Shaping a new digital service for a public sector organisation

Overview

The project focused on defining a new digital service to complement existing service channels within a public sector organisation. Early discovery showed that a fully digital solution would not suit all users, but specific user groups could benefit significantly if an appropriate service model were introduced.

The goal was to define the service scope, identify target users, and design an accessible experience aligned with user needs and organisational practices. The work aimed to improve service accessibility, availability, and equality while increasing efficiency and clarity in public service delivery.

Challenge

The organisation had no clear definition of the service scope or target users, and the service context involved users with diverse and complex support needs. The challenge was to define a digital service that would be inclusive, accessible, and appropriate for real-life service situations.

At the same time, the solution needed to integrate with established public service practices and introduce a new digital channel. The work involved defining the MVP direction in collaboration with public service professionals, using their insights to identify service bottlenecks and balance user needs, organisational constraints, and technical feasibility.

Key design decisions

• Prioritised clarity and accessibility over feature breadth when defining the MVP service concept

• Focused on the most common service issues rather than attempting to solve all use cases at once

• Defined interaction models in collaboration with public service professionals to reflect real service practices

• Balanced digital efficiency with established public service practices

Approach

The work began by establishing a shared understanding of user needs with the client. We identified key user groups and clarified for whom a digital service would provide the most value.

In a co-creation workshop with client representatives, we mapped current service processes and pain points. Based on this, we defined two core user journeys that formed the foundation of the digital service.

The journeys were gradually translated into wireframes and UX layouts in Figma, evolving through continuous iteration and weekly alignment with public officials.

To validate the concept, we conducted face-to-face usability testing with end users using a clickable prototype. Observing real usage helped identify points of confusion and refine both the service concept and interface.

The work was carried out by two service designers. I contributed across the entire design process, from early concept framing to validated service direction. Due to team changes during the assignment, I was ultimately the only designer involved from the very beginning until the final report was delivered.

Outcome

• Validated service concept and MVP service direction

• Defined target user groups and service scope

• Two core user journeys visualising key service interactions

• Mobile-first UX layouts and clickable prototype

• Concept-level UI designs and functional specifications to support development

• Recommendations for further service development