Public services

To transform ideas into initiatives, we invited a cross-disciplinary healthcare team to a 3-day design sprint. The goal was to ensure that wound patients got faster, better assessment, and quicker treatment, thereby avoiding any further degeneration or chronic issues.

In close collaboration with New Stavanger University Hospital's organisational development team, we explore potential organisational models and 

 for the hospital's daycare unit. The goals were to:

Service Proposition

Discover what patients and their families believe is essential when meeting with healthcare staff (nurses, doctors, and surgeons) and what brings added value to the healthcare services.

Find ways to break down silos between departments in the hospital to promote closer cooperation and less information hierarchy.

Educate the core team in service design methods to place patients at the heart of future service developments.

Exploring what the future daycare unit might look like

The core team facilitated close collaboration throughout the different phases of the process. The organisational development team's planning expertise helped escort us through a maze of organisational know-how concerning the hospital's working environment, thus bridging the gap between designers and medical specialists.

As a part of the transition towards New Stavanger University Hospital, the hospital has defined the user involvement of patients and staff as critical drivers for renewal and improvement in health services. Moving into new hospital spaces means new ways of working. The hospital involves employees as much as possible to adopt new working methods. A belief is that good working conditions for employees will provide the best possible experience for hospital users. To transform ideas into initiatives, we held a design sprint with the healthcare staff.

Employee and patient involvement as a critical driver for innovation

The sprint led to the opening of a new wound diagnostic centre in February 2019. Initially, this pilot focused on organising healthcare personnel around the patients' needs rather than the other way around. Since its opening, the new wound centre has been a success in terms of staff satisfaction and reducing waiting time for patients. In 2019, the average waiting time was 23,4 days. In 2020, the same number fell to 14 days - a reduction of 40%.

From user involvement, we could gather valuable insights – patients didn't express health-related concerns as their most pressing concern when at the hospital. They expected and felt they were met with consistent and high levels of physical treatment. Instead, "feeling safe" and "empowered" were essential needs.

Reduced waiting time and valuable patient insights

We made all the user insights available to healthcare staff. Key findings showed that patients didn't express health-related concerns as their most pressing concern at the hospital. They expected and felt they were met with consistent and high levels of physical treatment. "Feeling safe" and "empowered" were keywords the patients conveyed.

Redesigning daycare at Stavanger University Hospital