Success in Meeting “Humanitarian Challenges” for Clients Using Design Thinking

“Human-Centered Management” is one of the modern concepts in administrative development, aiming to achieve a long-term positive impact for the target group of clients by taking into account their emotions, psychology, and needs. Meeting those needs ensures the delivery of a “distinctive customer experience,” with recognition given to the efforts invested in this direction.

The Orphans’ Funds and Affairs Service Center at the Ministry of Justice, Islamic Affairs and Endowments succeeded in addressing one of the “humanitarian challenges” it faced by relocating its service delivery point, applying the design thinking methodology in its various stages. This resulted in positive outcomes for a practice designed in a practical and structured way, contributing to a tangible positive impact.

Motivations for Activating the Practice
The main motivation behind this practice was to improve the customer experience in the center, especially for guardians and caretakers of orphans (and those in similar circumstances) who frequently rely on the services of the Orphans’ Funds and Affairs directorates. These individuals are often in circumstances that require support and assistance, making it necessary to provide services characterized by respect, compassion, and efficiency. The goal was to deliver services that reflect the administration’s vital responsibility in safeguarding and developing funds.

Another strong motivation was the application of the government service center evaluation standards to achieve excellence and gain customer trust, which required service improvements to ensure operational effectiveness and sustainability.

Comprehensive Diagnosis of Challenges
The main challenges included:
- The center was structurally placed under a department section, causing overlaps in tasks and responsibilities.
- Its previous location was unsuitable, situated on the fourth floor of the Ministry building, forcing customers to pass through multiple departments.
- This structure led to scattered referrals, confusion among customers, and lack of accumulated expertise among specialized staff.

These issues delayed service delivery and created unorganized solutions. Additionally, there was a lack of clear guidelines and unified procedures. Thus, reorganizing services was necessary to ensure consistency, streamline operations, and enhance decision-making.

General Description and Methodology
The practice applied the design thinking methodology across its five phases:
1. Empathize
2. Define
3. Ideate
4. Prototype
5. Test

The solutions were entirely customer-centered, impacting all aspects such as service channels, service delivery mechanisms, service location, staff training, technology use, data management, and evaluation standards.

Seven Positive Steps that Contributed to Excellence
The practice achieved tangible results, documented across nine aspects, most notably:
- Strategic Roadmap: A five-year strategic roadmap with customer satisfaction indicators.
- Relocation: Moving the center to a new site away from the courts, providing a suitable environment for clients.
- Business Process Reengineering: Issuing the first updated service guide including requirements and workflows.
- Facility Improvement: Designing the new center with architectural and aesthetic elements that inspire confidence and comfort.
- Trained Staff: Building a skilled workforce with the right supervisors and continuous training.
- Customer Relationship Management: Using technology platforms to study customer interactions and improve services.
- Regular Reporting: Establishing systematic reporting and statistics (now automated with daily, weekly, and monthly reports).

Success Indicators – The Numbers Speak
- Customer satisfaction increased to 98%.
- Average service completion time reduced to 24 hours.
- Average call response time reduced to 3 seconds.

Drivers of Success – Integration and Collaboration
Both internal and external stakeholders played a critical role, including:
- Customer service teams (implementing changes and ensuring client satisfaction).
- IT department (technological support and data analysis).
- Service administration (ensuring readiness of facilities).
- External partners (designing customer journeys and processes).

The Guardianship Council also provided essential support and resources.

Lessons Learned and Replication Potential
The practice is easily replicable in any government entity that provides public services. Lessons learned include:
- The importance of strategic planning and making the customer the center of service development.
- The value of effective collaboration between stakeholders.
- Leveraging external expertise and international/local best practices.
- Using technology to improve operations and monitor performance.
- Continuous training and development for employees.
- Commitment to government service center evaluation standards.
- Ensuring sustainability through flexible, adaptable practices.

Key Recommendations
- Promote a design thinking culture through workshops and continuous training.
- Actively engage customers via surveys, focus groups, and interviews.
- Develop comprehensive training plans covering communication, CRM, and modern technologies.
- Regularly review and improve services based on data-driven analysis.
- Adopt long-term strategic plans with clear goals for sustainability.
- Ensure executive support and governance oversight.
- Apply recognition and rewards to motivate staff and celebrate excellence.