Service design in government. Cases as both leader and practitioner in GDS, DDAT, and local government organisations
Leadership was set on storing their workflows on a new Microsoft Dynamics platform, but they had not mapped the journeys of the different colleagues in the organisation and were unaware of the challenges and opportunites created by their structure.
Over time, HMRC's "Personal Tax Account" service had devolved into an inconsistent repository for various tax-related communications and information, with no clear business problem or defined user needs. The service leadership was keen to land the vision, follow the service standard, and pass service assessment.
A digital solution driven by agile test-and-learn can't deliver on policy intent when that intent has not previously been crafted into a set of coherent policies. Sometimes you need to design policy and delivery as one thing coherent thing.
A lack of alignment between how organisations share data means they typically have different approaches to sorting out technical, legal, and ethical issues. It's hard to share data and it takes forever to set up a formal agreement to share data...
The product owner leading the development and delivery of the new bespoke asset management system for the Properties in Care of Historic Environment Scotland (PICAMS), needed a hand validating her user-centred approach and agile delivery of internal systems.
Would transforming the agency's "Professional Learning" lifecycle improve relationships with educators? This eight-week GDS-format discovery project aimed to de-risk those assumptions and surface unmet user needs.
An Roinn Coimirce Sóisialaí, the Irish Dept. of Social Protection's inspector team was a set of stakeholders who were mostly over-sixties and broadly skeptical that much could be achieved to improve their workplace, and certainly not by adding any new-fangled mobile technology to the mix.
The Livestock Information programme (LIP) had been running for a little over two years when I joined the team to lead the design of the service. Lots of work had been done, but nothing had been delivered yet, and passing Beta assessment did not seem like a possibility.
Demand for support from HMRC ebbs and flows with the movement of the financial year. The CUI assistant was designed to complement telephone and webchat support, helping customers self-serve by offering quick and queue-free answers to simple questions and providing much wanted 24-7 help with support during the pandemic.