Changing public services with user centred design
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Talk originally given at the Italian IA Summit in Rome in November 2016. The theme was 'Leaving your mark' or 'lasciare il segno'.
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Changing public services with user centred design
- 1. Digital, Data and Technology Changing public services with user centred design Katy Arnold Head of User Research and Design Home Office @katyarnie
- 2. Digital, Data and Technology Ciao. Io lavoro nel governo nel 21 ° secolo
- 3. Digital, Data and Technology
- 4. Digital, Data and Technology Rivoluzione, non evoluzione
- 5. Digital, Data and Technology
- 6. Digital, Data and Technology
- 7. Digital, Data and Technology Come si fa a rendere grandi organizzazioni più user centric?
- 8. Digital, Data and Technology 1. Team 2. Governo 3. Cittadini Lasciare il segno
- 9. Digital, Data and Technology 1. Team
- 10. Digital, Data and Technology Hire really good people, Create an environment they want to be part of
- 11. Digital, Data and Technology Specialisms of practice Interaction, service, and content design
- 12. Digital, Data and Technology Digital inclusion ethnographic study, and service design
- 13. Digital, Data and Technology Do things differently
- 14. Digital, Data and Technology “Ask for forgiveness, not permission” Grace Hopper
- 15. Digital, Data and Technology Give people purpose, autonomy and mastery Marcus Buckingham & Curt Coffman
- 16. Digital, Data and Technology Be very clear about ‘what good looks like’
- 17. Digital, Data and Technology
- 18. Digital, Data and Technology Promote the team at every opportunity
- 20. Digital, Data and Technology 2. Governo
- 21. Digital, Data and Technology Work in the open
- 22. Digital, Data and Technology
- 23. Digital, Data and Technology Sticky notes on walls are an indicator of change
- 25. Digital, Data and Technology Talk in their language
- 26. Digital, Data and Technology
- 27. Digital, Data and Technology User Research Governance Framework
- 28. Digital, Data and Technology User research and design saves money, reduces risk, and it helps people to comply
- 30. Digital, Data and Technology
- 31. Digital, Data and Technology Find your strongest message
- 32. Digital, Data and Technology
- 33. Digital, Data and Technology
- 34. Digital, Data and Technology
- 35. Digital, Data and Technology https://github.com/UKHomeOffice/posters/
- 36. Digital, Data and Technology
- 38. Digital, Data and Technology
- 39. Digital, Data and Technology Include people with access needs in ALL research and testing
- 40. Digital, Data and Technology 3. Cittadini
- 41. Digital, Data and Technology
- 42. Digital, Data and Technology Keep things simple.
- 43. Digital, Data and Technology Don’t work alone
- 44. Digital, Data and Technology user researcher per team 1
- 45. Digital, Data and Technology users every sprint 5
- 46. Digital, Data and Technology
- 47. Digital, Data and Technology A community making evidence-based design patterns https://designpatterns.hackpad.com
- 48. Digital, Data and Technology E-Visa Waiver
- 49. Digital, Data and Technology
- 50. Digital, Data and Technology Scan and upload your passport Caseworkers can validate names
- 51. Digital, Data and Technology
- 52. Digital, Data and Technology 70% less errors 80% fewer people stopped at the airport 90% satisfaction Less time for staff to process
- 53. Digital, Data and Technology Renew my passport
- 54. Digital, Data and Technology
- 55. Digital, Data and Technology
- 56. Digital, Data and Technology
- 57. Digital, Data and Technology
- 58. Digital, Data and Technology
- 60. Digital, Data and Technology "Ma questo è quello che sembro"
- 61. Digital, Data and Technology
- 62. Digital, Data and Technology Lascia il segno per milioni di persone
- 63. Digital, Data and Technology Grazie! Katy Arnold Head of User Research and Design Home Office @katyarnie
Editor's Notes
- Hello! I work on government in the 21st century
- The reality can often look like this. I am part of the digital transformation of the UK government and this is the kind of challenge that we face every day.
- Martha Lane-Fox (Lastminute.com) Revolution, not evolution Her report in 2010 led to the creation of the Government Digital Service (GDS) and the start of UK Govt’s digital transformation. It called for a revolution in digital service provision. A mandate for change.
- GDS created a set of design principles. Note that the the first was: 1. Start with users
- They closed all the department websites and created GOV.UK. The Design Museum awarded it ‘Design of the year’ in 2013. It beat the London Olympic stadium.
- So, how do you make big organisations more user centric? I am going to share some of the things we’ve done. Some that worked, some that didn’t work so well.
- I will cover how I have left my mark in three key areas. 1. My immediate team, 2. all the the rest of the people who work in the Home Office, 3. and the citizens we all serve.
- 1. The team
- This is so important. I sometimes get this wrong – but it never pays off. Hire the best you can and don’t drop your standards when you are under pressure. This is really hard work and you will need really good people. I always try to hire people who are better, cleverer, more ingenious and curious than I am. It means we get better work done, more quickly. The down side – I sometimes find it hard to set them stretch goals! To attract good people, you must create an environment that they want to work in.
- This has been really effective at the Home Office. I created specialisms of practice. So, we don’t talk about ‘UX’ - we talk about user research and interaction design. We do this because the user experience is everyone’s responsibility. Then I started hiring content designers, and service designers, and now we have heads for each of those professions. I wasn’t inventing these specialisms or this approach. It is aligns with the GDS guidance. I simply made sure they had a space to grow.
- Next I set up a team to research people who are excluded. You can’t get your passport anywhere else – we can’t leave people behind. This gave us the opportunity to carry out long term studies, to look at the bigger picture. This in turn meant we were able to feed into and help to establish service design. It also meant we could start building a reputation for doing good work.
- This is often easier than you realise. I thought, what would happen if we just started doing things differently? I was lucky – we were setting up a digital team in the Home Office and I was part of an innovative group of people. We tried out lots of new ways of doing things.
- Grace Hopper. One of the first computer programmer. First person to compile code. Lots of great quotes attributed to her.
- From the beginning I worked hard to create an environment in which people were involved in decision-making and encouraged to try new things. I wanted a team of many leaders so I asked people to lead. One picked up Digital Inclusion, another took ethics, another had tools and tech. They were made responsible for decision-making in these areas. This meant that we had many people working together on things which made us stronger. It meant that I didn’t have to do everything myself so we achieved more and delivered better things.
- I didn’t get this right at first. At first I was keen to let people work in the ways they wanted. There are so many ways of doing things and I didn’t want to be too proscriptive and squeeze creativity and innovation. But learned that it was actually really helpful – both to consultants who may never have worked in government before, and also to junior staff who wanted to progress. It was so important to have a clear statement of what is expected. So you can hire to it, promote for it, and so that you can finesse ways of working.
- So now we are building more detailed guidance. We’re clear that there are certain activities we expect to see happening at different phases of delivery. And we look for certain outputs. We also engage the team in creation of those sets of activities and outputs. And we provide a range of good examples of outputs - not templates. But examples.
- I do this all the time and it is really effective. Their success is your success, plus it builds their confidence which means they go on to achieve more.
- I am getting a reputation in my team for putting them on twitter. All the time! But I am so proud of them and I want people inside and outside of government to know what great work they’re doing. It’s also helpful when it comes to recruitment.
- How do you make your mark on all the other people in your organisation. There are a lot of other people working with us in the UK government - 36,000 in Home Office. If we are going to change how government works, we need to bring those people with us. So how has that worked for us at the Home Office?
- This means being visible, putting things on walls, putting up posters.
- At first we had security staff taking our sticky notes and posters down – sometimes this still happens. But we didn’t give up and gradually it improved. Being transparent in this way can be really powerful but it hasn’t worked so well. There were those who thought it looked childish and unprofessional. But there is nothing like putting up some ideas on how something could work, and getting it wrong, to make people engage and tell you all the ways in which it is wrong. Means you learn a lot more quickly too!
- And now people are putting their work on walls all over the building. And true, sometimes they are only putting up their waterfall project plans and Gannt charts. But it is a step in the right direction and sticky notes on walls do now feel like an indicator of change.
- Working in the open also means Involving people in the work we do. We include stakeholders, policy, and operations staff in co-design sessions, and we ‘research as a team sport’.
- This one has surprised me. I had no idea how useful it would be. It really helps to talk in a language they understand.
- This is our poster of the acronyms – designed by @karypun – these are just a few of the acronyms that exist in the Home Office and govt. We give put it in our induction pack and I often get other people in the building asking if they can have a copy.
- I wrote a governance framework. It has helped big progammes - that are used to governance structures – understand how we operate. And it means we can start asking things of them too.
- Sometimes it is about showing them that our work has benefits that they do understand.
- It can be really hard to measure the benefit of our work – especially when current systems have no automated analytics.
- One of our researches – working on case-working - carried out a timed task analysis. By sitting observing with a stop watch and a spreadsheet, he proved that we could design out huge savings by making changes to the design. This was really powerful to help make a case for a course of action.
- Ours is accessibility. We’ve had an incredible response both inside and outside of government. We got this wrong at first. Accessibility was an afterthought for most project teams. It was what drove me to lead a change in approach. We’ve come a long way since then –
- I set up a team to lead on this – but had no idea just how much they would achieve.
- They started training user researchers in access needs research techniques, and gave awareness training for staff digital delivery teams. They set up a group of access specialists – not yet experts – but who would focus on a specific area and share knowledge with the rest of the team.
- One of those access specialists was a designer, and she had the idea to make some posters to help people design inclusively when building digital services.
- We put them on Github and they started to have a life of their own. To date they have been starred 641 times, and forked 58 times.
- We showed them at cross government events and then they started to appear on other government department walls. Then the head of civil service tweeted about us.
- We appeared in several blogs – such as ‘Accessibility Wins’. We were the in the UX Design Top 10 articles to read in September – 2nd out of 1,800 that month. There have been 10,000 impressions on twitter and 6,000 views on GitHub.
- Now translated into French, German, Italian, Dutch, Korean, Chinese, Turkish, Welsh
- Its meant that we can count on the support from those at the top of our organisation and we’re setting standards right across government and beyond. Its been a great lever to raise best practice and we now include people with access needs in all our work. This is routine – its just what we do now.
- How have we left our mark on Citizens?
- The most important thing. Helps the rest of government to build better services. GDS set up the service standard. Sometimes a crude implement – but so important. Every service must pass 18 points. Assessed at each stage – alpha, beta live. At GDS – with a panel. It’s a very tough assessment. Without a mandate for change from the top – we could never have achieved what we have in the UK govt.
- When rolling this out to all the delivery teams in government it makes sense to keep things simple. Ask for very specific things and use numbers
- Advice like this. Simple, straightforward.
- We have one user researcher per team – and one interaction designer, and one content designer. These are huge services used my millions of people. It’s critical to ensure services are properly resourced.
- Make sure research happens in every sprint, with at least 5 real people who use the service.
- GDS also gives support and help. This is the design patterns hackpad. It is an incredible resource to anyone designing digital services.
- Working in the open. Over 1,200 members contributing to design patterns.
- An example of how we have used this approach to make better services. The E-Visa Waiver was a service which meant to make it easier for people to come to the UK. But people were making errors on the form and getting stopped at the airport. This was damaging our reputation and costing the UK £3,000 for each lost visitor. We carried out extensive user research – in UK and in Kuwait and UAE
- Why were users were making mistakes on the form? Things like their name. Our research showed us that arabic names do not fit western formats.
- So we changed the way we ask people to give us the information.
- And case workers can check names against what they see in the passport.
- It means they make less mistakes. Which is better for everyone.
- Objective was to replace a paper service. There were 41 pages of guidance notes and 4 pages of form to fill out.
- Great new idea to allow people to take their own photos and make applications online.
- We did lots and lots of usability testing. Thought really carefully about the design – gave step by step instructions.
- But we got this wrong too. Although we had done lots of usability testing but we’d started access needs too late. Access needs fall into 4 areas - we also must consider a 5th: People with facial disfigurements.
- We found that what seemed completely reasonable for most people – became an impossible blocker for someone who is blind. They often have closed eyes.
- Or if you are in a wheelchair.
- People with facial disfigurements cannot use the service. Imagine telling someone the way they look is not approved?
- When this is what they look like.
- So we made changes to make it work for everyone.
- It’s a privilege to be working on services that affect so many people. And we are proud to say we are leaving our mark on millions of people.
- Thank you!