using the nbn to improve government service delivery

7/31/2019 Using the NBN to Improve Government Service Delivery

1/144

Using the NBN to improvegovernment service delivery

A PRACTICAL GUIDE FOR GOVERNMENT AGENCIES


2/144

Using the NBN to improve government service delivery

Copyright

The Commonwealth owns copyright in all materials (including, withoutlimitation, text, images, logos and icons) produced by the Department ofBroadband, Communications and the Digital Economy. Unless otherwisenoted, all material in this publication is provided under a Creative CommonsAttribution Non-Commercial 3.0 Australia licence, with the exception of:

the Commonwealth Coat of Arms

the departments logo

any material protected by a trademark.

You may use any of the material in this publication as long as it is fornon-commercial purposes, provided that you include an attribution of Commonwealth of Australia 2012 and you do not alter the material.

TheCCBYNCAUlicenseissigniedbyeitheroneofthegraphicsshownbelow:

or

You can access to the details of the licence conditions on the CreativeCommons website at http://creativecommons.org/licenses/by/3.0/au/deed.en

Using the Commonwealth Coat o Arms

The terms of use for the Coat of Arms are available fromwww.itsanhonour.gov.au

Other use

The use of any material in this publication in a way not permitted or otherwise

allowed under the Copyright Act 1968 may be an infringement of copyright.Where you wish to use the material in a way that is beyond the scope of theterms of use that apply to it, you must lodge a request for further authorisationwith the department.

Please address requests and enquiries concerning further authorisation to:

Assistant SecretaryCommunication and Media BranchDepartment of Broadband, Communications and the Digital EconomyGPO Box 2154CANBERRA ACT 2601

[email protected]
http://creativecommons.org/licenses/by/3.0/au/deed.enhttp://creativecommons.org/licenses/by/3.0/au/deed.enhttp://www.itsanhonour.gov.au/http://www.itsanhonour.gov.au/mailto:[email protected]:[email protected]://www.itsanhonour.gov.au/http://creativecommons.org/licenses/by/3.0/au/deed.en


3/144

i

Using the NBN to improvegovernment service delivery

Making the most of Australias investment in world-leading infrastructure is too good

an opportunity to miss. The NBN has the potential to substantially improve the

way government services are delivered. It will enable fast and ubiquitous delivery

of government services and programs, leading to better outcomes for Australian

communities. The NBN also has the potential to reduce the cost of government

service provision, a desirable outcome for agencies at all levels of government in

todaysscalenvironment.

The primary purpose of this guide is to excite you about the NBNs potential and spurideas for how it can be applied in a range of government contexts. To facilitate this,

the guide outlines a step by step, proven approach that organisations can follow to

generate and prioritise a wide range of practical ideas for NBN-enabled services.

This guide also explains the link between the ideas that you generate and

the approach used to effectively trial these ideas based on the Best Practice

Implementation Framework that was developed during 2011.

If you have any questions about this guide, please contact DBCDE via email at

[email protected] or on 02 6271 1213.
mailto:[email protected]:[email protected]


4/144

ii Using the NBN to improve government service delivery


5/144

iii

Contents

1. WHY THE NBN IS AN EXCITING OPPORTUNITY FORGOVERNMENT AGENCIES 1

The benets of the NBN for government agencies 2

When you will be able to benet from the NBN 3

2. HOW GOVERNMENT AGENCIES COULD BENEFIT FROM THE NBN 5

Illustrative examples of NBN-enabled government services 5

Questions to help you think about how this could apply to you 8

3. A THREE STEP PROCESS FOR DEVELOPING A ROBUST NBN PROPOSITION 15

4. HOW TO GENERATE IDEAS AND PRIORITISE THEM 18

Overall approach to workshop development 18

Before the workshop 19

During the workshop 20

Workshop output 25

5. APPLYING THE BEST PRACTICE IMPLEMENTATION FRAMEWORK 28

6. CONCLUSION 33

APPENDIX A: BEST PRACTICE IMPLEMENTATION FRAMEWORKThe nine-box ramework 35

APPENDIX B: BEST PRACTICE IMPLEMENTATION FRAMEWORKImplementation plan template 53

APPENDIX C: CASE STUDIES 61

APPENDIX D: WORKSHOP TOOLBOX 81


6/144

iv Using the NBN to improve government service delivery


7/144

1

1. WHY THE NBN IS AN EXCITING OPPORTUNITY FORGOVERNMENT AGENCIES

The NBN will provide access to high-speed broadband to 100 per cent of Australianpremises. It will connect 93 percent of homes, schools and businesses to a high-speed

brenetworkcapableofprovidingbroadbandspeedsofupto1gigabitpersecond

(Gbps). All remaining premises will be served by a combination of next-generation

xed-wirelessandsatellitetechnologiesprovidingpeakspeedsof12megabitsper

second(Mbps).TheNBNwillbeAustraliasrstnational,wholesale-only,openaccess

broadband network offering equivalent terms and conditions to retail service providers.

The Australian Government has established NBN Co Limited (NBN Co) to design, build

and operate the NBN.

As NBN Co is a wholesale provider, it can only provide the network access component

of an end-to-end service that addresses agency and user requirements. While the

NBN does not provide the total end-to-end solution, the network is designed to support

application based services and high-speed data interchange. Retail service providers

and government agencies will need to construct services based on integrating

applications using the NBN network, other network components and providers based

on their target market and customer set.

Every agency we talked to when developing this guide was able to cite examples of how

theywishedtheirservicescouldbedeliveredmoreeffectivelyandefcientlytotheir

customers. The NBN is a unique opportunity to improve the speed and accessibility of

government services and programs at a local, state and federal level. Governments the

worldoveraretryingtoworkouthowtheycanimprovetheirefciencyandAustraliais

no exception. The performance, reliability, ubiquity and affordability of the NBN has the

potential to improve collaboration between government and Australian communities,

through advanced video services, that can enhance the way current services are

provided and can even help stimulate the creation of new products and services

altogether. The NBN rollout is underway, therefore ideas to improve government service

delivery by using the NBN as an enabling platform should be considered.

There are numerous public sources that give an overview of the NBNs principal

characteristics. A good starting point for those seeking an introductory primer on the NBN

is the video provided by NBN Co for this purpose, and which can be found by following the

prompts on their website at: http://www.nbnco.com.au/assets/video/the-nbn-explained.mp4.
http://www.nbnco.com.au/assets/video/the-nbn-explained.mp4http://www.nbnco.com.au/assets/video/the-nbn-explained.mp4


8/144

2 Using the NBN to improve government service delivery

The benets o the NBN or government agencies

TheNBNisdifferentfromtodaysnetworkinfrastructureinvemainways.These

differences each have implications for the way in which government services

can be provided:

greater data capacity for homes and businesses to use higher bandwidth

applications than is currently the case;

it supports high download and upload speeds. There is a range of applications

andservices,suchashigh-denitionvideoconferencing,sharingand

collaboratingonverylargeleswhichrequirehigh-speeduploadcapabilitywhich

is not available to many people using current broadband technologies;

improved stability and reliability of services and scope for future upgrades.Compared to the ageing copper network infrastructure, the NBN will be more

reliable thereby giving households, businesses, and service providers greater

condencetousethenetworkforservicesandapplicationswhichdemandahigh

quality of service;

ubiquitous coverage providing a platform for high-speed broadband applications

development with the possibility of opening up cloud based services within

government service delivery; and

uniform national wholesale pricing which will allow Retail Service Providers using

the NBN to provide all communities in Australia with access to affordable high-

speed broadband.1

High performance even at the more modest (i.e. less than 100 Mbps) speeds

likelytobeadoptedbymostusersintheearlyyears,theNBNwillbeasignicant

improvement on todays network infrastructure. Even for those currently on ADSL2,

when they migrate to NBN there will be less decay in performance as distance from

theexchangeincreasesanduploadspeedswillbesignicantlyimproved.Thismeans

in particular that reliable videoconferencing with two-way real time conversations willbe better enabled. The bandwidth also ensures that one-to-many communications

with real-time participation will be more effective, as will larger scale data transfer

between agencies and individuals.

1 Department of Broadband, Communications and the Digital Economys submission to the House of Representatives Standing Committee onInfrastructure and Communications (Submission 215) dated 24 March 2011 refer to http://www.aph.gov.au/house/committee/ic/NBN/subs/Sub215.pdf
http://www.aph.gov.au/house/committee/ic/NBN/subs/Sub215.pdfhttp://www.aph.gov.au/house/committee/ic/NBN/subs/Sub215.pdf


9/144

3

Greater reliabilitybrenetworksarethemostreliablebroadbandinfrastructure.

The technology will be much more dependable, even in households where multiple

applications or access points are running in parallel. This implies that services

where reliable contact is critical will be better enabled by the NBN. For example, the

technology exists today to handle customer enquiries in real time with chat programs

or even with low-resolution videoconferencing. However, whereas today a customer

service issue could be exacerbated if the on-line connection was poor, with the NBN

video contact could be relied upon to help resolve customer issues.

Ubiquity and affordability not only will the network reach everybody2 but the

government is also committed to ensuring that services are affordable to the

broader population.

People who currently are unable to access todays high-speed network eitherbecauseofcostorreachwillbeabletobenetfromtheNBN.Thereisconsiderable

scope for government agencies either to expand the scope of existing on-line

offeringsortodevelopnewonesthatcan,withcondence,beassuredofbeing

accessible by a substantial proportion of the general public. At the margin there will

besomedifferencesintheperformanceforthosecustomersconnectedbybre

versus those linked via satellite and wireless but the broad implication of ubiquitous

service delivery remains.

When you will be able to benet rom the NBNThisistherighttimetostartthinkingabouthowthebenetsoftheNBNcanbe

applied to your organisations service delivery model.

Planning and construction of the NBN is well underway with commercial services

commencing in initial trial communities on 1 October 2011 and construction work

in progress across all states and territories. On 29 March 2012, NBN Co released

its three year indicative rollout plan that will be updated annually until the

rollout is complete.

Visit www.nbnco.com.au/rollout for further information about the NBN rollout.

2 93%servicedbybre,7%byxed-wirelessandsatelli terefertohttp://www.nbn.gov.au/about-the-nbn/what -is-the-nbn/
http://www.nbnco.com.au/rollouthttp://www.nbn.gov.au/about-the-nbn/whathttp://www.nbn.gov.au/about-the-nbn/whathttp://www.nbn.gov.au/about-the-nbn/whathttp://www.nbnco.com.au/rollout


10/144



11/144

555

2. HOW GOVERNMENT AGENCIES COULD BENEFITFROM THE NBN

There are many examples in Australia and around the world that demonstrate howgovernment agencies are using technologies like the NBN to improve their service

delivery. Whilst some of these are major innovations that push the boundaries of

what the technology can enable, most are creative applications of video-based

collaboration across a range of typical government services.

A selection of these case studies is included at Appendix C and are available

on request from the Department of Broadband, Communications and the Digital

Economy via email to [email protected] or 02 6271 1213.

We recognise that every organisation will have its unique aspects and that not everyidea will be directly applicable to your agency; hence we have also provided a set of

questions to help you quickly identify the highest potential areas for NBN-enablement

in your context.

Illustrative examples o NBN-enabled government services

There have been numerous examples in Australia of the NBN being used to improve

theeffectivenessandefciencyofgovernmentservices.Twospecicexamples

are outlined on the next pages, and a series of case studies from the Institute for aBroadband Enabled Society in Victoria is included at Appendix C.


12/144

6 Using the NBN to improve government service delivery6 Using the NBN to improve government service delivery6 Using the NBN to improve government service delivery

EXAMPLE 1: AUSTRALIAN TELE-EDUCATION TRIAL EDU-ONE

Summary:

TAFE students and job seekers can attend virtual classes from their home or other facilityconnected to the NBN

Rationale

Australia is facing skills shortages and these are likely to be

exacerbated by the demands of our rapidly changing economy.

Government and industry are focussing on ways of

improvingthecapacity,exibilityandqualityofAustralias

skills training system

Inofferingasolution,thebenetsofonlineeducation

could be seen internationally in terms of:

Access1(enablesstudentstotlearningaround

their schedules, it saves in students travel time and

aggregates demand for available course)

Quality2 (standardises course delivery, improves

assessments and offers different learning modalities to

suit different styles)

Improving system productivity3

How it works

Videoconferencing and virtual

classrooms will be available to

studentsathigherdenitionand

without reliability issues, allowing

the classroom experience to be

delivered to the home

Students will be able to log on to virtual

desktop environments from home

Highdenitionstreamingcontent

will be available on demand.

E-portfolios will track students

course completion progress

This suite of improved and

expanded online capabilities will

drive uptake of online learning,

resulting in more students gaining

theaccessandqualitybenetsof

online learning

Impact

An online education system:

Enables students to t their learning around their

schedules and take courses at their own pace

Save students travel time and associated costs,

including childcare

Increases in the number of available courses

by aggregating demand and making otherwise

subscale courses viable

How NBN expands this technology

NBN-enabled tele-education can be used to improve student access, increase system

efciency and address national priorities, while maintaining educational quality

1 A US survey of 2,000 potential college applicants found the most important scheduling features of education were ability to study at own pace, ability to mixclass locations and ability to take classes in the evenings

2 A US Department of Education metastudy of 50 studies of online learning found that blends of online learning with traditional instruction led to betteroutcomes than traditional instruction alone

3 A survey of university courses by the National Centre for Academic Transformation in the USA showed that online learning was able to achievereductions in teaching costs of 3744% on a per-student basis


13/144

777

EXAMPLE 2: AUSTRALIAN TELE-HEALTH (DIABETES) TRIAL

Summary:

Patients with diabetes can monitor their health indicators, receive coordinated care services, andconsult with health professionals from their own homes

Rationale

32% of Australians over 45 have at least one chronic

illness

Chronic illnesses account for half of avoidable hospital

admissions

Approximately 1 million Australians have diabetes and as

such have a much higher chance of nerve, eye, kidney

and heart disease as well as stroke Telehealth enables better coordination of care and

proactiveidenticationandmanagementofpeopleatrisk

The NBN enables more advanced and reliable telehealth

solutions, particularly through videoconferencing

How it works

The trial is a randomised control trial

for people with poorly controlled

type two diabetes

Patients in the intervention group

receive new modes of care involving

a care coordinator reviewing patient

data and interacting regularly withthe patient via VC to offer coaching

education and support

The trial will evaluate clinical

outcomes, patient experience and

the economic sustainability of the

intervention

The technology is underpinned

by high bandwidth broadband

connections to the home and

secure communication protocols

Impact

Remote access to clinical staff supported by

telehealth technologies over high speed broadband

can lead to improved quality, access and cost

outcomes for patients, carers and clinicians

How NBN expands this technology

A high quality NBN-enabled diabetes telehealth service is aided by the NBN for two reasons.

Firstly, it enables high speed, high denition 2-way videoconferencing (integral to fostering

clinician patient interaction). Secondly, the reliability of the connection makes it suitable for

medical applications

Around the world, government agencies have also been applying high performance,

reliable and ubiquitous broadband to improve their services.

Exhibit 1 below outlines the six main categories and the list of examples shown is

elaborated on further in Appendix C.


14/144


EXHIBIT 1: INDEX OF GLOBAL BROADBAND ENABLED CASE STUDIES

How NBN enables or expands activity

Example High per. ReliabilityUbiquity &Aorability

Northern Alberta institute of Technology

Alberta Public Schools

Umea University

Seoul National University

Kentucky School for the Deaf

Alabama Department of Transportation

City of Concord government

City of Fort Wayne Fire Department

Jefferson County Emergency

Management Agency

German Armed Forces

Agency for international Business and

Cooperation

European Organisation for Nuclear

Research

Seoul National University

Florida Department of Environmental

Protection

Dallas County Government

Alberta Government courts

City of San Antonio government

Jefferson County Emergency

Management Agency

Online decision support for Australian

crop irrigation

Multiple examples drawn from recent

DOHA effort to support tele-health trials

Remoteeducation

Remotetraining

Increasedcollaboration

Videocourtrooms

Environmentalmonitoring

Health

A

B

C

D

E

F

Questions to help you think about how this could apply to you

To help you determine which ideas would be most relevant to your organisation there

are two questions that we suggest you ask:

Ideal state how can the NBN help our organisation improve the way it

operates and the services it provides so that we move closer to delivering

on our ideal vision?


15/144

999

This question will ensure that any NBN-enabled initiatives developed are focused on

the organisations priorities. What isnt working today? What are the main barriers to

change?Whatwouldyourorganisationlooklikeinanidealworld?And,nally,how

can the NBN help make this happen?

This question should be posed not only from the point of view of the way in which your

agencys core processes work today but also from the end users perspective. For

example,thoseprocesseslikeCentrelinkbenetenquiries,orpassportapplications

that require customers to interact with multiple agencies, with multiple in-person

visits and considerable paperwork might be high priority processes for potential

enablementthroughtheNBN.Couldacentralvirtualportalforletransfer,data

access and simple guidance through multiple agencies contribute to the improvement

of customer service and, ultimately, customer satisfaction?

Similarly, could federal departments procuring professional services hold their

briengsduringthetenderprocessviaaone-to-manyvideoconference-thereby

removing the need for the tenderers to travel and also potentially increasing the

breadth of possible companies that are able to participate in the process?

Equally, there may be services where government agencies need to contact large

numbers of people. This currently involves a time consuming process and a costly

deployment of human resources.

Prime prospects what services am I currently providing that could bemore effectively or efciently delivered with a high performance, reliable,

ubiquitous and affordable broadband network?

This second question prompts a series of subsequent questions that can help you

structure your thinking further. These questions are laid out in the

Ideas Generation Treeat Exhibit 2.


16/144


1 2 3 4 5 7 8 9 10

g se c

in n g g

e c vil o n n, k a bti iiv s il a l

y u all me b t rg

eet oi l ai vt eu g

emoh

a v he r eal r ?n e

p

epdb s sh

e nsu a g

db a e a

rl r

e ru ti h t

i

hq

lep n l

a i e ol ? el oh u y o s

ost

y cw

ft f

h? r

s

h nu ft o s

t il ? c e

d

o o ol g t

s

t p eg ro

oi

cl d

e l b so e

so c n t

oi i p n i n y

ur

sc t

pi1 m li e

alh l e hv em on o m bri e

p r tl ou flr a en e m s po t s e eg e

o b u p ?r e nn t fm e pg g

pmm g

e tn oc b ic ich m

p a uo o ui o l ft eo a asc tr n

o p m nr

? lp e

s pubr e st i

e

pub n no r o

ym a c

e ?s gu e

tes

n u i eh na e d noa i gp

i so

h

es

em hl nt

ted h ol e b

adp c b err n n r t y e

tet

s/t n na eit uu

? n vde i u

su e d

db

l

o c no e env vl b m

r r lai i b ir l l

oi b r v v

do

o mldb a

v emt, t y

p u

s/t le d a

lg e

i u u oe e r tn n l q d qi e e u n lf wv t o u n r

tea i k i

n iin eo v e e a a

lu o iv o o t

i d ae le ah

o r lr v soi r ai

,p

it t

n/c

e

ec t taav cv h g

tgm

c o mi a 1 v e a w a al

nn n e

m r tr

tr

i

xa v h m h

sa

h ri c vai a ec h n gn ri st t t n a eec m s

t t l ooh t

lea o e

sileialti e l

il si

vn s os r st

le st

e f uiyb e r i nl t

i t e t e o v e ei o i i e tin it t db

tr a rv g n t i i i u t o

do p

i ir h t g - ti v i a io lm e

vt d

b vct go u v a vp op i

ti

w e vt v

nr i o

iso r i n a i a i

m b ct t t tt ti r a n d

e

p o c g ct c d cy a hn e

ii e

hc a

ha n vt u l

yi e a s

ca

t

hs n ii t leos l v r s l p b yo ill l h hi uo e p h

ai h

ist

c t g

ed h

aha

ec

tp c a

l c e c c n r ic r ic v ev cu ic ti l c c

m

d

ei i v p i i e u i a ii a

lhhW d

ei

h h o r

del h h h h l ha

W m

f

Wr

W

t a v o uo

i fW ri h

it i t i g s d W p W e c W o W qc v

6e n e

t il e hleb t

a n d

ytnbra n

s , t

to e

i

ns ? t

ln r so n mu n n s

odo e s e ou

ea o ?t e a e t

ir o

mdo s hs r v chti e f

oo a c n u

r t t

ncnc ee r s

c

yo

yphoa n

p

i de

e y r i

ns r e l e o vr vi

c ns

r e t o el e a g nia r i o p mt ao v? r ui e c na

ycrg a nt h i

tr

ec mot o

db

o b a oe ec tt t cde

/ r r il v a s e

rs s h d et

/ to e e

in s e u e l t ns n

db ic

f i

ocf

yv v u no ti ti i r

tne e lt

ec a i ln v t

e i oti r vr l r l

o yi

i oet ti

gt uti t

i w de

v u u ai t i

ec r s c s hti

pf o a

l c al

yc a

pub

yde

a do

a ,m ls n le t

gc u e ua

e ai

h ilr r l h nl ho v e

t ta t nce

c ehi

ce l

a i r i o rrv h

q

i rl a

i

n

n

r r ah

q

si h ec v g h gh aa ci a a i u m hi v

Wh a ode W in rt c h W c e ch ot f t

dy y r ia pnw t

o aE a r

RE d o dmn ,l w l ld

e leu u g

et o tg?

o m ub r

NT o a

sw h

or n ?eoi n ge ai ag l tc f

li a eh e s

w

e en o ? s

w

g rO n e n e c da

m ceo

m io c ms

o r nI i i iT o

ev , f v o t v or r r ncf e

oiti

n n alr r r iA f e s be o o e f e

er e f t ao rR ts

t i t t s t ci t

s mo i ts e n

ab

if

alt uE e n e e sa h

d

e a on nN h

l a t

d

ed hl n nh ie e o e a m

W v

i

We

E b b c W br

r t a e

w

l

SG

poe

,py

A lreE d,D d

eel

ll

:Il b e

e

u ha ,t

T2

o iab

sw h

l d ne r regi or dh f l, f iI e e a hm ?B c c ,i d g

c

I sv o n nnH r r a u

id

e f mou

Xl

ts t t

qui c r b

a

d nE e oa f a 1I

nh r i oeW b p

eubbr


17/144

111111

The starting point for this Ideas Generation Treestructure is the question of what

services would benet from the ve standard characteristics of the NBN (refer

to page 2)? Over time, there will be substantial innovations in the services and

applications enabled by the NBNmany of which we cannot even imagine today

(think back to the 1980s when the Internet itself was inconceivable). Our focus here

however is on the practical applications that agencies can take advantage of by using

the NBN as an enabling platform for services and applications. In addition to thinking

about the long term implications of the NBN, it is important to think about what

elements of government service delivery can be improved now.

Therearethreemaincategoriesofservicesthatfallintothisdenition:

the use of reliable one or two-way videoconferencing;

those where large groups of people could be linked together without the need for

travel; and

those services that would be improved through rapid transfer of data.

These three categories of services can then be broken down into a series of sub-questions

thatfocusyouevermoretightlyonthespecicservicesthatmightbenetfromthe

characteristics provided by the NBN.

For example, a government agency that tested this approach used the following logic. They

started by trying to understand which services currently carried out in a government shopfront could be improved by reliable, two-way videoconferencing. They then considered

each of the sub-questions but prioritised those activities where members of the public

withmobilitydifcultiesneededtotravelinordertoaccessgovernmentservices.Within

thatsubset,theyidentiedtwoservicesthattheagencycurrentlyprovidedthatcouldbe

improved - Paediatrician consultations for new mothersand GP checkups for the elderly.

For each of these services, they considered how the NBN, as an enabling platform, could

improve the current levels of service and generate concrete ideas:

Paediatrician consultations for new mothers Video consultations for a designated timeduring the day (or for one designated consultant all day) would be available for new

mothers who could describe (and show) either their, or their babys symptoms, to a

trained professional without having the need to travel. This would give the patient easier

access to care (i.e. greater effectiveness) it would also enable more appointments to be

provided during the day and would reduce waiting times in the surgery

(i.e.greaterefciency);


18/144


GP checkups for the elderly For elderly people living in care homes there

can sometimes be very little alternative to hospitalisation if the on-site nurse is

unable to treat and resolve any symptoms that arise. A hot-line video conference

to a triage nurse at a hospital, or a general practitioner, could facilitate the swift

assessment of the patient and the subsequent appropriate action.

As this second idea was being developed within the agency, it prompted the

identicationofanideaforanewservicethattheagencywasnotcurrentlyproviding

andthatcouldpotentiallyprovidebenetsbothforthepublicandfortheorganisation.

It was realized that the care home consultations could also be used as a visual

way of assessing patient compliance with drug regimens and hence enable rapid

intervention to avert potential worsening of a patients condition.

This is both an effectiveservice, as it ensures better treatment for patients, and is alsoan efcientservice as it can prevent the occurrence of costly subsequent adverse

patient situations.

The Ideas Generation Tree framework shown at Exhibit 2 provides a comprehensive

wayofidentifyingallthegovernmentserviceactivitiesthatcouldbenetfrom

broadband enablement. Any agency can challenge itself to identify the activities it

undertakes that match the characteristics of those described on the tree, and the

resulting list of activities will prove to be a strong list of the areas where the NBN could

bebenecial.

Not all agencies though will be able to identify activities in each branch of the tree.

Also, not all agencies should expect to be able to move to the far right hand side of

each branch. This is intentionalthe idea is simply to identify as many opportunities

along as many branches of the tree as possible.

An example list of ideas that matches the right hand side of the Ideas Generation Tree

for federal, state and local agencies is included at Exhibit 3.


19/144

131313

EXHIBIT3:NBNIDEA

SFOREACHBRANCHOFTHEIDEASGENERATIONTREE

ytial

u

ehq

ldb g

uhi

no

tc osra eh

s

tnp

noit di

cdeleai bs v an ol

a rr ai

,p

s/t ven sa

eili ti

t n riv oitcdopp

lea et ulepp os

mmi ode

Si

c v

ylal

de

eh ,i

et seivtl r

o avnti lep

a phit

st lunofm

itc noa osintaa nr

s/t idro

e oitivitc n/c

o

xai etar m

lei

opb a

lt

mal eoloC c in

r

ginllevart

icl

pub

eht

of

sr

e 1b om

se g

mni

oe dv l yo tv luin ct a fih dt es vei ati hv i

Act o

hw

ets

ie

g vin aka oh

mh

seicw

elybo ulpmep

hefticlso

pub reb

ev ml eo

gm gv nin lilt n eait vhi ast rise rv ty

so

ti lti uv ci

Act ti s fiiv d

ginre svil up

e od rs ge ee gy rol la

p om t

esmicl a

pub rgo

e pr

vl goinvininat r

a th rt oshei cti av ei

Act rtuo

54321

Fede

ralgovernment

Stategovernm

ent

Localgovernment

T

hirdpartyproviders

Ce

nte

linkbene

ts

application

Bene

te

ligibilit

y

enquiry

SecurityVetting

On

linevoting

DriversLicenc

e

renewals

MedicalTriage

Applicationfor

housingassistance

DogLicence

Infrastructure

development

approvalsand

assessments

LegalAid

Interpretingservices

Ap

plicationsfor

carersSupport

assessment

Pro

cessingof

passports/visas

Registrationof

Births,deaths

and

Marriages

Mediation/dispute

resolution

Development

Applications

CarersAustralia

Palliativecare

checkups

Pre

andPostnatal

counselling

AVOApplications

RentalBond

Applications

Applicationfor

homecareand

personalcare

Assessmentfor

transportassistance

PalliativeCare

Australia

AustralianCollege

ofMidwives

Teledental

checkupsinaged

carefacilities

Autism

advisor

appointments

ATOAuditin

pre

misesofowner

DistrictnurseVisits

Departments

liaisingwithsc

hool

principalsand

teachers

Rangerliaisonwith

remotepersons

Development

inspections

Ind

igenous

Support/

Co

ordination

Lia

ison

Schoolvisits,ie,

PoliceSchool

Safety,druga

nd

alcoholeduca

tion

programs

Promotionof

localevents&

businesses

AboriginalFamily

SupportServices


20/144


7 8 9 10

,ld

re en u vo o ohtw

le

p bay ibh slt s

d oeere nn p

nv a oi hel i

rc

tc

d ae ry etl h tner eo

t niy

urm

tia

lc o

nshs uq

o g h oti u gc io ha rns

de

ih e vrt h t nalo r ot m it/ ai io ns rf e,m ttii l d

e

v ai e hti n

c m geA

ie b h

6

ns

octiil abtlunsu

epo

h cftc

soilb

r ue pb sm ae

ymhc

n su

at,

emnev

vl eo nv an nti

ia gh nst tia

ei pt ii cvi tit rc aA p

stnev

gee ginllr ea v

rl a

so rts

g eeni yt oel

e ppmm

euicolr

alg

pub

t yn ne amn mr ee vvloo vg-a intrt a

n hI t

f

go

nimaert

rs

ro

efs

nar

et

h

et

riuqetr s

leahst at

aeit di

gevit

c rA al

ytial

u

hq

gi

fh

toroppu

es

h

et

riuqetrs

a al

hi

st rot

e uitiv ot

itcde

Aiv

Fede

ralgovernment

Stategovernm

ent

Localgovernment

T

hirdpartyproviders

Me

ntalhealth

counsellinghelpline

Ga

mblingonline

support

Ch

ild-victims

tes

tifyingremotely

Drug&Alcohol

helpline

Corresponden

ce

duringnatural

disasters

Co

nsultationson

pro

gram/service

evaluation

Disaster

preparedness

or

recovery

Community

meetingstodiscuss

localplanning

issues

MinisterofDefence

addressingAirforce/

Arm

y/Navyat

rem

otelybased

trainingfacility

Memberofsta

te

government

inBrisbane

travellingtoNorth

Queenslandto

explainnewre

ef

policiestolocal

governments

Teachertraining

sessions

Ce

nsusand

sta

tistical

informationABS

Tra

nsferofmedical

imagesbetween

healthcentres

Informationon

criminal/activity

Transferofhig

h

resolutionsate

llite

images

Waterstorage

information

Virtuallibraries

Virtualvisitsto

Cu

lturalInstitutions

Education&

Trainingvirtu

al

Classrooms

Virtualbookclubs

Localtourism

informationand

advice

CattleSales/Stock

Sales

WIRES


21/144

15

3. A THREE STEP PROCESS FOR DEVELOPING AROBUST NBN PROPOSITION

There are many ways in which the NBN could improve the delivery of governmentservices at a federal, state and local level. The challenge, however, is not to come

up with a single good idea but to stimulate the generation of a comprehensive list

of ideas that spans the range of services that your agency provides so that you

canselecttheonesthatcandeliverthemaximumbenettothepublicandmost

effectivelyimproveyouragencysefciency.

Tomaximisethebenettothepublic,toensurethatyouaregettingthemostoutof

the NBNs capabilities and to ensure the best possible use of government funds, we

recommend following a simple three step approach to identify, prioritise and develop

NBN-enabled propositions to improve government service delivery:

Generate a comprehensive list of possible ways in which the NBN could improve

the services that your agency delivers;

Prioritisethatlisttoidentifytheideasthatwouldhavethemostbenettothepublic

inyourareaandwhichwouldrepresentthemostefcientuseofpublicfunds;

Develop a robust business case for internal approval prior to trialling the

idea in market.

A structured approach such as the one outlined here will make it easier for you to

compare one idea against the other and decide which ideas to pursue. It will help

ensure all ideas are considered rather than those that have the loudest or most visible

advocates. Finally, it will also provide transparency and structure to a process that

could otherwise be ad-hoc. This will help ensure that the allocation of government

funds to ideas is rigorously managed and, should you wish, it could provide an

opportunity to gather input from the public as ideas are progressed. See exhibit 4.

These three sequential steps can be followed by any agency. The length of time

taken in each stage may vary by agency and the time required for piloting will depend

on the nature of the idea itself. As a rough guideline, however, the idea generation

and prioritisation phases can be completed in a single workshop that could take

approximately one month to prepare.


22/144


EXHIBIT4:ATHREES

TEPPROCESSFORDEVELO

PINGAROBUSTNBNPROPO

SITION

Ideageneration

Ideap

rioritisation

Ap

proval

Implementation

planning

Implementation

3

2

1

Idea

generation

Ideaprioritisation

Implementationplanning

D

eveloplistofhighimpactpotential

in

itiatives

Conductrapid,highlevelasses

sment

ofbene

ts

,costsan

dfeas

ibility

to

identifymostpromisingideasin

whichtoinvestdevelopmenttim

eand

resources

Preparebusinesscase,

implementationplanand

feasibility

assessmentenablingde

cisionon

funding

C

onsultationwithkeystakeholders

D

esk-basedresearchintowhatthe

N

BNisabletodeliver

R

eviewofcase-studylibrary

Id

eagenerationworkshops

Systematicassessmentofideas

aga

instas

hort

listo

fde

ne

dcr

iteria

Consultationwithkeystakehold

ers

totest

bene

tan

dfeas

ibility

assessmentsandselecthighes

t

potentialideas

Detailedbuildofbusines

scasefor

bothtrialandscale-upp

hasesin

consultationwithstakeholdersand

potentialsuppliers

Id

eaandcasestudylibrary

Id

eagenerationworkshops

Prioritisationcriteria

Bestpracticeimplement

ation

framework

Objectives

Whatit

involves

Supporting

toolsand

information


23/144

17

The three-step process could be run on an annual basis. In the early years of the

NBN rollout, new ideas and business models will emerge frequently in both the public

and private sectors as organisations look for ways to take advantage of its capabilities.

The pace of change may be rapid. To ensure that government service delivery

remains informed by the most recent and successful ideas, your agency could

choose to run the idea generation and prioritisation workshop every year.

Therestofthisguidefocusesonexplaininghowtorunthersttwopartsofthis

three step process. It then outlines how to take the results of the idea generation and

prioritisation activity and feed them into the Best Practice Implementation Framework

(Appendix A).

This guide is written with no knowledge of the unique starting point, characteristics

and capabilities of your agency. Consequently, we have had to develop aprescriptive template for the steps that you should follow assuming you have no prior

understanding of the NBN or ways in which it could enable your service delivery. It

may be that you have some prior experience that places you in advance of this base

assumption.Pleasetailorthisguidetotyoursituation.


24/144


4. HOW TO GENERATE IDEAS AND PRIORITISE THEM

ThersttwostepsoftheprocesstolaunchanNBN-enabledinitiativeshouldbe

delivered through a workshop facilitated by a member of the agency concerned. The

Workshop Toolbox includes a full set of tools, templates and scripting to ensure that any

agency can run its own workshop (Appendix D). Below, we have laid out the steps that

should be taken to deliver an effective idea generation and prioritisation workshop.

Overall approach to workshop development

The running of a successful workshop will require a thorough process of planning that

extends from initial preparation and creation of interest to, acquiring the necessary

facilities and skills that the workshop facilitator will need. A summary of this is provided

in the Exhibit 5 below.

EXHIBIT 5: SEVEN STEPS TO COMPLETE BEFORE THE WORKSHOP

Description # o weeks out

Nominated workshop coordinator downloads the Workshop Toolbox

asaPowerPointlefromwww.nbn.gov.au

(also at Appendix D).

8

Coordinator sources and acquires all the materials required to run

the workshop4

Nominated workshop facilitator sends invitation to workshopparticipants

4

Workshop coordinator books room, prints required materials and

ensuressufcientstationeryforworkshop2

Workshop facilitator sends pre-reading material to participants 1

Workshop facilitator splits participants into groups of 6, ensuring a

diverse mix of people in each1

Workshopfacilitatorconrmswhowillreportideasbacktothe

agency and take responsibility for progressing the workshop

outcomes

1

Log workshopinterest online

Acquirematerials

Invite

attendees

Organise roomand acilities

Distributingpre-reading

Groupparticipants

Workshopoutcomes

1

2

3

4

5

6

7
http://www.nbn.gov.au/http://www.nbn.gov.au/


25/144

19

Beore the Workshop

It takes up to eight weeks to prepare for an idea generation workshop effectively.

During this time, you must ensure that the right people are available to attend the

workshop, that the necessary pre-work has been distributed to the attendees and

completed,thatthelogisticsfortheroomarereadyandthatyouarecondentinhow

you will run the workshop itself:

Set uptherststepisfortheindividualwhowantstoruntheworkshopto

arrange a suitable date with the relevant agency decision-maker. It also allows

the workshop co-ordinator to download the comprehensive Workshop Toolbox

(the Toolbox) that contains step by step instructions on how to run a successful

workshop(AppendixDordownloadthePowerPointleatwww.nbn.gov.au);

Invite no later than four weeks ahead of the workshop, the coordinator should

agree with the relevant agency decision-maker who the required attendees at the

workshopshouldbe.Theworkshopformatisexibleandcanberunwithanything

between 6 and 20 people. The coordinator should ensure that a range of people

with different responsibilities within the agency attend the workshop so that there

is a broad range of input. An invitation is included in the Toolbox;

Facilities no later than two weeks before the workshop, the coordinator should

check that the necessary room is available and that the physical requirements

to run the workshop (listed in the Toolbox) are available. All of the posters and

templates included in the Toolbox should be printed out and the coordinator

should take one copy of each and familiarise themselves with the materials;

Pre-work a week before the workshop, the head of the agency should distribute

aremindertotheparticipantsthatreconrmstheimportanceoftheevent

(suggested text is included in the Toolbox). The questionnaire that follows the

reminder should also be sent to prompt the attendees to begin thinking about

whatservicescouldbenetfromNBN-enablement.
http://www.nbn.gov.au/http://www.nbn.gov.au/


26/144


There is also pre-work required for the workshop facilitator. Prior to the session, the

facilitator should have read the workshop materials, the facilitation script and they

should have selected the energiser exercises that they think will be most effective in

their agency (all materials are in the Toolbox).

During the workshop

The purpose of the workshop is to generate a long list of potential NBN-enabled

service delivery initiatives, to conduct a preliminary prioritisation of those initiatives

and to develop the leading ideas further so that the business case preparation can

properlyreecttheintentionsofthegroup.

To do this, the workshop agenda runs for approximately three and a half hours and is

broken into the seven areas summarised in the Exhibit 6.


27/144

21

EXHIBIT6:IDEAGENERATIONWORKSHOPAGEND

A

Descript

ion

Forum

Tim

e

Interactiveactivitytogetpeopleexciteda

ndinvolved

Interactive

activity

15m

ins

VideocoversbasicNBNfactsandcases

tudiesonhowNBN-like

infrastructurecanbeusedtodeliverexcellentservices

Video

7m

ins

Inan

idealworldwhatcouldtheagencyd

obetter

(areviewofcurrentmainpoints)

Introduceissuetreethinkingtocreateanideasharvestfor

agen

cyservicesi.e.,whatservicesareap

propriateforNBN

technologytoenable?

Inputideasinlargegroup

L

argegroup

1hour

Use

issuetreetostimulatethinking

Reportback(ideascollection)bywritingp

ostitnotesand

placingonissuetree

Breakout

groups

20m

ins

Disc

usscriteriatoassess

ideason

impact

(soc

ial

+nanc

ial)

,

level

ofdifcu

lty

,cost

Each

grou

passessthe

irideas

,v

otes

,reports

bac

kthe

irtop

v

e

Breakout

groups

30m

ins

Desc

ribe

Socia

lbene

ts

Thinkaboutcosts

TEM

PLATE

llou

tinbrea

kou

tgrou

ps

Breakout

groups

15m

ins

Decideideastotaketonextstage

Inworkshoporafter-assignleaderandteam

for

businesscasepreparation

L

argegroup

15m

ins

Energiser

NBNs

capabilities

Input/Stimulus

Ideasharvest-

breakout

groups

Idea

prioritisation

Fleshout

goodideas

Wrapup&

nextsteps

2 4 5 6 731


28/144


Introductionthersttwentyminutesoftheworkshopmustsettherighttonefor

a collaborative and creative session and must ensure that all participants have the

same level of understanding about the NBNs capabilities.

Following the scripting suggestions included in the Toolbox, the facilitator shouldstart by welcoming the group to the workshop and by outlining the objectives and

agenda for the day. The facilitator should then run the energiser game that he or

she has selected to assist the participants to think creatively.

Following that, the facilitator should play the At Home with the NBN video to ensure

thatthebenets,roll-outtimetableandvisionforNBNarecommonlyunderstood.

Ideageneration the next hour and twenty minutes is spent generating the long

list of potential ideas. The facilitator should split the time into three sessions that

each take a different lens to generate a comprehensive list of ideas.

In an ideal worldtherstexercise,lastinghalfanhour,splitsthegroupinto

sub-groups of 4-5 people around the tables that they are sitting at in the room.

The objective is to lay the groundwork for where the NBN might help most by

identifying the current services that are not working as well as the participants

from the agency would like them to and by creating a description of how things

might be different in an ideal world.

This ensures that the NBN ideas focus on the areas that are high priority for the

organisation.Eachofthegroupsworkarounditstable,llinginthetemplate

includedintheToolbox.Afterapproximately25minutes,thefacilitatoridenties

a spokesperson from each table group to present back the content of the

template to the full workshop. The templates are then stuck to the wall for

reference later in the day.

Prime prospect the second exercise, lasting approximately 30 minutes

introduces the Ideas Generation Tree outlined above as a tool for helping to

identify the current services the organisation provides that could be better

enabled with the NBN.

Following the scripting suggestions in the Toolbox, the facilitator should

introduce the tree and walk through a worked example of the questions and an

illustrative service that they can help identify. Then, the group should be broken

up into different groups of 4-5 people and they should each complete the

template included in the Toolbox.


29/144

23

Afterapproximately35minutes,thefacilitatoridentiesaspokesperson

from each table group to present back the content of the template to the full

workshop. The templates are then stuck to the wall for reference later in the day.

Ideas harvest with reference to the two stimulus exercises just completed,thefacilitatorshouldrecongurethegroupintonewsub-groupsof4-5people.

Each group should have a set of post-it notes and marker pens.

Based on the main points of today, the future vision, the logic tree exercise and

the thinking that the participants did as they went through the questionnaire

they were given during the pre-read, each group should capture as many

specicideasaspossibleonthepostitnotes.

It is important that these ideas are captured at the right level of granularity.

Collaborativevideoconferenceforexample,isnotspecicenoughtobe

a stand-alone idea. A video conference to synchronise multiple inputs to a

planning application at the critical points in the process is much better.

This is a non-evaluative phase; every idea should be captured, each should be

described in a concise and unambiguous sentence.

The provocative questions template from the Toolbox should be given to a

spokesperson for each sub-group and each group should be tasked with

generating further ideas both by asking out of the box questions (for example,

what would the agency do if it was run by Apple?).

After 20 minutes, the spokesperson for each group presents the additional

ideas they have generated back to the group and they are also captured on

the list by the facilitator and assigned to a branch of the logic tree.

Prioritisation thenextfortyveminutesisspentprioritisingtheideasgeneratedinthe

previous session and developing the lead ideas into statements of intent that can form the

basis of the business cases that will subsequently be developed. There are two steps.

Initial prioritisation the facilitator breaks the workshop again into groups of

4-5 people and briefs them to develop a preliminary prioritisation of the long

list of ideas just generated. Each sub-group addresses all of the ideas and

should use post-it notes to determine where on the matrix poster (included in

the Toolbox) each idea sits.


30/144


Ideasthatarehighsocialandnancialimpactandrelativelyeasytoimplement

are highest priority. Each group conducts its own work for approximately 20

minutes before sharing their output back with the whole workshop.

Whilst the whole matrix should be described by a spokesman for the break-outgroup, the facilitator should be sure to capture the 3-5 main ideas that were

of highest priority. The facilitator does this for all the break-out groups before

leading a discussion around the degree of overlap between the break-out

groups selected priorities.

The purpose of this structured discussion is to agree with the whole group the few

high priority ideas that should be selected for further development. There should

be no more than two ideas per break-out group selected for further development.

Idea development returning back to the break-out groups of 4-5 people,

eachgroupshouldhaveoneortwoideastoeshoutinmoredetail.The

template in the Toolbox provides the end-product that each idea should be

developedinto.Thetemplateallowstheideatobeeshedoutinamore

detail so that on one page there is a guide to assist subsequent business

case development.

In addition to a description of the proposition, it should outline who the target

audienceis,whatbenettheideawillbring,whattypesofcostsitwilllikelyincur

and what risks, if any, it faces during implementation.

Benetsshoulddescribeboththesocialbenetfromacustomerpointofview(i.e.,

howwilltheservicebebetterforthecustomer)aswellasthenancialbenetthat

NBN enablement will deliver.

The costs should be expressed at this stage as the main areas of cost (for

example, IT infrastructure, video production, trained live video conference

Q&A service personnel). The costs should be expressed both in terms of what

will be required to get the initial pilot running as well as what will ultimately be

required when the pilot is scaled up.


31/144

25

Wrapupthenalfteenminutesoftheworkshopmustidentifytheindividuals

who will be responsible for driving the ideas that have been developed in more

detail during this workshop into business cases for agency leadership approval.

For 10 minutes, each of the idea development templates should be presented tothegroupandinputshouldbegatheredtoensurethatthetemplatefullyreects

theviewsofthegroup.Forthenal5minutes,thegroupshoulddecidewhoin

the agency should be responsible for developing the business case and who else

should support that individual.

If the responsible person is not a part of the workshop then the group must

identify someone from the workshop to brief them.

Workshop outputThe ideas generation workshop should generate both a list of possible ideas as well

as preliminary business cases developed for the few ideas that were prioritised during

the workshop. Illustrations from a workshop that we ran during the development of this

guide are included in Exhibits 7 and 8.


32/144


EXHIBIT 7: ILLUSTRATIVE WORKSHOP OUTPUT

Facilitator instructions In break-out groups, ask each group to discuss the questions in the template below and then to

populate each box

After 20 minutes, the leader of each break out group will present their ideas back to the full group

Ask break out group leaders to keep descriptions brief, focus on the essence of the idea rather

than full descriptions

In an ideal world...

What are the main things that we dothat dont work as well as we wouldlike?

Provision of information on the business of

council

Slow decision making

Lots of paper forms to collect info we use

No consistency of process

Dissatisedstaff/customers

Lack of accountability

Low morale

Lack of customer focus

Not my problem

Volume

Attitude

Planning process property

What are the main barriers to thosethings being done better?

In an ideal world, how would we be doing those things?

New skills in workforce

Custom. Made info for customers

How they want it/when

refreshed currentt

Innovation encouraged and rewarded

Easy and simple processes internally and with customers Online

Transparent

Actually document them

Value added to help i.e., lost and found

Workowltering/prioritisation

More effective knowledge system

Lateral use,

knowledgeable,exible,

adaptable, tech savvy

Internally, trace call

customers self service

Healthy and well

community. How drive it.

Value added to help, i.e.,

lost and found


33/144

27

EXHIBIT 8: ILLUSTRATIVE WORKSHOP OUTPUT

Facilitator instructions Forthenalsessionoftheworkshop,splitthegroupintoteamof3-4.

Give each 1-2 ideas to develop more fully Handthemthetemplatebelowandaskthemtollitinaswellastheycanoverthenext20minutes.The

templatebelowcapturestherstpreliminarydraftofthemaincomponentsofthesubsequentbusinesscase

Idea name: Feedback/survey using video and online social media

Brief description

Video and social media tools to seek feedback from the community

Who will this idea help?

Council by better informed/knowledge of

customers

Residents more opportunities to participate

What are the benets?

More engaged

Directservicemoreefciently

More responsive/accountable to real need/

expectations

What sort o costs will be incurred(be specic)?

Technology

Plat form

Generate video contact

Staff training

Data analysis

What are the risks duringimplementation?

Accessibility is the right infrastructure available

No one uses it

Disengage with community if not ready to take

it up


34/144


5. APPLYING THE BEST PRACTICE IMPLEMENTATIONFRAMEWORK

Drawing on international experiences in developing technology trials DBCDE hasdeveloped a robust, practical approach to taking the outcomes of idea generation

and prioritisation and developing trial plans and business cases. On the timeline

thatmakesmostsenseforeachorganisation,thepriorityideasthatwereeshed

out in the idea generation workshop should be applied to the Best Practice

Implementation Framework Methodology outline and guide (Appendix A) and the

Implementation Plan Template (Appendix B).

A gold standard trial plan should contain nine elements, as outlined in the

nine-box trial implementation framework shown in Exhibit 9. Each of these elements

isdescribedbrieybelow.


35/144

29

EXHIBIT 9: THE BEST PRACTICE IMPLEMENTATION FRAMEWORK (BPIF)

Overview o trial

1.1 Executive summary

1.2 Background

1.3 Trial goals and

objectives

1.4 Trial scope

Delivery system design

2.1 Map of delivery system

changes and feasibility

assessment

2.2 Identicationof

delivery system

interdependencies

2.3 Adjacencies of

technologies

Metric design and

evaluation

3.1 Denitionofsuccess

andpublicpolicybenet

3.2 Metrics to be tracked

3.3 Baseline, sampling

and objectivity

3.4 Metric tracking

methodology

3.5 Business case (trial,

national)

Change management

4.1 Assessment of

change requirements

4.2 Stakeholder

communication and

inuenceplan

Trial execution plan

5.1 Key deliverables

from trial

5.2 Milestone timing

5.3 Project team

and process

Risk managment

6.1 Identicationof

potential risks

6.2 Prioritisation of risks

6.3 Risk mitigation plan for

major risks

6.4 Privacy, consent and

ethics considerations

Training requirements

7.1 Stakeholder training

needs

7.2 Timing and process

Governance

8.1 Oversight structure

and roles

8.2 Review and

engagement panels

8.3 Audit/fraud control

8.4 Governance process

Post-trial scale up

9.1 Establishing enablers

for systemic adoption

9.2 Management of

equipment

9.3 Support of trial

participants

1

4

7

3

6

9

2

5

8


36/144


Box 1: Overview o the trial

This component of the trial plan provides a concise summary of the trial, particularly

the context and goals. Generally there are four parts required:

Executive summary a short overview of the major features of the trial;

Background an overview of the context for the project and the public policy

issues it addresses;

Goals and objectives the goals and objectives of the trial should be clearly

linkedtopublicpolicyissuesandthebenetstostakeholdersshouldalsobe

clear.Agoodgoalisspecic,measureableandrealisticallyachievablewithinthe

timeframe of the trial;

Trial scope describes the trials scope in terms of geography, timeframe,

people, organisations, business processes and technology.

Syndicating a concise trial overview document with relevant stakeholders early in the

process can serve as a valuable forcing mechanism to ensure alignment.

Box 2: Delivery system design

This is a critical element of the trial plan that is often neglected in the early phases due

to an over emphasis on the technologies to be deployed. By delivery system, we mean

the set of people, assets, processes, tools and interactions which collectively will enable

the service to be delivered. For example, in the case of a new technology-enabled

healthcare care model the delivery system might include patients, doctors, nurses,

payers, hospital systems, other services providers and technology vendorsall of

whom have a role to play and may experience some changes to current practices as a

result of deploying a new technology to establish a new care delivery model.

This element of the plan should therefore set out how the new application and

technology will interact with people and systems across the full value chain, and what

changes are required in the future delivery system.


37/144

31

Box 3: Metric design and evaluation

Establishing clear measures of success is critical to setting the trial direction,

ensuringwecanevaluatethebenetsofthetrialonceitiscomplete,andenlisting

and sustaining the participation of stakeholders along the way. Doing this well takes

time, but it is a worthwhile investment early in the trial design since it will inform

many other choices.

Box 4: Change management

All NBN-enabled projects and trials involve changing the way people live and work.

It is easy however to focus primarily on technology, neglecting the hard-learned

lesson that changing human behaviours (individually and as part of networked

systems) is much more challenging than installing hardware or software. Developinga comprehensive and carefully considered change management plan is therefore

one of the most important actions a trial planning team can take to increase the

chances of success.

Box 5: Trial execution plan

The trial execution plan details what has to be done when, and by whom. We suggest

keeping it simple, clear and realisticit is easy to be overly optimistic on the rate of

progress and add too much complexity, particularly in later stages of the trial where

there is more uncertainty. There are three parts to the trial execution plan:

Key deliverables from the trial this is a list of the major outputs expected from

the trial, including reporting requirements;

Milestone and activity timing a milestone is a point at which a major

deliverable is due and activities are the tasks necessary to complete them.

A Gantt chart or timeline can be a useful way of displaying the sequence of

milestones and makes it easy to design the sequence of activities necessary

to deliver them;

Ownership, project team and process the members of the project team, their

roles and responsibilities, reporting relationships, and time commitments need to

be articulated clearly. In particular, it is important to ensure there is one person

accountable for each deliverable.


38/144


Box 6: Risk management

Every trial needs a risk register and risk mitigation plan. This plan needs to be

integrated into the overall project plan with responsibilities for execution clearly divided

among the trial team. Many projects create risk plans that are merely lip service in

that they do not clearly articulate the ways in which risks can be mitigated or do not

assign responsibilities for these mitigation plans. A successful risk plan has four parts:

Identication of potential riskstherststepistodevelopalistofpotential

risks before, during and after the rollout;

Prioritisation of risks the importance of each risk should be determined based on

two characteristics: how likely are they to occur and how severe are the consequences.

The risks that are both likely and severe should receive the most attention;

Risk mitigation plan for major risks a plan needs to be developed for

how each risk will be reduced in both severity and likelihood. A single point of

accountability should be assigned for managing each risk;

Privacy, consent and ethics considerations every trial needs to consider

privacy and ethics issues.

Box 7: Training requirements

Training is often considered as part of the change management strategy, and as anenabler to capability development is particularly critical in NBN-enabled projects.

Box 8: Governance

There may be several bodies overseeing NBN-enabled trials and projects:

Commonwealth, state, local government, provider organisations and professional

bodies. Establishing clear governance infrastructure is important to avoid unclear

accountabilities, unnecessary reporting requirements and confusion.

Box 9: Post-trial scale up

The ultimate aim of most digital productivity trials is to create new NBN-enabled

solutions that can be scaled up more broadly. It is one thing to demonstrate a concept

in a short-term trial, but successfully planning for how the trial will be scaled up and

sustainedafteritnishesistypicallymuchmorechallenging.


39/144

33

6. Conclusion

The nations investment in the NBN is moving quickly off the drawing board and

into reality. The NBN has the potential to substantially improve the effectiveness and

efciencyofgovernmentservices.TherearemanyexamplesfromAustraliaand

around the world of NBN-enabled innovations but each agency needs to think through

which ones are most appropriate for it.

To do this we suggest that an individual, ideally either the person already responsible

for NBN activity within the agency or the person who is responsible for the agencys

efciencydrive,beidentiedtoruntheideagenerationworkshopasitisoutlinedin

this guide.

This workshop is a proven way of stimulating a long list of possible ideas and

prioritising them before developing robust business cases consistent with the Best

Practice Implementation Framework.

We wish you every success in making the most of this unique opportunity. If you have

any questions, please contact the department via email at [email protected] or on

02 6271 1213.


40/144



41/144

35

APPENDIX A

Table o contents

1. Introduction 37

2. The nine-box trial implementation planning ramework 38

Box 1: Overview of trial 40

Box 2: Delivery system design 40

Box 3: Metric design and evaluation 41

Box 4: Change management 43

Box 5: Trial execution plan 43Box 6: Risk management 44

Box 7: Training requirements 45

Box 8: Governance 45

Box 9: Post-trial scale-up 46

3. Key success actors or developing a trial plan 47

4. Working with trial teams 50

5. Further inormation and assistance 51


42/144

36 Appendix A: Best practice implementation ramework

Preamble

In early 2011, the Department of Broadband, Communications and the Digital

Economy (the department) engaged McKinsey and Company to assist with

the detailed design, preparation and implementation work for possible National

Broadband Network (NBN) enabled trials. This work is now complete and was

used to develop this best practice implementation framework.

This NBN enabled trial implementation methodology, commonly referred to as the

nine-box framework will be used to support planning, design and implementation of

Digital Productivity initiatives. The framework has been informed by better practice

project management methodology and lessons from similar trials undertaken

internationally. The information presented in this guide is complementary to the

information provided at the cross-agency workshops conducted by the Department ofBroadband, Communications and the Digital Economy and McKinsey and Company

in June 2011, at which the nine-box framework was presented to agencies with

discussion of its practical application.

Agencies should use this nine-box framework to guide development of implementation

plans and complement other government better practice guides, such as the

Implementation of Program and Policy Initiatives. To assist with Implementation Plan

completion,atemplate(Appendix B)alsohasbeendeveloped.


43/144

37

1. Introduction

The National Broadband Network (NBN) is the largest infrastructure project Australia

hasembarkedupon.Itsaimistoprovidematerial,socialandeconomicbenetstothe

country over the medium-to-long term. The purpose of the digital economy strategy

and associated initiatives is to progress applications that take advantage of the NBN.

TohelpacceleratethedevelopmentofNBNenabledapplicationsthatwillbenet

Australian communities, the government is providing funding to support the design

and execution of a number of digital productivity trials. The objective is to identify and

promoteasetoftrialsthatwilldeliverclearandtangiblebenetstocommunitiesand

whicharebothsustainableandscalable,tobenetotherpartsofthecountryasthe

NBN is progressively rolled out.

Itisasignicantchallengetodevelopnew,sustainableandscalabletechnology

applicationsanddemonstratetheirbenetsinanunambiguousway.International

experience shows that there are multiple risks associated with such trials. For

example,thereistheriskthatprojectsfailtodeliversignicantbenetswithinthe

timeavailable,ordeliverbenetswithprohibitivecosts;thattheydeliverbenetsin

specic,small-scaleandshort-durationtrialconditionsbutfailtoestablishsustainable

or scalable operating models; or that the outcomes are disputed due to poor design

and a lack of adequate control groups.

This document describes a trial implementation methodology informed by lessons

learned and best practices internationally and which represents a rigorous yet

practical approach to achieving these goals.

The implementation planning framework detailed below has three sections:

the nine-box trial implementation planning framework;

important areas to focus on when developing a trial plan;

working with trial teams.


44/144


2. The nine-box trial implementationplanning ramework

Drawing on international experiences in developing technology trials (reviewingcauses of both successes and failures) and work with digital productivity teams

in Australia has resulted in the development of a robust, practical approach to

developingtrialplansthatwilldeliverspecic,measurablebenetstotargeted

communities in a scalable way.

Awelldevelopedtrialplanshouldcontainninespecicelements,asoutlinedinthe

nine-box trial implementation framework shown in Exhibit 1.


45/144

39

Exhibit 1: Overview o ramework

Overview o trial

1.1 Executive summary

1.2 Background

1.3 Trial goals and

objectives

1.4 Trial scope

Delivery system design

2.1 Map of delivery system

changes and feasibility

assessment

2.2 Identicationof

delivery system

interdependencies

2.3 Adjacencies of

technologies

Metric design and

evaluation

3.1 Denitionofsuccess

andpublicpolicybenet

3.2 Metrics to be tracked

3.3 Baseline, sampling

and objectivity

3.4 Metric tracking

methodology

3.5 Business case (trial,

national)

Change management

4.1 Assessment of

change requirements

4.2 Stakeholder

communication and

inuenceplan

Trial execution plan

5.1 Key deliverables

from trial

5.2 Milestone timing

5.3 Project team

and process

Risk managment

6.1 Identicationof

potential risks

6.2 Prioritisation of risks

6.3 Risk mitigation plan for

major risks

6.4 Privacy, consent and

ethics considerations

Training requirements

7.1 Stakeholder training

needs

7.2 Timing and process

Governance

8.1 Oversight structure

and roles

8.2 Review and

engagement panels

8.3 Audit/fraud control

8.4 Governance process

Post-trial scale up

9.1 Establishing enablers

for systemic adoption

9.2 Management of

equipment

9.3 Support of trial

participants

1

4

7

3

6

9

2

5

8


46/144


Box 1: Overview o the trial

This component of the trial plan provides a concise summary of the trial, particularly

the context and goals. Generally, there are four parts required:

Executive summary a short overview of the major features of the trial;

Background an overview of the context for the project and the public policy

issues it addresses;

Goals and objectives the goals and objectives of the trial should clearly link to

publicpolicyissueswithclearbenetstostakeholders.Agoodgoalisspecic,

measureable and realistically achievable within the time frame of the trial;

Trial scope describes the trials scope in terms of geography, time frame,

people, organisations, business processes and technology.

Box 2: Delivery system design

This is a critical element of the trial plan that is often neglected in the early phases

due to an over emphasis on the technologies. To make both the trial phase and

subsequent scale-up effective, it is critical to map how the delivery systems will

need to change.

Delivery system means the set of people, assets, processes, tools and interactions

which collectively will enable delivery of the service.

This element of the plan should therefore set out how the new application and

technology will interact with people and systems across the full value chain, and

what changes are required in the future delivery system. There are three aspects

to consider:

Map of old/new delivery system and major changes This is a map (graphical

or otherwise) of the major changes required in the delivery of the service. It shows

how the application/technology and new processes are relevant to differentstakeholders, and highlights interactions that could affect success. To do this it is

usually helpful to begin by mapping out the different stakeholders and detail the

changes they need to make in each aspect of the system;


47/144

41

Identication of delivery system interdependencies Most delivery systems

are complex, consisting of interdependent elements. To develop a well-sequenced

project plan, list the key factors required for each element of the delivery system to

work effectively;

Adjacencies of technology Many technologies can apply to more than one

purpose. Identifying these additional applications can help give insight into how

the application might evolve and how to scale it up in the future.

Box 3: Metric design and evaluation

Establishing clear measures of success is critical to setting the trial direction. This

ensuresthebenetsofthetrialcanbeevaluatedonceitiscomplete,andenlistsand

sustains the participation of stakeholders along the way. It takes time to do this well,but it is a worthwhile investment early in the trial design since it will inform many other

choices. There are several aspects:

Denition of success and public policy benet This is a qualitative and

quantitative description of how the overall success of the trial will be determined.

Thismustlinktotherelevantpublicpolicyandprincipalstakeholderbenets.

Importantly,trialsshouldtestthebenetsoftheNBNexplicitly,aboveandbeyond

alternative delivery models;

Metrics to be tracked Translatethedenitionofsuccessintospecicmetrics,focused wherever possible on hard outcomes. Generally, these need to balance

qualityofoutcomes,operationalprocessesandnancialimpact.Indoingso,

it is important to distinguish outcomes from activities or outputs. For instance,

deliveringanITsystemisnotanoutcometieddirectlytobenets.TheITsystem

mustenablenewwaysofworkingthatoffertangiblebenets.Oncethemetrics

are selected, it is important to ensure the study has the appropriate scope to test

them (that is, the sample size is large enough) and that the trial design permits

measurementofthosespecicbenets;


48/144


Baseline and objectivity Demonstratingabenetfromanapplicationrequires

somethingwithwhichtocompareitacontrolorbaseline.Therstchoiceis

whether the trial will compare performance before and after the introduction of

the application, or use a control group. If using a control group, there are several

options including randomisation and matched case controls. The choice needs

to take into account a number of factorsthe target audience for trial results and

their expectations, the type of trial application, the budget, and the availability of

participants. In medical trials, the gold standard is a randomised controlled trial,

where patients are randomly assigned to receive standard care or an intervention,

to remove selection biases from the equation. The randomisation process must

be performed carefully. One potential method is to give patients randomly-

sequenced, sealed, opaque envelopes with a unique number corresponding to

the assigned group;

Metric tracking methodology Thedifcultyofcollecting,storing,accessing,

analysing and reporting on data collected during a trial is often underestimated.

Trials can generate a large volume of information, often stored in different systems.

It is necessary to develop a process that can accommodate this complexity and

ensure data integration for reporting purposes. Ideally, this process should allow

for the collection of data throughout the trial to identify trends as they develop;

Business case (trial, national) The economic impact of any trial must be

assessed. There are two parts to this. Firstly, it is necessary to develop carefully thebudget to ensure delivery of the trial within the funds available. Secondly, it is helpful

to evaluate the economics of the application and the delivery system it enables at a

national level. This second step is sometimes neglected but is critical for assessing

the potential scalability and sustainability of the application and what the trial needs

to demonstrate to justify further investment and/or a broader deployment of the

delivery model and its enablers (for example, regulatory changes).


49/144

43

Box 4: Change management

All digital productivity trials involve changing the way people in the sector live, work

and deliver services. Developing a comprehensive and carefully-considered change

management plan is one of the most important actions a trial planning team can

take to increase the chances of success. It is easy, however, to focus primarily on

technology, neglecting the hard-learned lesson that changing human behaviours

(individually and as part of networked systems) is much more challenging than

installing hardware or software. Developing a comprehensive and carefully

considered change management plan is therefore one of the most important actions

a trial planning team can take to increase the chances of success. There are two

elements of such a plan:

Assessment of change requirements Identify the stakeholders and thechanges they are asked to make. The

using the nbn to improve government service delivery

Documents