels already operating on 3 continents are a living proof it works. It’s all part of a larger Draper network – educating novice entrepreneurs through the the Draper University, incubating freshly started companies by engaging its pool of mentors and helping them to grow by financing, raising money and finding investors.

The book we designed reflects this attitude. It’s copywriting and imagery is all about people and creating connections between them, regardless of the location. We figured out what really drives the startuppers and what motivates investors to join. A list of money-making companies validates the concept. There’s tremendous energy in the Draper Startup House – and we hope the book emanates it as well. Inspiration is a powerful tool after all.

The ambition of the company is all but meek – by 2028 there would be a Draper Startup House in every major city in the world, which will help them achieve their mission of enabling one million entrepreneurs by 2030. Brand Manual is proud to be a part of that story.

Marinas are a complicated business. While nice boats and a restaurant is what everyone sees, a marina’s real business lies elsewhere. The benefit of the port may be, that it acts as a tourism gateway for the municipality or as an opening to the sea for local sailing enthusiasts. Or perhaps a place for owners to store their boats over winter.

Whatever dominates the money stream, a good reputation among boat owners is crucial. The most effective way to build that reputation is by pampering the summer sea cruisers. However, how the marina is seen by a first time visitor arriving by sea can be very different from how a member or the port operator sees it.

Using the rapidly developing Port Noblessner as an example, we designed a model of marina service, which can be applied universally.

As ridiculous as it sounds, the first step of making a marina usable is to consider the view from the sea. Marinas are built by people working from land. What makes sense from terra firma doesn’t make any sense at all from 2 miles out on the bay. A first time visitor will see a coastline which mostly looks the same, save for the city close by. The difference in proportion between the sea and buildings on land is considerable, therefore visible and understandable signage towards the sea must be of a different scale than what faces land.

In interviews with yacht owners of various nationalities around the Baltic Sea, we also discovered that it is the hygiene factors, which are most important. After days, or weeks, spent at sea, clean washing facilities and toilets are very highly appreciated. In many ways, the sailor’s needs mirror those of the camper: basic functions well done is more important than exclusive services, than can only be enjoyed if the basics have been taken care of.

Secondly, the generational difference in looking for information about ports became apparent. The older generation relies on printed material, while the younger generation will online search before weighing anchor. However, both groups will be paper dependent once at sea, as mobile coverage (even by the coastline) is patchy at best. Roaming costs also makes people reconsider internet searches beyond their nations shores. Therefore, having accurate material printed about the port, requires quite an effort on the side of the port to ensure that information reaches all publishers in time for the new season. And again, it is the perspective from the sea that is important, not the amenities for local pedestrian customers.

Building the services of the marina in reference to the needs of the sailing visitor, will immeasurably improve the impression of the marina. By far the most important factors are related to doing the basics very well, which draws in people, with whom others want to interact. In other words, it becomes a nice place to tie up the boat. From thereon, if the sky (or sea) is the limit, whereas the focus always has to be on delivering the hygiene factors well.

Big yacht on land Port captain's point of viewFirst time visitor's point of viewNoblessner customer and sailor needs schemeNoblessner port service cloudessential services for first time visitors

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