Date post: | 22-Jan-2018 |
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Design |
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Embedding DesignIreland’s first public sector innovation centre and the journey to develop design capabilities
Public sector = No design Mapping policy to delivery from Scottish Government (2007-2010)
2000s onwards we saw a proliferation of early public sector design models emerging that focused on building in-house capabilities
Ireland’s First Public Sector Service Innovation Centre Cork County Council
“The senior team at Cork County Council wanted to improve customer and staff outcomes county-wide and set up a centre to use and showcase service design approaches.
With a council in the process of ‘going digital’ we saw an opportunity to ensure services were led by user needs.”
James Fogarty, Deputy Chief Executive
Focus on council
Customer Service Transformation
Develop their design capability
Building a user-centered council for citizens and staff
Designing services not forms.
Moving from a lift and shift attitude.
Housing Representations
Elected Members
Housing Department
Live training project
250 Reps a month
15 minutes to process each one
5 Hours to process the
reps daily
3 Day acknowledgement
KPI with a 10 day response time
wasn’t being met
The situation was ….
Stakeholder and journey mapping Session
User Research and Interviews
Persona Development and user need
Blueprinting user stories
High level prototyping of the service
Co-designing detail of the form and service
Usabilitytesting and research
Review Meetings
Discovery
Alpha
Discovery Workshop
We had to compromise
For this project we couldn’t speak to the citizen to see why they were engaging the elected members on their behalf.
Research:User interviewsShadowing StaffObservation
We interviewed users - local and national elected members, analysed how staff ran the service and the existing data we had been collecting
It seemed really rather complicated...
Customers meet directly with Public Rep or with staff in
their office.
Liaise with reps one to one, over phone/email to
offer advise and answer and questions
Email confirmation
15 mins per applicationScanning paperwork
System very slow.Checks info
available
Norma emails user to advise query is waiting for them to answer. Chases user to answer.
Further information sought through Norma
or system updated
Not everyone updates system
Councillor gets acknowledged for
work done
Norma checks data on CCS and
ihouse
Email, Post,
Face to Face
Clinics/OfficePhoneEmailPost
Face to Face
TelephoneEmail
Face to Face
Emaill Post
CCS System
Scanning documentation
CCS SystemInternal Post
Excel Spreadsheets
iHouse
Phone Email EmailPost
Clinics/OfficePhoneEmailPost
Face to Face
STA
GE
STO
RYB
OR
AD
FEEL
ING
TOU
CH
POIN
TIN
TER
AC
TIO
N
Local Rep meets Constituent
Local Rep Contacts CCC
Norma confirm receipt.
Norma inputs data into System
CCC forwards query to relevant
dept
Dept answers query, looks for further
information & updates system
Dept advises Norma of updates
CCC advises local rep of
updates
Local Rep contacts constituent
“It is time consuming to document, scan and upload original correspondence onto CCS system takes approx. 15 mins. Excluding the time involved chasing staff for answers, sending confirmation and other correspondences”
- Norma, Housing Department
Lack of clarity on what information is actually needed and useful to submit a representation
● Elected representatives send in everything they think is relevant
● Photos are not required by Council staff
● Lack of clarity around what is and is not required to process a representation
TD’s (which is the Government elected member) make a higher amount of representations than local councillors
Councillors (Local Elected Members) can ‘shine a light’ on individual cases of citizens
The Re-designStandardising data collection
Document to support elected members
Developed a workflow for housing staff
Re-designing the service:
Great engagement from elected members and staff
● Ran prototyping workshops to design what information is needed
● Breaking down the content● Co-designing the needs across
different users
Language was important
Senior management recognised how important the language was when we walked through the service visually in the co-design workshop
Usability Testing:
Testing our design with elected members
Usability testing on the YourCouncil.ie (Firmstep platform) allowed us to quickly test our designs and find out what worked and what didn’t before going live
Prototyping straight into live
Prototyping on our customer experience platform allowed us to tweak continuously and then go immediately live
Processing Reps
The processing of documents by housing policy reduced from 15 minutes to less than 2 minutes per rep. In most cases elected members are submitting relevant documents.
This means roughly a week of time saved per administrative staff member per month.
86% Decrease in time spent processing
Instant Response
The reps are getting instant acknowledgements – they were previously waiting weeks despite having a KPI of 3 days.
Nearly 75% of responses can be answered straightaway once they’re in the system.
100%Decrease in time spent waiting for
acknowledgement
Data Dashboard
A Dashboard is now always available which saves ½ day a month (6 days a year) in preparing a report for the Development Committee ½
Day a month saving in preparing data
€1Saving on every acknowledgement
and response
Cost Savings in postage
There is a cost saving in postage of €1 per acknowledgment and response.
This is a saving duplicated for the council and the elected members.
We think this is roughly €12,000 a year in savings for the council and elected members
Cost Savings in staff
We’ve cleared the backlog so much so that the staff member we had been working with has been freed up to work on other projects and initiatives two days a week. 2
Days a week for staff members now free
The real value of the service emerged through this work
Reps are service co-producers in supporting some of the most vulnerable and marginalised in our communities.
We’ve hooked housing
Our short intervention created an appetite for more Service Design. We’re now looking at repairs, enquiries and grants.
Learning Lunches
Winning Hearts and Minds
“For me, the greatest part of the process had to be changing people’s mind-sets. Initially we weren’t given the go-ahead to work with elected members. After taking senior management in housing through the process, they got onboard, organised information and training workshops. I skipped back to the office”
Karen Fitzgerald, Customer Service Transformation Team
Where now?
Multiple projects underway using Service Design approaches
From library services to flood risk, planning to environmental reporting
We’re now collecting and analysing data on what works
We can follow transactions by service users to continuously tweak our services and we are in control.
Data is our new material.
We’re creating the business case to feed upstream.
We’re analysing our performance against Government digital standards, and producing reports contrasting service performance and maintenance possibility pre and post design.
Where now?
Wider strategy for embedding design
Taking a holistic approach to developing the capability inside the organisation
Building design capabilities
We’ve been focusing on building the capabilities of organisations whilst we deliver live projects
Making Service Design stick
What we learned from the reality of delivering new services through to live
DormantUnconscious incompetence
The organisation doesn't recognise it isn't performing or
where weaknesses lie.
Design deficit
No resource for design or literacy to recognise the value
Starting BlockConscious
incompetence
The organisation are making the first steps to improve and are at the planning stage of
how to do this.
Clean Slate
Solo lead or one design expert, often organisation will be
smothering this person to a clear goal to scale or build a
team
SprintingActive Unconscious
Incompetence
Have started trying to improve, but are doing more harm than
good through unfocused efforts.
Lift and Shift
Small team focusing on user-centred approaches and
service improvement to a dedicated team offering a UX/CX service across the
business
StretchingConscious
incompetence
The organisation are making active positive improvements and have a scalable plan in
place to develop their capabilities.
Design as a service
Small UX/CX team working on products and services offering skills across departments and
teams to a solidified and scalable model for growing
capability org wide
RunningUnconscious competence
The organisation have scaled their approach across
departments and teams with competence growing in improving products and services and building a sustainable approach.
Embedded Design literacy
Larger UX/CX centralised team working on products and
services and other departments start using embedded
designers, work across multiple groups full time. Non designer move to design literate in the
business. Moving to non designers becoming design
fluid.
PacingConscious
competence
The organisation are using user-centred approaches
across all areas of the organisation and literacy is high
across all teams.
User-centred organisation
Design is alive and living across all processes internal to
the business. The end users are always considered and projects are delayed if the
design isn't delightful. Consistent conscious act of ensuring the sustainability of the user-centred approach
across the whole organisation.
Lear
ning
St
yle
Typi
cal
App
roac
hD
esig
n C
apac
ity
A centralised team can begin as agitators and influence others
The CST team in this context are agitators, spreading the approach
Don’t make assumptions and map the dark matter
Don’t always think people don’t want to do this or it can’t be done, be strategic in understanding the dark matter and find ways around barriers
The projects need to land
We need ownership through service managers or product owners to ‘own’ the service. Find who these owners are.
Find the right people for the job
If Senior Management Team put people onto projects, they have to be the ‘right’ people for the job. Find the people who really want to make change happen.
Build and grow external networks
Look at your development pipeline of talent and building the network to bring them in-house/work alongside you
Build a consistent playbook
Playbooks are great but don’t focus too much on the tools. Build the playbook as you deliver services.
Speak the right language
Speak in the terms and terminology that people feel comfortable with.
Don’t complicate it, keep it simple.
Don’t ‘be the agency’.
Help build the capacity in the organisation in their language, their tools on their terms.
Support from both ends
You need senior level buy-in but nurture a grassroots agenda to grow the movement
Have a strategy that looks ahead
Map your service needs and what citizens need to do to prioritise your resource
Build the sustainable design products
Recognise the central team, in time, will need to refocus their effort on building scalable products for design
Communication matters
Get communication capacity onside to support the message of what you’re trying to do
Use live projects to train
They highlight the actual reality of scoping, designing and delivering a live service
Work live and learn as you go
Let people have the space and time to learn as they go
Build live in the platforms you will go live
Impact over ‘case study’
Don’t get obsessed with service design to ‘show the process’.
Show the impact.
This may seem small, but this is only 1 of 600 services, and a snapshot of what Service Republic will do.
The reality of delivering services in local government is tough but this start has been transformational for us.
Gracias!www.yourcouncil.ie@servicerepublic @wearesnook