NHS Trust - Report a Fault service
My role:
Lead Interaction Designer
The Report a Fault service originated as the Hospital Fault Reporting (HFR) initiative, launched by the Department of Health and Social Care (DHSC) to support Private Finance Initiative (PFI) trusts in managing the reporting of facilities-related faults. The service aims to streamline fault reporting processes, improve record keeping and accountability with facilities management providers, and increase value for money from PFI contracts. It is used by hospital staff to report faults online, designated trust staff to monitor and manage reported issues, and DHSC administrators to set up and oversee trusts within the service.
Following a period of hiatus, the service was taken on by a NHSBSA service delivery team with the objective of addressing feedback from the previous assessment and improving the overall quality, usability, and performance of the service.
What was done
I conducted a comprehensive audit of the existing system, reviewing legacy documentation to understand prior decisions and constraints. I planned and facilitated user research to build a clear understanding of the three core user groups and their needs. Using these insights, I led the redesign of the service, iterating the solution after each round of research and insight gathering.
The final design successfully passed internal assessments and was validated as usable and effective by all user groups, as well as DHSC stakeholders.
Below are some screenshots from the redesign.
Why was it done
The existing system for reporting facility faults was a legacy service that had failed its internal assessments due to critical usability and accessibility gaps. These barriers led to extremely low user adoption, which created a data vacuum. Without accurate reporting, DHSC lacked the necessary records to hold facility management companies accountable for their performance.
This lack of oversight directly impacted the department’s ability to ensure value for money from high-value Private Finance Initiative (PFI) contracts. The objective was to replace a failing tool with a compliant, high-adoption service that protected public spend through better data.
How was it done
Because this project was a full redesign intended to replace the existing system, it was essential to develop a deep understanding of the legacy service, the context behind previous design decisions, and the factors affecting adoption. While the delivery team worked in an agile sprint-based model, I structured my UX work in clearly defined phases to ensure strategic coherence across the redesign.
Phase 1: Understanding the project
The project had been on hiatus prior to being taken on by the delivery team and was previously delivered by an external supplier. As a result, knowledge transfer was incomplete and key information had been lost.
By collaborating closely with stakeholders, I gathered and reviewed available documentation to build context and understand the reasons previous assessments had failed. I also worked with delivery team members—including developers, business analysts, and testers—to understand technical constraints, requirements, and delivery blockers from their perspectives.
To align the team, I facilitated a cross-disciplinary workshop to establish a shared understanding of the problem space, goals, and constraints, ensuring the team was well positioned to move forward.
Phase 2: Understanding the users
Insights from the discovery phase highlighted three distinct user groups: reporters, operators, and administrators. However, existing knowledge of these users was largely second-hand.
To address this gap, I supported the creation of a user research plan and helped facilitate user interviews and focus groups to develop a direct, evidence-based understanding of user needs, behaviours, and pain points. I collaborated closely with user researchers to analyse findings and translate insights into actionable design principles.
Phase 3: First iteration
With a clearer understanding of both the service and its users, I created a design roadmap aligned with the delivery roadmap, providing transparency and clarity around design activities.
I then produced the first end-to-end prototype of the redesigned service. This was reviewed with the delivery team and key stakeholders to ensure alignment, validate assumptions, and identify risks early.
Phase 4: Subsequent iterations and handover
The initial prototype was tested with a representative group of users, and the design was iterated based on usability findings and feedback. I worked closely with a content designer to define a content strategy that governed not only the digital interface but also all supporting communication touchpoints across the service.
Following further rounds of user review, the final feedback was incorporated and the design was handed over for development with clear documentation and guidance.
Conclusion
Post-development, the service was tested for usability and accessibility. It met WCAG accessibility standards and received positive feedback during internal assessment, particularly around improved clarity and usability.