Over the last few years, the UK government has been modernising service delivery using human centred design. We’ve learned what happens when services are not designed from the users perspective and we’ve seen the impact this has on people’s lives. For those of us working to redesign government services we know have an opportunity to design well, to design for good. Part of that involves giving large complex organisations the tools they need to manage services which are used by millions of people. Mostly it involves building trust and transparency, and re-setting our relationship with the public because good services, are efficient as well as humane.

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@katyarnie

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Who actually designs
for evil?

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© Getty Images

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Government wasn’t
designed for the internet

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Working in this way is
expensive

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It makes it hard to design
well

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The largest and oldest
service provider in the UK

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Design Research Unit

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Services exist to achieve
outcomes
• to achieve policy intent
• users find out and apply confidently
• government reduces the cost of failure
demand

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Services have common stages
Find out Choose Act Decide Fulfil Comply Enforce
Stages for ‘get permission to do something’ service

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Defining service performance with KPIs
Find out Choose Act Decide Fulfil Comply Enforce
User finds the
service and
knows what to do
Rules self out or
makes right
choice of what to
apply for
Applies correctly,
providing the right
information
A fair, fast
evidence-based
decision in time
to travel
Knows what rules
apply, and follows
them
Those not
complying are
fined, or get right
permission
Gets decision,
knows and
understands
entitlements
Effort of finding
information on
GOV.UK
Volume of contact
about ‘what to
choose’
Length of time to
process
application
Carries licence
when needed
Success rate of
enforcement
actions
Time and effort to
prepare
application
Appointment
re-booking rates
(first appointment
failed
Ratio of
applications
(using an agent or
third party)
(Theoretically)
avoidable
non-compliance
Proportion unable
to process due to
unclear evidence
Time spent
choosing what to
apply for and
accuracy of
choice
Accuracy rates
and confidence
levels
Some performance indicators
Desired outcome of each service stage
Time taken to
deliver a decision
to user
% of errors in
what we deliver
(details, type)
Comprehension
rates in what the
rules are
Time spent
identifying non
compliant cases
Number of fines,
or actions taken

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So, designing for good?

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1. Design for trust
2. Build confidence
3. Design for the future

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1. Design for trust
2. Build confidence
3. Design for the future

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Trust and confidence directly
impact the bottom line

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When users are confident,
they don’t seek reassurance

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When staff are confident,
they make better decisions

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A new relationship between
government and citizens
–based on trust

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1. Design for trust
2. Build confidence
3. Design for the future

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1.3 million people
99% of services are digital
3 minutes to submit taxes

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98% own an ID card
Citizens own their data
Only tell government once
No centralised database

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800 working years, every year
2%of TDP – same as
contribution to NATO

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Estonians trust their
government

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© E&N

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1. Design for trust
2. Build confidence
3. Design for the future

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Identity

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1. Design for trust
2. Build confidence
3. Design for the future

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What have we learned during
the digital transformation of
the UK Gov?

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Service design is... the ability
of an organisation to deliver
and maintain a service over
time*
* Lou Downe, Government Digital Service

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© Ralph A, Clevenger

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Don’t let the back end
processes constrain the front
end design

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This is the service

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Design all parts of the service

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Do user research to
understand what is happening

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http://www.myddelton.co.uk/blog/user-research-is-a-team-sport

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Someone or some people
empowered to make
decisions about priorities

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• It builds trust
• It makes people feel confident and able
• It includes everyone

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• It breaks promises
• It is not honest