Consider diverse user needs from the outset to make sure your service caters to as many users as possible. Consider the different identities, characteristics, and perspectives of users to make your digital service
welcoming and inclusive for all.
Do usability testing with individuals from diverse backgrounds, including those with different abilities, ages, and cultural
contexts. Adopt inclusive prototyping techniques, to simulate the experiences of users with different abilities and identify potential challenges. Recognise that various aspects of a person’s identity, such as race, gender, and age all intersect to shape their digital experience.
The levels of governance should generally be minimised, while ensuring there is sufficient separation to avoid conflicts of interest between those doing the work and those governing, and to facilitate escalation paths. Too many layers of governance dilute accountability and can slow down decision-making [1-SRO], (1).
In general, membership of the board should be limited to those who have ongoing ownership for the solution and those that will be most impacted by the operation, maintenance, benefits and risk. Similarly, risk and benefit ownership should be assigned to the individuals whose roles are best placed to control risk, and with ongoing ownership of benefits. For example, ownership of benefits should not reside with the delivery manager [3-DTA].
Involve users throughout the Service Design and Delivery Process to make sure their perspectives, needs and feedback are incorporated into the final service. Encourage shared ownership by co-designing accompanying artifacts, such as tutorials and guides, using language that is meaningful for all.
Tailor your digital service to meet the specific needs of users to promote inclusion and make sure support is provided at the appropriate level. Consider how you will apply the following cohort specific requirements when designing and delivering digital services.
Off
It is important that members of the board are not conflicted in decision-making, for example, an external vendor on a board that makes decisions on the vendor’s scope or payment. To avoid a conflict of interest, external supplier interests could be represented in a separate advisory committee, or represented by internal procurement management, as appropriate to the needs of the project.