The secret to designing people-centred services
Written by Piret Hirv, Head of Data Management Competence Centre at eGA
Designing services that truly work for people is no longer simply something nice to have; it is an essential component of a well-functioning government. Poorly designed services can lead to wasted resources and, perhaps even worse, eroded public trust. So how can we create a service that meets the user’s needs seamlessly and saves money for governments?
Understanding services beyond transactions
Services are often invisible within the very organisations that create them. Many governments see their offerings as a collection of processes or digital tools, and while this is partially true, it misses the bigger picture. A service is the sum of its parts, a user’s entire journey to achieve an outcome.
Take the example of applying for unemployment benefits. Filling out a form online is just one link in the chain – one that involves understanding
eligibility, knowing where to go for help, providing documentation and finally receiving support. To continue with the metaphor, if one link in this chain fails, the whole service collapses for the user.
Making services visible within organisations is the first step toward improving them. “If you cannot see the whole system, you cannot fix what is broken”, emphasises Lou Downe, founder and Director at the School of Good Services and the former Director of Design for the UK Government, where the discipline of service design was founded. For governments, this means adopting a holistic view of how services are delivered.
Governments must also understand that users rarely think about organisational structures when accessing services. They do not care which department is responsible; they just want the service to work. That’s why designing services as interconnected journeys rather than isolated transactions is so critical. When done right, this approach saves users time and governments money.
Inefficient services cost governments billions in wasted time and resources. By contrast, well-designed services drive economic growth by making it easier for businesses to operate and citizens to access support and benefits. Consider digital public services: governments can significantly reduce operational costs by automating and streamlining processes, all while improving user satisfaction.
Beyond direct savings, good services help build trust in institutions, which is essential for fostering compliance and civic engagement. Unsurprisingly, citizens who have a positive experience with a government service are more likely to participate in other areas of governance, from voting to duly paying taxes.
The journey to better public services starts with one question: How can we make this effortless for the user? The payoff – in both human and economic terms – is undeniable. By prioritising user needs, breaking down silos and committing to continuous improvement, governments can create services that truly serve their people. “A good service is one you never have to think about. It just works”, said Downe.
What makes a good service?
Here are some core principles by Lou Downe, founder and Director at the School of Good Services (UK).
- Easy to find and understand
A good service is intuitive and easy to locate, and its purpose is evident from the outset. Language plays a huge role here – calling a service “Apply for a Housing Grant” is far more effective than naming it after a complex government programme code.
- Accessible to all
A service should work for everyone, regardless of their abilities or circumstances. And it is not just a matter of compliance with accessibility standards. Designing must be done with empathy. For instance, ensuring that forms are simple, readable and available in multiple languages can remove barriers for thousands of users.
- Seamless across departments
When departments fail to collaborate, users feel friction. Data interoperability offers excellent opportunities. For example, in Estonia, when citizens correct their data in the population register, it automatically updates across all systems, saving time and energy for both citizens and the government.
Here’s an example from the UK: By simplifying service names on the website gov.uk, the government saw a significant reduction in call centre inquiries. People understood what they needed to do without needing clarification, and that saved time for both citizens and government workers.
Good design for good governance
Practical steps to ensure that good service design becomes the norm, not the exception:
- Foster a culture of collaboration
Good services rarely come from a single department. Bringing together cross-functional teams of policymakers, designers and frontline workers creates services and solutions that work for everyone.
- Plan for the long term
Service design must outlive political cycles. Governments can ensure continuity and sustainability by institutionalising best practices and investing in skills.
- Make service performance visible
Governments need to measure what truly matters: user outcomes, not just completion rates.
The article is based on Lou Downe’s keynote and discussion at the e-Governance Conference 2024 (#egov2024).