Service design is a unique design field, in that it does not deliver tangible outputs in the way that an architect creates a model or an interaction designer develops a wireframe. Service designers utilise distinct tools and outputs, such as service blueprints, personas and stakeholder maps, to develop and communicate their designs. Further, service design inherently crosses traditional boundaries between specialties and industries and accordingly, a wide variety of organisations today are working to innovate the way they deliver services. More and more, governments and community organisations are joining those ranks to design new services, and improve and innovate their existing programmes. What could be a more inclusive application of service design than its use by governments – the organisations entrusted to represent all people?
Often, designers face their greatest challenge in understanding and resolving the contradictory needs and circumstances of diverse service stakeholders, including both users and service deliverers. Luckily for government designers, modern governments tend to be structured to facilitate understanding between officials and the people and communities they represent. Because of this direct responsibility to the people they represent, governmental organisations have a unique incentive to manage services in a way to ensure that all people are included. From people with disabilities to people in poverty and from geographically isolated families to those living in high-density housing, a government’s stakeholder-constituents are inherently diverse in needs and contributions.
Because of this direct responsibility to the people they represent, government organisations have a unique incentive to manage services in a way to ensure that all people are included
Consider the United States’ Office of Personnel Management Innovation Lab, founded in 2012 to ‘deliver innovative solutions that address complex public and cross-sector challenges,’ across the US government, embracing service design as a key driver of innovation. Stephanie Wade, the former Director of the Lab, says that with this approach, “the government can solve problems based on a deep understanding of what residents are actually experiencing” and “work with residents to co-create solutions that address the root causes of big problems, rather than symptoms.” The Lab, which has redesigned programmes as diverse as the National School Lunch Program and the USAJobs hiring portal, also plays an influential role in spreading the practice of service design across government agencies.
However, governments do not hold a monopoly on utilising service design for public good. In fact, many public innovations are responses to shortcomings in government action. For example, in Canada, the implementation of the 2005 Accessibility for Ontarians with Disabilities Act simultaneously highlighted the need for accessibility improvements throughout the province, while deferring the start of enforcement actions until 2025. Ironically, this legislation raised awareness of a crucial design opportunity, while keeping open the gap between the ideal and reality. Organisations like the StopGap Foundation have developed innovative services that fill the divide.
As societies become more diverse in backgrounds, needs and contexts, and as technology provides more innovative tools, governments must continue turning to service design to understand constituent needs, design and test prototypes and launch iterative pilot services. Furthermore, community organizations should work to complement governments’ service design efforts, aiding the development of services for everyone. Through the inherently collaborative, holistic focus of service design, these organisations can overcome the inertia of the status quo to deliver solutions that increase everyone’s participation in their own communities.
The StopGap Foundation, based in Toronto, has designed a service model that increases accessibility of small businesses’ storefronts to people of all ability levels, especially those with wheelchairs, strollers, or other mobility constraints. What began as a one-time project to build and deploy single-step ramps for 12 neighbourhood businesses has evolved into a well-designed service that effectively incorporates several diverse stakeholders, including business owners, donors and volunteers.
Additional info: www.stopgap.ca
As part of a concerted effort to encourage elderly residents to live independently, the Dutch city of Tilburg addressed their primary anxiety of navigating busy streets by implementing a service to easily cross the street. A customisable app allows users to set a preferred crossing signal duration instead of having to accommodate to the standardised brisk pace. Sensors at the crossing recognise their presence and lengthen the duration of the crossing signal accordingly, helping them avoid dangerous interactions with vehicles and build confidence in moving independently. This has brought back into the public sphere residents who might otherwise need to rely on professional help or feel unable to live on their own.
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