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    How Kay Improved the Lives of Vulnerable Young People While Reducing Risk & Uncertainty for the Organisation

    How to blueprint services that support vulnerable people.

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      Picture of Vaughan Broderick

      Vaughan Broderick

      Service Blueprint

      Background

      Brackenridge supports over 200 people living with intellectual disabilities and autism throughout the Canterbury region of New Zealand.

      The Youth Service provides residential support to intellectually disabled young people who cannot live with their families.

      The sector is currently facing massive disruption. Families and young people will be able to make more decisions on the services that they engage with. Individual funding will replace ‘collective pools’, and the young person’s voice is to be front and centre for decision-making.

      And organically developed processes need to be reshaped with a focus on customer experience to position Brackenridge as a preferred provider in the sector.

      The Solution

      The solution incorporated design thinking and service design components across three phases: research and understanding, ideation, prototyping and testing.

      Research and Understanding Phase:

      We completed several activities to explore and understand the problem space, including: 

      • Semi-structured interviews. Interviews with stakeholders, including young people, family, social workers, service managers and support workers. The TEDW model was central to the type of questions asked.
      • Observations of critical activities and experiencing the entire process.
      • Creating a current state ecosystem map to understand the players and interplays between domains.
      • Creating a current state service blueprint including customer journey, emotional arch
      • Developing a current state value stream map to quantify time and information metrics, pains and costs.

      Ideation Phase:

      • Two co-creation workshops with Service Managers and Team Leaders
      • Developing a service delivery ecosystem map to capture needs, pain points and interactions. Then, ideating solutions.
      • We used dot voting throughout to make collective decisions.
      • Developing personas.
      • Using How Might We statements to reframe and prompt when brainstorming and brainwriting.
      • Clustering and deriving the main point of view and sentiments.
      • Creating a future state service blueprint.
      • Creating a future state service ecosystem map.
      Service delivery eco-system map
      Blank Service Delivery Eco-system Map

      Prototyping and Testing Phase:

      • We developed a future state Business Model Canvas.
      • Several assets were prototyped, tested and iterated. 

      Output

      There were several assets that we created during the five-week project:

      • Developing a future state Business Model Canvas.
      • A Discovery Document to use throughout the process to capture and assess data.
      • Step descriptions are to be used as a training tool and to articulate each step’s why, what and how.
      • A Case Consultation as a collaborative stakeholders meeting.
      • A young person’s voice meeting.
      • A support team voice meeting.
      • A risk mitigation matrix.
      • A metrics calculator to gather data for driving future process change decisions.
      • A visual that can be used as a training and communication tool, whether front-facing or with staff.
      • Pre-service checklists.
      • Transition plans and roadmap.
      Practice Leadership Process Visual

      Impact

      The youth service now has a more repeatable and scalable process for assessing referrals and transitioning youths into service. The impact is:

      • A more comfortable and anxiety-reducing transition into service.
      • Increased collaboration amongst the various professionals.
      • Allowed the voices of young people, family members and staff to be front and centre.
      • A more robust process that provides more certainty on the support needs, risks and all-around ‘fit’.
      • Increased customer confidence in the service.
      • Identification of potential financial losses.
      “Vaughan’s design has allowed me to see the service from the customers perspective, allowing me to know I am doing the right thing by the young person and their family. Vaughan is great to work with he is extremely collaborative, this is a true co-design experience.”
      Kay Liversidge
      Kay Liversidge
      Service Manager, Brackenridge

      LET’S WORK TOGETHER

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