Case: Family Day Care service in Vejle
The Family Day Care service in Vejle Municipality was faced with a fundamental question: What motivates people to choose – and what leads them to opt out of – the profession of family day care? And how can this knowledge be actively used to create a stronger and more contemporary narrative about the profession?
Understanding before changing
At Spinderihallerne, we work from a fundamental premise:
If you want to create change, you must first understand the people it concerns.
Together with current, newly employed, and potential family day carers, we gained deeper insights into the motivations for choosing the profession. Through dialogue, reflection, and carefully selected methods that fit into the carers’ everyday routines, we developed an understanding of their daily lives, motivations, and the barriers that may stand in the way of choosing a career in family day care.
Spinderihallerne acted as a close strategic sparring partner throughout the process, helping to turn insights into concrete actions.
A new visual profile
The outcome included, among other things, a new visual identity (logo, communication materials, videos, etc.) and a wealth of insight into what it takes to attract new family day carers. At the same time, the many existing family day carers gained a shared narrative about their profession as well as a professional and visually strong framework to communicate and promote it.
Family day care has shifted from a somewhat outdated image of a “day care mum” to being recognised as a professional pedagogical profession on equal footing with other early childhood education and care services in Vejle Municipality.
Den opdaterede visuelle identitet danner i dag grundlag for en række materialer, der anvendes både i rekruttering, kommunikation og i den daglige synlighed af dagplejen. På den måde understøtter identiteten ikke kun et nyt udtryk, men også en tydeligere forståelse af dagplejen som et moderne, fagligt og attraktivt arbejdsområde.
It made a significant difference that Team Public Innovation was closely involved in the implementation, as we would not have been able to manage this on our own.
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