Rethinking Services - a User-centred Approach

Rethinking Services

Se
rvi
ce

Or
ga
nis
ati
on
Us
er

A user-centred approach

About This Booklet

This booklet questions our approach to services
and advocates a user-centred approach. It has
4 sections:

? Why rethink Services?

SD About Service Design

The Service Design Toolbox

References and Appendix

This booklet was produced by Una McGra th while on assignment a t The
Studio in Dublin Ci ty Council .

Conta ct una .mcgra th@hotmail.com or s tudio@dublinci ty.ie

01 02

Contents Contents

? Why Re-think Services? The Service Design Toolbox
Why we Need Good Services……………………………………………………………..08 • Brainstorming………………………………………………………………56
The Problem with Services – Organisation-centric vs. User centric…...10 • Business Model Canvas………………………………………………..58
• Context Interviews………………………………………………………60
The Problem with Services – Staff Morale………………………………………...12
• Customer Journey Map………………………………………………..62
What Happens when Customers get Angry……………………………………....14 • Desktop Walk-through…………………………………………………63
The Limits of Operational Efficiency…………………………………………………..16 • Expectation Maps………………………………………………………..64
Who Designs the Service?.....................................................................18 • Five Whys…………………………………………………………………….65
• In the User’s Shoes………………………………………………………66
Bad User Experiences– Examples……………………………………………………...20
• Observation of Users……………………………………………………67
The Customer Says…………………………………………………………………………….26 • Role Play………………………………………………………………………68
Dublin City Council Services……………………………………………………………...28 • Scenario Building…………………………………………………………69
The Voice of the Customer in Dublin City Council……………………………..30 • Service Blueprint………………………………………………………….70
• Six Thinking Hats………………………………………………………….71
Questions to Ask……………………………………………………………………………… 32
• Storyboards…………………………………………………………………72
SD About Service Design
Introducing Service Design……………………………………………………………….36
Service Design – an analogy……………………………………………………………..38
Service Design – key principles………………………………………………………...40 References and Appendix
The Service Design process……………………………………………………………….42 References…………………………………………………………………………….74
1. Set up Project……………………………………………………………………………….44 An Inventory of Dublin City Council Services………………………….76
2. Understand…………………………………………………………………………………..46
3. Develop Ideas and Solutions………………………………………………………...48
4. Test……………………………………………………………………………………………...50
5. Specify/ Implement/ Review………………………………………………………...52

03 04

Why Re-think Services?

?
05 06

Why We Need Good Services

Good, customer-oriented services must be a priority for any
organisation with a services remit. Why?

Because services are a key means to connect with and build
trust and satisfaction among customers, citizens and
stakeholders - or lose it.

Because the service interface is the key space in which
impressions are made in the eyes of service users.

Because the service experience will let the user know
.
uild trust whether or not they have been well-considered.

Serv ices b st.
e ak tru
Or b r
Because years of investment in delivering good cost-
ld …
rs t o b ui efficient services can be undone by a bad service
e s yea ea k experience.
It tak ds to b r
and secon

07 08

The Problem With Services

Organisation-centric vs. user-centric
Successful service delivery results from balancing user
satisfaction of expectations, staff happiness and operational
efficiency.

Most service organisation start out with the best of
intentions. However service organisations, and especially
government, have traditionally arranged its service delivery
around its own organisational structure rather than around
the needs of the service- user.

This can often mean that the service user (who could be
you) can find themselves experiencing a disjointed service

hey and having to jump through complicated hoops, in order to
es bu t t meet an apparently straightforward request.
ign servic
tion s des Users
do This is typically because several pieces of the service have
Orga
nisa em.
u se th been developed separately by different departments or,
d o n ’t worse, by different agencies.

09 10

The Problem With Services

Staff Morale
A poor service experience is bad news not just for the user but also
for the service provider and for the staff providing the service. This is
especially evident at the front-line where the brunt of dissatisfaction
unfolds and customer trust begins to unravel.

This sets up a negative interaction between service users and staff. If
the problem is at the front-line, or the job the user needs done,
cannot be resolved easily due to poorly integrated service elements,
or unanticipated needs, staff frustrations builds. Staff morale then
begins to unravel.

Poor staff morale begins to impact the quality of service delivery.
Thus the organisation is then being impacted negatively by both user
and staff frustrations. No amount of operational efficiency in
e
by servic individual service elements will ever fix this.

imp acted ale. T
he
also or Making the leap to see the service through the customer’s eyes is a

taf f are aff ects m ms difficult one. Staff have a job to do within the organisation, and their

Service s o ns. This op roble concern is usually with delivering their part of the service, within

fru strati nh a s tw their zones of practice. But without the user view, the service ends
-user atio n the up being inefficient because it ends up by not providing what is

or ganis required or valued by users, or, by providing the wrong things.

A strategy addressing end-to-end service delivery from the
perspective of the customer, as well as the provider itself, is a means
of reversing this state of affairs.

11 12

What Happens When Customers
Get Angry?

‘The top five emotions when measuring customer
satisfaction are: anger, happiness, frustration, annoyance
and disappointment. We’re dealing with powerful stuff
here!
le.
10 peop The service you get or the service you don’t get creates an

ll tell 8- experience. This experience determines if you engage with

om er wi l 10
-20 a brand or not.
ust tel
A ha ppy c er will Will you recommend this to your friends? …Do you have
cu stom sympathy and respect for the people who work at this

hap py l as
place?’

A n un yw ill tel e
happ r terribl
(http://www.hatchandbloom.com/)
le.
p eo p un
s very out thei
oi
m er wh ople ab
A custo 40 pe
as yota
m any ce. er To
en ag
e xperi on s Man
Op erati
W ong,
- Len

13 14

The Limits of
Service users
here
Operational Efficiency
Service
Delivery An efficiency process that looks primarily at things like
Channels Over-focus
here Vs. digitisation, process re-engineering, back-office
rationalisation and restructuring, at the expense of
understanding user needs, risks neglecting the relationships
with users that are so important in building trust and
Business
models & satisfaction. Operational efficiency is a goal, but it is not the
People
processes whole picture. An ‘operationally efficient’ service is
ORGANISATIONAL inefficient if it does not, in the end, service the actual needs
CAPABILITY Governance
and priorities of users at the point of delivery.
relationships &
Measurement
If user needs are not understood and pulled together by the
organisation, how can it ever provide an integrated service
Technology
Functions or services? The context of services, the services themselves
Budget
& Structure and the needs of users are in a constant state of continuous
change. Services need to be able to adapt to this change and
remain in continuous dialogue with users to understand
changing needs, to communicate service changes and to

can maintain positive engagement.

ne area ll
atio n in o n overa If you review business processes only, you can make some

Op timis timisatio improvement in your services. However, in the other

in sub-op direction, the effect is even stronger: if you carefully

result examine the services you deliver first, you will automatically
align your processes better to the services.

15 16

Who Designs The Service?

The biggest mistake that large organisations make is to
assume that they know what their service users and
customers want.

Instead, involving service users and stakeholder at the
design or review stage, irons out problems upfront. It
ensures that both provider- and user-needs and constraints
in the equation are understood by both parties. This sets up
a stronger provider-client relationship.

ge
h at lar w
ist ake t the y kn o
iggest m as sume ers
Th e b ake is to
d cu stom
sati on s m sers an
o rgani service u
hat their want
.
w

17 18

Bad User Experiences

Example 1
Joe uses The Bank’s services via an ATM machine to get money. He also
uses The Bank to lodge his cheques by filling out an express lodgement
form in-branch. The Bank recently ‘optimised’ their processes by
digitising the express lodgement service. Joe can now lodge his cheques
in a dedicated ATM-like machine.
However, here is the service experience from a user-perspective:

Sequence 1 ATM withdrawal Sequence 2 ATM cheque lodgement
r
le use
Joe puts in his card Joe puts in his card
Card in Card in
p
A sim
He enters his pin He enters his pin
ugh Pin He confirms the amount Pin The machine scans his cheque and Joe
wal k-thro The machine returns his card confirms amount
re Confirm Confirm
t befo
The machine gives his money The machine prints his receipt
n
upfro
Return card The machine prints a receipt Receipt Joe walks away
n
me ntatio Receipt
Joe walks away
Return Card
The machine returns his card

imple le
simp
spots act
th a t imp √ Success!
x Failure!
e rrors r
Joe leaves without his card!

beh aviou
In the new service Joe walks away without his card because he has
become familiar with using a service that returns his card before
completing his intended job. The new service returns his card after his
intended job. So The Bank now has to process the returns of hundreds
of cards left by customers in machines on a daily basis!

19 20


Example 2
Mary works in a local authority. She processes rent rebates
for users. An internal ‘optimisation’ has directed that
cheques are now only issued on Wednesdays.

Mary now has to deal with significant client dissatisfaction.
She and her colleagues have to handle many significant call
volumes per day from irate customers who are impacted by
the loss of flexibility in the service. She and her staff find it
difficult to get any other work done.

Mary is extremely frustrated. She now actively resents users

to sub - and the calls, and feels switched off. This will eventually lead

can lead to demoralisation as she cannot control the quality of her
sa tion’ work.
l ‘o ptimi overa
ll.
na ion
Inter misat
o p ti
She feels that nobody asked for her input when considering
this change. If Mary finds another job she will take it.

Internal ‘optimisation’ can lead to sub-optimisation overall.

21 22


Example 3
John runs a small business with just 1 employee and has to
do a tax return. He gets the form from Revenue. It has over
400 questions. Unlike a larger company, he cannot afford to
pay an accountant so he must complete the form himself.

He doesn’t understand many of the questions or if they
apply to him. He spends 5 days trying to understand what
Revenue needs while trying to keep his business afloat. He
cannot get the information he needs on their website and
has to call Revenue several times.

ut
witho
He cannot understand why Revenue did not consider the
ces
servi rs needs of a small business owner when designing this
de sign ct on use service.
rs often ve impa
Pro vi d e eir n egati Providers often design services without foreseeing their
eei ng th negative impact on users.
fores

23 24

The Customers Says...

Don’t publish promises you Help me solve my problems by providing me with
cannot keep information, advice, support and access to the
services I need

Don’t put me in a position where I have Please listen to what we and others tell
to defend my basic rights in a situation you about your service and build on this
where I am vulnerable to provide improvements

Tell me what to expect,
Don’t view me as don’t give me false ideas
the problem.

Don’t change the rules Treat me as an
without telling me individual, not a number

25 26

Dublin City Council Services

Dublin City Council is a service delivery organisation
providing up to 550 services to a variety of users – internal
customers, citizens, business and other agencies. A full
inventory of services is provided in Appendix 1.

The council has delivered great impacts in communities over
the years. Visible evidence can be seen in our communities
through local leisure centres, playgrounds, parks, libraries,
improved traffic management and innovative initiatives like
Dublin Bikes etc.

he However public services are currently confronted with a
at t ed
o; e number of complex social challenges, while at the same

om
er
g w se rvic time, they must deal with a squeeze on government
cust rythin ti ve resources. Workforce Planning and Croke Park have created

g the f eve nova uncertainty and staff have had to deliver with less resource.
cin eo d in els” Councils have also lost key services and could lose more, or
“Pla cor ew
an
ann Agend
a gain new ones.
n h
ising ivery c form These factors risk to undo the trust and satisfaction built up
a xim del tor Re over years with users, citizens, businesses and other
M ec stakeholders. However trust is also the one thing that
l ic S
Pub
remains in council control. Services and the service-interface
- are the means by which customer trust and satisfaction can
be built. This can be done by engaging and co-involving
users.

27 28

g, The Voice of the User
be ch allengin
sights can for in Dublin City Council
“ User in ncom fortable
n g and u ost
d emandi wev er the m Who is closest to the customer in Dublin City Council?

anisat ions. Ho sations
see It is the staff on the frontline, on the ground – receptionists, customer
org gani service personnel, road maintenance crews, cleansing crews etc
e rvice or 04)
inno vative s py, Pa rke r 20 Who makes decisions that affect customers/ citizens? -Management.

thi s.” (Hea
beyond The further up the apex of the organisation, the further away from the
customer and the visibility of the user journey. This is problematic. It is
unfortunately typical of most large organisations.

Consultation is not enough especially if it happens after the plan has already
been drafted. If you were asked to put your service experience on a form or
an email, would you be able to capture it? If you are asked about it in a
forum outside the context of the service experience or after the service
e
f th e event would you be able to articulate it?

ap ex o rom th
he f r “If I asked customers what they wanted, they would have said a faster horse”
u pt ra way e use - Henry Ford.

rt her urthe yo
f th
fu f it Users need to be engaged and co-involved in an on-going dialogue for
T he , the visibil vices. continuous service improvement.
tion e er
nisa n d th ugh s “User insights can be challenging, demanding and uncomfortable for
o rga er a y thro organisations. However the most innovative service organisations see
om rne
ust
beyond this. They view their service users as a resource or specialist network
c jo u to draw on for development ideas” (Heapy, Parker 2004).

There can be a fear about managing customers’ expectations if consulted.
However if the customer is not well-considered, dissatisfaction can permeate
the relationship, while the corporate mission fails.

29 30

Questions to Ask
What are the feedback
loops from users to
frontline staff, to backend
staff and to management? How do you know if
users are happy with
a service or quietly
Do you engage
unhappy?
consistently with
customers who don’t Are you benefitting
ring customer service from the collective
wisdom of your Do job descriptions and
lines? performance frameworks
customers?
Have you mapped all the recognise and reward
touchpoints of your improving user
service, that is, the point experiences of service?
where the user meets
Who in the Council is the service?
responsible for sourcing ‘user
intelligence’? How are they
Do you design the service and
connected to the management
then ask users about the
of your organisation? Are you ready for
appropriateness of the service
feedback even if it is
or do you get the users to help
negative?
you design it at the outset?

31 32

About
Service Design

D
S
33 34

Introducing Service Design

Service Design is all about making the service you deliver
useful, usable and desirable for clients and efficient and
effective for organisations. During a Service Design project,
the citizens and stakeholders are involved along with staff
and management from all levels.

Having all of the involved parties contribute to the process
means joined-up thinking, a richer platform for solutions
and new ways of thinking. It means services are better
thought out, and this avoids problems later. It automatically
ensures broad support for decisions, which in turn leads to
Ideas and solutions get tested and re-tested in a rough low-cost greater effectiveness.
format so people can experience how they work. The aim is to make
any mistakes as early as possible. This avoids costly roll-outs that By involving frontline staff, they are stimulated to make
then need re-work. effective changes. They are taken seriously, which increases
their professional pride and their pleasure in their work. By
Service design adds value to services by standing out from the crowd involving users, their needs are foreseen.
in excellence and ensuring great experiences for users and staff and
smooth effective operations for providers. Service design is a method of listening properly, while
simultaneously being a method of working to reach
solutions relatively quickly and in a manner that is highly
visual and comprehensible for all.

35 36

Service Design– An Analogy

Designing a Service is like staging a theatre play.

Actors = Service staff
Stage = The service space
Audience = Service Users
Props = The visible service elements E.g. signage
Play = The service experience.
Rehearsal = The testing of the Service Experience before
the real thing
rk
e wo e
k stag ce th But there are also backstage processes, organisation,
ac n
d b xperie
business and preparation.
a n
front ence e ectly. Only when the front and backstage work together, will the
nt he i
a ud n g p e
rf audience experience the service as working perfectly.
e e
ly wh i ll th worki
On h er w e a s
to get erv
ic
s

37 38

Service Design– Key Principles

User-centred
Why? Because if the underlying needs of users are omitted, the service
fails them. Empathy with the people you are designing for and
feedback from these users is essential.

Co-operative and Participatory
Why? All service staff, stakeholders and users of services are the
experts of their own needs. It makes no sense to design services
without their involvement. Multi-disciplined experts, users and staff
that touch, or are affected by the service, make up the design team.

Service as journey
The service is read as a journey through touchpoints over time. This is
a set of interactions human-human, human-machine and machine-
machine. This is relevant pre-service, during service and post-service.

Make Visible
Since a service, unlike a product, is largely intangible, it needs to be
brought to life in a way that all parties can relate to and review.
Designers help do this.

Test Quickly
Testing early in a rough mock-up helps identify early what won’t work
and avoids costly mistakes.

Holistic
Always sees the wider context in which the service process takes
place. It is an integrated approach to service provision.

Excerpt from ‘D-School Bootcamp’ Stanford University

39 40

The Service Design Process

1. Set up Project
These are the typical steps in a Service Design The need, objective and appetite for the project get explored, and a
project. This is not a linear process but can programme of work gets agreed between staff, management and a
service design facilitator.
repeat within stages, between stages and can
begin again at the end, after all stages, in a 2. Understand.
The service is explored by a multi-stakeholder group. This could be
process of continuous service improvement.
users, citizens, related agency representatives, suppliers, service staff -
frontline and back-end, management. Through successive facilitated
exercises, insights are gathered, and needs and issues get identified
and the service journey is described.

3. Develop Ideas and Solution
These stages are explored in the following
Working with the insights, needs and issues identified, ideas for
pages and reference will be made to a number potential solutions are generated by the group.
of tools that can be used in the process.
4. Test
Ideas and potential solutions get mocked up by the group, are tested
The tools are identified by the symbol to gather feedback and re-tested until they match expectation.

and are referenced and explained in 5. Specify / Implement / Review
the ‘Toolbox’ section. Once the solution has been identified a service blueprint is developed
and the path to implementation of service changes gets defined and
agreed. The changes are implemented by staff and management and
the service is reviewed post-implementation.

41 42

1. Set up Project
Common Concerns Notes

If we involve the user it The process involving citizens is designed The process usually starts with staff, management and a service design
may create an to carefully manage user inputs facilitator, not the customer. Staff and management need to
expectation or demand understand the potential benefit service design can bring to their
or invite complaints service, their organisation and their reputation. They need to
recognise if there exists a service issue (even if it is not yet clearly
If it ain’t broke don’t fix If a service is problem-free there is nothing articulated).
it to fix but often the issues are hidden or
unspoken by users. You don’t know if you The trigger for a project could be market changes, a need for
don’t ask. differentiation, or a need for efficiency with less resource or to
increase value to clients.
We have lost staff and The intervention is typically small in scale
resources are tight and will not require significant resource. It They need to be open to a project that explores their service from a
is likely to improve staff morale because it customer viewpoint. They need to be open and ready for the changes
is a participative process. Staff feel valued and feedback that may occur.
for their insights.
The Business Model Canvas can be used here to explore the service in
We are too busy to Being too busy can be part of the service the context of the organisational goals and its operating environment.
review our services problem. If there is no time to take stock, The Customer Journey Map can be used to check staff knowledge of
we cannot be sure the service is user experience.
performing and cannot improve it.
Sample Tools (See ‘Toolbox’)
Outsiders don’t The staff service providers are indeed The Business Model Canvas
understand what we do experts. But they are not the only experts. Stakeholder Maps
like we do Users are experts of their own experience. The Customer Journey Map
An outsider can see a service with fresh
eyes. Outcomes
Motivation to engage
Agreement to proceed
A programme of work
43 44

2. Understand
All the potential stakeholders that touch, or interact with, a service are
Sample Tools (See ‘Toolbox’) identified. This can include front- and back-end staff, management,
citizens, suppliers, competitors, peer agencies, government etc. From
Customer Journey Maps these, a service design team is identified. The project team chosen
Observation of users should ensure that internal and external knowledge is used to best
advantage so that implementation and buy-in can be assured.
Context Interviews,
In the Users Shoes
Expectation Maps The team is brought together to identify needs, issues and insights
from multiple perspectives that affect, or are affected by, the service.
Outcomes Gaining a clear understanding of the situation from an existing or
A clear synthesis of the needs, issues, insights and potential user of the service is a key aim here.
expectations identified by multiple players
Quantitative research and qualitative research may be used.
A prioritisation of these needs, issues, insights and
expectations in line with strategy We map not just the functional interaction with the service but also
the emotional experience and the expectations. We map not only the
A visualisation of the customer journey through the customer journey but also inputs, suppliers, processes and outputs of
existing service, the highs and lows service elements.

A variety of tools can then be used here to facilitate these interactions
New views and understanding of the service by all parties
and to further explore user needs.

It is important that the key information gets synthesised and
prioritised considering objectives and the service and organisation’s
strategy. This gives focus for the next stage of developing ideas. The
direction taken will only be as good as the facts it is based on.

45 46

3. Develop Ideas and Solutions

Sample Tools (See ‘Toolbox’)
This is the concept development stage. It is not a random
Brainstorming development of ideas but based clearly on the information, needs,
The Five Whys issues, insights and expectations captured in the previous phase. To
Six Hats (De Bono) develop great services, different challenges need to be met with
Scenario Building innovative and sensible ideas, concepts and solutions, which are true
Storyboards. to the needs of users and organisations. Ideas should be made as
visual and tangible as possible.
Outcomes
A set of workable ideas and solutions ready for testing Participants are led using various techniques from blue-sky thinking to
focussed solutions to map ideas against the service journey and
processes.

In this stage a lot of post-its are used. There are good reasons for this.
Firstly, it helps people get ideas from inside their heads onto boards so
all thoughts can be shared and considered. Secondly, it is a flexible
medium that helps to group and connect ideas.

47 48

4. Test

Testing is a critical part of the service design process because it allows
Sample Tools (See ‘Toolbox’) one to identify potential service errors upfront at little or no cost.

Desktop Walk-through
The most promising ideas and solutions from the previous stage are
Roleplay made tangible in a way that users can relate to and give feedback. This
requires a cyclical process of test, improve, refine until the solution
Outcomes
meets user expectations.
Clarity about what is needed
A basis for service specification
This usually involves developing mock-ups quickly and cheaply. Early
mock-ups may involve simple sketches, storyboards or photo
sequences. This could be developed further into a rough 3D model on
the desktop. This enables a birds-eye walk through the service, a
scenario to be played out, or a sketch of how some of the interface
could look. Later mock-ups will look more realistic.

This purpose of this kind of visualisation is to make sure that all team
members are talking about the same thing rather than different
pictures and expectation in each person’s mind.

The team gets to observe how the user relates to the mock-up in a
simulated environment or in the actual service delivery location. They
experience the idea with customers, stakeholders or professionals in
order to improve the solutions before they are realised.

49 50

5. Specify / Implement / Review

After refining the solution, this allows the team to develop a final
Sample Tools (See ‘Toolbox’) service blueprint. In the same way that a product has detailed design
drawings, the service blueprint specifies the service details. This
Service Blueprint
means every detail that is needed to plan, specify and roll out a service
Business Model Canvas
is recorded.

Outcomes
Service Blueprint To realise a service, it needs to be clear what the concept and purpose
Service Guidelines is and how different components link into each other.
Business Plan
Roll-out plan A business plan or The Business Model Canvas can be used in
conjunction with the blueprint to understand and to direct how the
service system will work and the impact on the organisation and the
market.

Training and service guidelines are developed to ensure that staff can
put the service plan into action. Briefings, service specifications,
templates and role specifications ensure consistent touchpoints and
experience.

The process does not end with implementation. Services should be
under continuous review in a process of continuous service
improvement.

51 52

The Service Design
Toolbox

53 54

Brainstorming

The purpose of brainstorming is to draw out as many ideas
as possible, and as rich a range as possible, from a diverse
group of people.

Certain rules normally apply to ensure maximum benefit
from the session:

Focus on quantity – participants should contribute a large
quantity of ideas without too much thinking. Quality will
come later.

Withhold criticism – participants refrain from criticising
either their own or others’ ideas until later in the session. By
suspending judgement people feel free to generate unusual
ideas.

Welcome unusual ideas – unusual ideas can come from
using fresh perspectives and suspending limits. This can
open up fresh possibilities.

Combine and Improve ideas – people build on other
people’s ideas and combine them.

55 56

The Business Model Canvas

The Business Model Canvas is a powerful tool used by
organisations and entrepreneurs to work collaboratively to
describe, analyse, design or tweak new or existing business
models. It can be used in any sector, public or private.

The canvas consists of nine sections which represent the key
building blocks of a successful business model:

Key Partners
Key Activities
Value Proposition
Customer Relationships
Customer Segments
Key Resources
Cost Structure
Channels
Revenue Streams

Teams can work in roundtable with the canvas to generate
possibilities under each of the nine sections and clarify
existing and potential new business or focus areas.

It can help departments or organisations see themselves as
a service-focussed business and can bring clarity to
strengths, weaknesses, possibilities and priorities in the
organisation against its operating environment.

57 58

Context Interviews

These are interviews with users, staff or stakeholders that
take place in the environment or context in which the
service process of interest occurs. Discussing work or service
routines is always easier when the conversation takes place
in the place where they unfold.

An interviewer will spot activity that the interviewee takes
for granted and probe that activity. It helps the interviewee
remember the kind of specific details that can get lost in a
traditional focus group setting.

People are more comfortable providing insights into their
thoughts and behaviours in when in a familiar environment.
These can be validated or expanded upon by the
observations of the interviewer in context. The interviewer
can also notice more about the physical and social
environment of the service process in context.

The interview will be documented by text, video or audio
and this gives powerful material to present back to the
service provider project team.

59 60

Customer Journey Map

The Customer Journey Map visualises the service-user’s
experience. This shows the touchpoints where the user
interacts with the service and the accompanying emotions.

Touchpoints can be face to face between people, virtual
through website or mobile phone, or physical such as a trip
to a building, reading signage etc.

The customer journey should be drawn from the customer
rather than from staff. The internal business model process
of the service will not capture all of the service touchpoints,
because the customer may be interacting with relating
agencies or services before the decision to even use the
service in question. Interviews work well here or the
customers can document their service journey themselves.

The map can be based around particular personas showing
different journeys on each map.
The map gives a high-level insight into the factors
influencing the user’s experience constructed from their
own perspective.

This enables the identification of problem areas, success
areas or opportunities for innovation. Different service
expectations or perceptions from different customer groups
can also be identified.

61 62

Desktop Walk-throughs Expectation Maps

This is a small three-dimensional model of a service An expectation map involves investigating and mapping
environment using props such as stick figures and simulated what customers expect when they interact with a service at
physical elements in the service environment. Common each stage of the service or at particular stages requiring
situations can then be acted out by moving the figures insight.
around the model or to insert different personas.
The material for this can come from media reviews,
The same scene can be acted out several times, changing interviews with users, complaint logs etc.
physical elements or character elements. They are used to
gain a shared understanding of the service situation among The map can then be compared to existing service routines
the group and create a service situation in which all team to highlight gaps. This will identify areas in need of
members can input in an engaging manner. particular attention from the point of view of the user.

Expectations across the different stages or mediums can
also be compared.

63 64

Five Whys In the User’s Shoes

The 5 Whys are a chain of questions used to dig below the Here people (usually staff) are asked to go out and
outward symptoms of a user experience, or the outward experience a service in order to understand the common
explanation for a situation, in order to find the root cause. issues and needs of service users.

It is used to tease out a specific problem by producing a This could involve experiencing the specific service under
convincing explanation of the cause pathway from the review, other services in the same sector, a similar service
current situation to the root cause. environment in another sector, or a variety of services.

This can help uncover service stages that the user doesn’t They will be asked to explore examples of what they think
usually see or user actions that the service provider doesn’t are good or bad services and to record their experiences.
usually see. This helps people to understand the factors that are
common to any positive service experience.
We have abandoned 3,000 customer calls. Why?
These insights are then used to develop opportunities for
We didn’t have the right number of staff. Why? service improvement or innovation.
There were more calls than expected. Why?
Lots of bills went in the post on the same day. Why?
We didn’t print any for a week. Why?
Because we recently optimised the system to print bills
only once a week

65 66

Observation of Users Role Play

This involves team researchers immersing themselves in the This technique, drawn from the field of drama, involves an
lives of users, front-line staff, or back-room staff to interactive training experience that helps staff contribute to
understand their behaviour and experiences. People the improvement of the service experience while playing
naturally exhibit behaviours unconsciously so this method the role or observing the acted role of different service
shows up things that would not be apparent or articulated actors. Staff enact various service situations, and play the
in an interview. role of customer, staff or management. It helps to video-
record the role-play and then to review and analyse the
Text, video and photographs can be used here to capture material in a follow-up workshop.
activity.
This technique helps staff to develop the tools and skills to
It allows observers to spot problems that the person being respond to customers’ needs or particular service situations.
observed may not even be aware of even recognise as a It helps to identify which props, guidelines or artefacts
problem. It can identify when a person says one thing but would be useful in the specific service situation. It can bring
does another. kinaesthetic learning or empathy into the service situation.
The acting can also be performed by corporate actors
instead of staff members who will be prompted by or
observed by staff.

A similar process can be applied to users, acting out the
roles of staff, in order to provide insight into the service
using a different viewing point.

67 68

Scenario Building Service Blueprint

Designing scenarios helps bring potential service situations In the same way a product will have specification drawings detailing
to life. They are hypothetical stories which can involve how a product is to be manufactured, a service blueprint gives
particular personas or user types in a specific service detailed information about all aspects of how a service should be
context. Scenarios can be presented using plain text, performed. This will be a visual schematic incorporating the
perspectives of user, service provider and other key players, showing
storyboards or video.
front-end and back-end relationships.

Scenarios enable a shared understanding and knowledge The blueprint is not a static document but a living one and should be
sharing within a group. They can be applied to any area of continually revised in a process of continuous service improvement.
the service that has a particular problem to explore that The document can be developed collaboratively, with all service
service stage from various viewpoints or in a variety of players having input, in order to capture the full picture of the service.
situations.
It should be drafted roughly at the beginning of the project, and
developed and refined throughout the project. As new ideas become
appropriate solutions and service experiences get articulated the
blueprint gets updated. The final blueprint is a roadmap for the actual
service delivery.

69 70

Six Thinking Hats Storyboards

This technique developed by Edward De Bono is used to tap into the
collective wisdom of a team in order to develop a shared vision. The
process avoids the conflicts that can occur through different
personality and thinking types in a team. The technique guides the
team through six thinking modes. During each mode the team
members ‘wear only that hat’, that is they exclusively in that mode.

The 6 modes are:
Information (White) - considering purely what information is
available, what are the facts?
Emotions (Red) - intuitive or instinctive statements of emotional
feeling (but not any justification)
Judgement (Black) – devil’s advocate Borrowed from the film industry, storyboards are a series of drawings
Optimism (Yellow) - identifying benefits, seeking harmony or pictures that visualise a sequence of events that occur within a
Creativity (Green) – focus on possibilities, alternatives, ideas service journey.
Managing the process (Blue) – used to reflect on the process.
A common visualisation is the comic-strip. The storyboard will bring in
key details so that anyone viewing it can have a clear understanding of
what is going on in the service without having to be in the service
environment. It can present a real-life situation or an imaginary
situation to explore possible ideas and variations. This can be used to
provoke discussion among users or providers about what works or
doesn’t work.

71 72

References & Appendix

73 74

References References

Recommended Reading Recommended Reading
For Those Interested in the Service Design Method For Decision-makers in Local Government

Mortiz, S. 2005. Service Design. Pra ctical Access to an Evolving Field [Online]. A key accessible text is Heapy & Parker.
Available from: http://stefan-moritz.com/welcome/Service_Design_files/Practical%
20Access%20to%20Service%20Design.pdf Department of Public Expenditure and Reform 2011. Public Service Reform Plan
[Online]. Available from: http://per.gov.ie/wp-content/uploads/Public-Service-
Stickdorn M., Schneider J. 2011. This is Service Design Thinking. New Jersey USA: Reform-181120111.pdf
Wiley
Gaskarth, G. 2010. Small Is Beautiful. Innovation fro m the Frontlin e in Lo cal
Websites Govern ment [Online]. Available from: http://www.nesta.org.uk/library/documents/
Small_is_Beautiful.pdf
Tassi, R 2009. Service Design Tools. Communication Methods Supporting Design
Processes [Online]. Available from: http://www.servicedesigntools.org [Accessed Helsinki design Lab 2011. In Studio: Recip es for Systemic Change [Online]. Available
7 th May 2012]. from: http://helsinkidesignlab.org/instudio/

http://www.mind-lab.dk/en/methods Heapy, J., Parker S. 2006. The Journey to the Interfa ce . How Public Service design can
connect users to reform [Online]. Available from: http://www.demos.co.uk/files/
http://www.servicedesigntoolkit.org/ journeytotheinterface.pdf?1240939425
http://www.stby.eu/
Metropolis 2011. IDEO takes on the Govern men t [Online]. Available from: http://
www.ideo.com/images/uploads/news/pdfs/Metropolis_IDEO_govt_June2011_1.pdf

UK Cabinet Office 2004. Service Design Principles. A pocket Guide [Online]. Available
from: http://webarchive.nationalarchives.gov.uk/+/http://
www.cabinetoffice.gov.uk/media/cabinetoffice/corp/assets/publications/
delivery_council/pdf/service_design070524.pdf

Websites

http://publicpolicylab.org/
http://www.mind-lab.dk/en

73 74

Appendix of Dublin City Appendix of Dublin City
Council Services Council Services
Accounts, financial management, financial planning, fund management, Fire and rescue, - attending automatic alarms, - attending fires, attending road
management and control, spending plans, Animals, dog bins, dog fouling, traffic accidents, community safety, emergency medical services, fire
horses, registration, warden services, inspection, pest control, stray Archaeology, certificates, fire safety education, hazardous chemical (HAZCHEM) incidents,
advice, consultancy, excavation, survey Architecture, advice, consultation, hydrants maintenance, post-incident support, regulations enforcement, special
design, project management Archives, access, enquiries, general information, services, workplace regulation, Freedom of Information, Grants, Arts,
loans, donations bequests and sales Arts, development, information, facilities, community, community facilities, cultural, home renovation, sports, talented and
grants, Biodiversity, information, policy Business, advice, rates, annual gifted individuals, voluntary organisations, Health and safety, Housing -
notification Business Process improvement, Car parks, council, private, staff allocation, decision, system, change of tenancy, information, registering,
Children and young people, drop in activities, organised activities, playgrounds alterations by tenants, rehousing , mutual exchange, Housing - tenants, Advice
and play facilities, Civil emergencies, business continuity, advice, emergency and support, clearance, , community safety, caretaking, communal heating,
plan, flooding, major accident, hazards Coastline protection Community tenancy arrears, deeds, evictions, home insurance, maintenance and repairs,
centres, facilities management programming supporting health and safety modernisation schemes, rents, sale of council housing, unauthorised occupants,
Community development, regeneration projects, resource procurement, nuisance and threatening behaviour, tenancy issues, Housing - homeless
Community planning assemblies, groups and committees , consultation, services, Housing - improvements, adaptations of council property, disability
engagement, support policies, ABCS Community safety, community policing facility grant for a private property, renovation grants, Housing - legal advice and
forums, lane closures, intoxicating liquor fines, public lighting Complaints, support, Housing - private, Registration for Private Rented tenancies, Rent
procedures, appeals Conference, hall and meeting room, Hire. Public and private Assessment Scheme, shared ownership – low cost home ownerships, Housing -
use, Council Events, civic and public events, Council Planning, policy and sheltered, council tenants, homeless people, housing association tenants, non-
making of regulations, corporate and other plan and policies Council Customer council tenants, older people, Housing - special needs - , Capital grants, Housing
information services, Phone, web, advertising and communication, Council - associations, Housing - Repairs - , communal areas, council property, emergency
consultation and community engagement, Facilities Management , air handling out of hours repairs, surveying and major repairs, Housing- social housing policy,
units, catering services, council offices, energy and fuel, equipment, internal Information Communication Technology, business continuity, data management,
mail , internal room, maintenance, printing and copying, reception, staff/visitor hardware, helpdesk, networks, peripheral, software, webs site, policy, telephony,
car parking, vehicle maintenance, Council Festive decoration, Council Information management, Jobs, employment, training initiatives, equal
communication, Media, web, press management, publications, internal opportunities, local authority vacancies, vetting of contract and supplier staff,
communication, Council Permissions, to host events, film and photograph, Land and property, -area search service, availability lists, building control.
Council procurement, - contracts lists, contract management, expenditure, policy, commercial lettings, compulsory acquisition, out of hours emergencies,
Council Risk management, Insurance claims, policies, business continuity, dangerous structures, demolitions, property enquiries, property searches, derelict
Councillors , General information, minutes, agenda reports, meeting properties, estate management, grass cutting, improvement, securing, historic
management, Death, coroner’s court, exhumations, mortuaries, Disabled people sites, statutory development plans, valuations, Languages, translating and
, accessibility, home adaptations, parking bays - parking permits, specialist interpreting services Irish Language services, sign language, Law, legal advice,
equipment, Education , -early years facilities, higher education grants, free CCTV procedures for the release of evidence, litigation support, coroners sudden
school meals, Elections, electoral nominations, electoral register, postal votes, death investigations
results publication, voting, Environmental information, Exhibitions, permanent
and temporary Facilities,

75 76

Appendix of Dublin City Appendix of Dublin City
Council Services Council Services
Leisure and sport, Indoor and outdoor activities, Libraries -, catalogues, children's permits, zones, Traffic lights systems and management, Roads, Kerbs, footpath
services, computers and the internet, fines , information services loans and dishing, verges, maintenance, Safety, health and safety - accident reporting;
renewals, local collection, mobile library service, online information resource, occupational health services; advice and training ; petrol delivery and storage;
prison library service, reserving books and other items, sale of publications, Safety - syringes – disposal, Sports, Development, facilities, information and
school libraries, special collections, special needs, Licences, Bridges, buildings, booking, pitches and courts, Staff, annual leave , appraisal, apprenticeships ,
beams and cables over or along highway, markets and casual trading, Fats Oils disciplinary procedures grievance, job analysis, payroll procedures, redeployment,
and Greases, obstruction, scaffolding, hoarding, skip operators, street café, street reorganisations, sickness management , continuing professional development,
trading, road opening, Local economy, development, reports and forecasts, Lord Statistics, census information, economic information and analysis, usage,
Mayor, Administration, support, expenses, Markets, cleaning, information, stall telemetry, Sustainable development, Town twinning, Transport, abnormal
rental, Members, allowances, committee membership, declaration of interests, loads, bus stops and shelters positioning, journey planning, Travelling people,
minutes, agendas and reports, secretariat, Members of the Oireachtas TDs, provision of sites and housing, Vandalism, fly posting and graffiti - reporting and
Senators MEPS , General information and communication, Memorials and removal, Vehicles - abandoned, Reporting and removal, Wastewater, general
statues, maintenance and policy, Motor tax, -Drivers, provisional, commercial information, new connection, effluent licences, fats oil and grease, flood
and lost licences - Vehicle taxation services, Museums and galleries, enquiries, planning, drainage studies, gully cleaning, maintenance, Water, new water
information, loans donation, bequest, shops, Older people, Activities, Parks and connections, quality and testing, provision, leakage repair, reservoir and storage
open spaces, events, general information, landscaping, maintenance, outdoor, management
Planning, development control; advertisement control; allotments; building and
landscape design services; building control; conservation advice; conservation
areas; consultation , decision notices, statutory register, development control
enforcement, land use proposals; landscape character assessment; listed
buildings; - statutory register; Local Development Frameworks; local plans;
environmental policies; rights of way enforcement and maintenance; street
names and numbering; transport policy; tree management and preservation,
zoning, planning applications, Pollution control, air quality, construction,
contaminated land, inspection and regulation, noise, nuisance, water, water
quality, Public toilets, Recycling, bags and containers; composters; information;
residential collections ; recycling sites, Refuse, spillage; collection permits,
flytipping, hazardous waste movement permits, disposal sites, special collections
for large items, Litter - enforcement, fines, removal, litter bins, Refuse, skip-
permits and services, Roads, Safety - cameras, cycle training, cycling and walking
to school, - dangerous road junctions, pedestrian crossings, school crossings
speed bumps, spillages, traffic schemes , speed limits, weigh limits, Street
cleaning programme, Street Furniture Policy, acquisition, Provision, maintenance
and licensing, Street lighting, Street parking, clamping and removal, enforcement,
residents and disk parking, pavement,

77 78

Produced by Una Mc Grath for The Studio at Dublin City Council.
Contact una.mcgrath@hotmail.com or studio@dublincity.ie

Rethinking Services - a User-centred Approach

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