SHIP | Harvey Li

SHIP: Service Operations and Dashboard Strategy

[Service Design, UX Strategy, Systems Thinking]

Description

A client-facing service design and operations strategy project for supportive housing. Developed an intensity-based segmentation approach and decision-support dashboard concepts to improve capacity planning and reduce operational friction, delivered through a final presentation reviewed with strong client reception.

Client

Services and Housing In the Province (SHIP)

My Role

Service Designer / UX Strategist · Researcher

Team

Neecha Klee, Zhidong Chen, Alizeh Waseem

Timeline

7-week real-world client project

Approach

We treated the service as a system and co-shaped recommendations around real operational constraints shared by the client.

Key outputs

Intensity-based client segmentation model to support consistent prioritization and workload planning
Dashboard improvement concepts to support managerial decision-making (capacity visibility, performance vs targets, and workload comparisons)
Initiative portfolio + phased roadmap (quick adoption → pilot → scale) to guide implementation sequencing
Feasibility guardrails addressing staffing capacity, governance, and change-management realities

Client delivery

The final recommendations were packaged into a client-ready presentation and presented to SHIP stakeholders for review and alignment.

Context

Supportive housing teams face fluctuating client needs, inconsistent ways to define and track service intensity, and high administrative workload, which together strain staff capacity and sustainability.

Core problem

The organization lacked a repeatable, decision-ready model to translate frontline workload into actionable planning: how to segment clients by intensity, balance demand vs capacity, and make dashboards useful for management decisions rather than reporting only.

Design challenge

How might we redesign service operations and decision support so leaders can plan staffing and caseloads more effectively while keeping implementation feasible for frontline teams?

Service Operations Features

Reframed client support around service intensity, grouping clients into Acute Risk, Core Need, and Stabilized levels. This helped shift the service model from equal caseload counting toward intensity based support, where different client needs require different levels of staff attention.
Designed dashboard improvements that make staff capacity, service targets, and workload strain easier to understand. By combining target performance, capacity signals, and workload comparison views, the dashboard helps managers identify overload, compare team capacity, and support fairer workload distribution.
Proposed a client facing self serve pathway for stabilized clients, allowing them to complete check ins, update recovery goals, access resources, and request services with less direct caseworker time. This supports client independence while helping staff focus more attention on higher risk cases.
Mapped the solution portfolio into phased implementation, from quick adoption and pilot testing to scaling and long term integration. This helped translate strategic concepts into realistic organizational steps rather than leaving them as abstract recommendations.