• Bias & Ethics
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Written by Mica Moore, Design Lead, TPXimpact, Lynne Roberts, Head of Product and Experience, Defra

When you hear the word “governance,” it probably brings to mind bureaucracy, stacks of paper, and endless meetings. While there’s some truth to that, effective governance is much more than just ticking boxes. It plays a crucial role in setting direction, allocating resources, making decisions, providing support, meeting user needs, and building trust across stakeholders and teams.

In government, governance structures have evolved alongside changing organisational priorities, new technologies, and emerging risks. Layers of boards, checks, and approvals have been added over time, sometimes resulting in a system that doesn’t always serve those working within it, despite its good intentions. This can lead to things like confusing decision-making, disproportionate processes and unclear responsibilities – all of which can delay projects, drain resources, and frustrate teams.

In the world of digital, data, and technology (DDaT) governance, we often see departments trying to adopt more agile working methods. The aim is to empower teams, make decisions at the right level, respond to changes efficiently, and keep projects moving while managing risks. However, when traditional governance frameworks, designed for slower, linear processes, are layered on top of agile approaches, the result is often counterproductive. And when a service fails assessment after battling through these hurdles, it’s understandably frustrating.

In summary, governance that isn’t designed intentionally can be more of a hindrance than a help.

Putting users first

A user-centred design (UCD) approach can make a world of difference in tackling this complexity. While UCD usually focuses on end users and how to improve services for them, applying it to those designing and delivering services—such as designers, project leads and decision-makers—can highlight the issues they face. Understanding these pain points then allows us to design governance structures that support, rather than obstruct, their work.

The first step in applying UCD to governance is conducting research. It’s essential to identify who is involved in governance processes and what their roles and needs are. For example, delivery managers need clear guidance on which checkpoints to meet to keep projects on track, while decision-makers need timely, accurate information to make decisions without causing unnecessary delays. By understanding these needs, we can identify where governance is failing and how to design improvements.

Journey mapping is one of the most effective tools in this process. It helps visualise the current state of governance, highlighting where the process becomes overly complicated, where decisions get delayed, and where communication breaks down. By making these problems visible, we can begin to develop focused solutions to address the root causes of frustration and inefficiency.

The power of UCD lies in its practical application. Once we have an idea of what might help, we can introduce small, manageable changes and test their impact. This way, we can see what works and what doesn’t, gradually improving the system through continuous iteration.

Making a difference with UCD

In January – December 2023, TPXimpact and Defra worked together to apply a UCD approach to the department’s digital, data and technology governance. We did research with the different Defra communities involved in governance, and mapped what it looks like – enabling us to understand the complex, interlinked challenges such as multiple boards slowing down processes and staff struggling to find the information they need. We explored a set of principles for what good governance should look like. We tested both tactical changes (improving information for users) and more radical changes (a model for reviewing and then redesigning or retiring governance boards). 

There’s a long way to go, but a UCD approach has helped make progress in the right direction. Some reflections from our work:

• • Start small and tangible. Even minor changes, like improving the findability and accessibility of governance information, can make a big difference, saving users time and energy for more valuable activities.
  • Leverage technology to work smarter, not harder. Consider using systems and tools to reduce manual tasks and improve support. For example, artificial intelligence has the potential to help by spotting recurring issues, such as projects consistently failing to meet certain standards. This can guide training and support efforts where they’re most needed.
  • Get into the uncomfortable conversations. Addressing governance challenges means confronting uncomfortable truths, like how we use our time. Most people in the civil service want to make a real impact, but wading through layers of governance isn’t helping them achieve that. Leaders need to have honest discussions with their teams and work with them to imagine how things could be different, and better.

• Someone needs to see and own the whole picture. To change governance there has to be an owner who holds the whole view, leads people around a common vision, and creates a culture of empowered change. That’s hard in a big organisation, but necessary.

Good governance is essential in all organisations. But when it becomes too complicated, it can block the progress it’s meant to facilitate. By applying UCD to intentionally redesign governance for internal users, we can work together better and ultimately build better digital services for the public.

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