a customer-driven lifecycle model. This model is also considered to be a good alternative to the scale at the national level. The findings described next in this article are from a local service design project, implemented in 2014 in the Kainuu region4 . The purpose of this case study is to use citizen participation as a systematic development tool in renewing social and healthcare services based on a customer-driven lifecycle model. Service design positions citizens in an active role Citizen participation can be an important asset and resource in future service production in the public sector. Citizen-driven development is already a common practice in Finnish municipalities, and both the young and old are eager to participate. Furthermore, citizens are eager to participate, even in the actual co-production of services. However, the current public service system does not support such an initiative. New, innovative user-driven methods of citizen participation are available through service design. Service design acts as an interface and connects organisations and citizens in a new way. Co-design changes the dynamics between individuals and communities, creating more collaborative relationships. The data of this study shows the service design process and tools to be a fresh, new and systematic way to develop public services. Service design as a method makes citizen’s conscious and latent needs visible to developers and decision makers, giving them an active role in the service development process and allowing new ideas to flourish. “With the help of [service] design, it’s possible to generate new experimental culture in the municipalities. Workshops, bringing people together, seem to work as a method. Facilitators are still needed.” Researcher colleague “[Service design] tools and methods provide a lot of information and descriptions of daily life needs. These methods can be used [in the future] in municipals and in the [Social and Healthcare] Division [of Kainuu] for 40 Touchpoint 7-1
example in the work of the Elderly and Youth Councils, and in preparing the well-being plan and evaluating its implementation.” Civil servant in the Kainuu region The data from this study also show citizens to be eager to participate, even in the actual co-production of services, volunteering to help their neighbours and relatives by offering transport, snow clearing and shopping assistance. However, the current public ser vice system does not support such an initiative. The development of new service concepts, including the last two phases – reality checks and implementations – must be more closely linked to the decision-making process. “[The service design] process doesn’t tell how things are going to go in the decision-making process. Continuation and concrete proposals for municipalities are needed that have to do with different ideas.” Civil servant in the Kainuu region
Customer-driven public service development needs support from political decision-making and change management The data shows that the initiative in the development process comes from the political decision-making process and concentrating the co-design in the discovery and ideation phases: the reality check and implementation phases require stronger support in the future. “Municipal directors wanted [to start] this process, it’s good to remember it. In order to get the process furthered, it’s very important that concrete proposals for [public service] renewal and their benefits are listed and demonstrated.” Civil servant in the Kainuu region “Renewing the municipal strategy process [is needed] in addition to this process; preparing and decision-making in consultation with the citizens and political parties [is needed].” Decision-maker in the Kainuu region “Dialogue with municipal decision-makers could push the process further.” Civil servant in the Kainuu region
