Government of Malta

Servizz Design is a set of service design tools that have been implemented in Servizz.gov, a one-stop shop in Malta that citizens can use as a single point of contact for all public services. The aim of the project was to improve the process of integrating Servizz.gov across 250 departments in the Government of Malta.

 

 

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Your professional approach to implement a change process at servizz.gov was key to get top management buy in of such a process. The setting up of meetings and workshops, got all the players interested and involved in the process. We will be following your now famous toolkit to instigate and implement change were necessary. With your support, stakeholders quickly understood the balanced scorecards worth and it is in the process of getting implemented.
— Winston Pirotta, Head of Servizz.gov
 

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Servizz Design

Servizz Design is a set of service design tools aimed to create change in the Government of Malta, and which has the potential to create change in any organisation. These tools have been implemented in Servizz.gov, a one stop shop in Malta that citizens can use as a single point of contact for all public services. The idea behind Servizz.gov is that rather than a citizen having to travel to multiple places, they can access all public services from one place. Servizz.gov can be accessed through physical hubs, a call centre, an app and a website. The overall aim is to achieve the Government of Malta’s vision to get governmental services closer to the general public, increasing efficiency and saving time and energy for the public.

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Key insights

The research indicated that when the service worked well, customers were genuinely delighted. However the customer journey was sometimes disjointed. Firstly, it focused more on departmental functions rather than service users, and secondly the system focused on designing only the front end of the customer journey, rather than planning the whole journey through Servizz.gov and departments together. This project could have focused very specifically on one problem in one department. However, my ambitions were to tackle the systemic issues and create tools that could support staff to embed real change across Government. The following goals were therefore to:

  • develop a long term strategy to steer the amount and pace of further integration
  • redesign the system for measuring performance to improve the quality of experience and outcomes for customers and staff
  • design a process for change that enables departments and Servizz.gov which ensures that learning is explicitly identified and responded to.
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The solutions

A workshop with front line staff and senior management was held with all stakeholders to co-design solutions. This was introduced by the principal permanent secretary and was a completely novel and enjoyable experience for staff, creating optimism about change. I combined the outputs from this workshop with learning from research and worked through these with stakeholders, so they could make changes, and feel confident they would be fit for purpose. All solutions have been implemented. 

 

A clear strategy 

A document outlining the vision, strategy and milestones has been agreed and shared. This is now being used as a guide for the overall process.

 

A balanced scorecard of performance measures

 This scorecard was developed to ensure a richer way of measuring progress in achieving the service vision. A steering wheel balances the different elements of the service, underpinned by a dashboard designed to display the results in a compelling way. This has been combined with a maturity model which helps staff understand the journey to excellence. The scorecard has generated new activities, such as self assessments, a staff survey, staff and customer interviews, monthly commendations and a newsletter.

 

A tool kit for creating change 

This toolkit is the new process for creating change in servizz.gov. Any staff member has the power to suggest a change at any time. If a change is simple, and only has positive outcomes, it can be implemented at once. If it is more complex, the tool-kit can be used to evaluate it and plan action. The toolkit contains both service design and project management tools. Some tools are critical, such as meeting to identify problems, analysing risks, and planning and evaluating solutions. Other tools are optional such as discovery and develop interviews and workshops, prototyping and piloting of solutions, and activities for embedding change. Ultimately, it is up to those using the toolkit to decide which tools to use.

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Servizz Design toolkit
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Quick wins

To gain some momentum behind these solutions some quick wins were also implemented which improved the experience for customers and staff.  This involved the introduction of a ticketing system in the hubs, some changes to the CRM system, and direct training between the departments and Servizz.gov to strengthen the relationship. 

 Ticketing system 

Ticketing system 

 

The impact

The first use of the toolkit completely changed the relationship between Servizz.gov and the housing department, leading to a service transformation, significantly reducing delays for customers. The toolkit has proved itself to be an effective process for breaking down silos and has now been used with several other departments. The balanced scorecard in itself has already created change through the introduction of new activities such as staff surveys, customer and department feedback interviews and monthly commendations which will increase learning and quality of practice. In the future, Servizz.gov and departments will use the scorecard to measure progress towards common goals and use maturity grids to help chart the journey towards excellence.



 

Client: Government of Malta
Project date: 2017 January - 2017 June
Project Team: Solo project