which brand should i use? - open...

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The NSW Government logo is the primary branding emblem for all NSW Government agencies and entities.

The primary uses of this logo are for agencies’ and entities’ communications material. This includes stationery, reports, advertising, and brochures.

The NSW MAKING IT HAPPEN brand should be the primary logo used on all projects, programs and announcements that:

- Target economic growth and promote confidence in investing in NSW

- Build infrastructure, new precincts, public spaces and other developments

- Provide improved and smarter services, i.e. education, public transport, health, community services

- Other major activities and events supported by NSW Government.

Use of the State Arms (Coat of Arms) is “for any official purpose” by a state government agency or body. Agencies or bodies can determine for themselves appropriate use of state arms, taking the State Arms, Symbols and Emblems Act 2004 (Act), and the Guidelines for the application and use of the

New South Wales Coat of Arms into consideration.

State agencies and bodies do not need to seek any additional authority.

In accordance with Section 6 of the Act, no individual, organisation or entity (aside from state government

agencies or bodies) is permitted to use the State Arms or Symbols without the authority of the Governor or the Attorney-General. Therefore, all such requests must be directed to the State Attorney-General’s office for approval.

WHICH BRAND SHOULD I USE?

SERVICE DESIGN IN NSW GOVERNMENT 2015-16RE-FORM:

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We have produced the playbook to share the Service Reform approach, process and projects across govern-ment. A goal of innovating public services is not one that a single team or agency can achieve. It will only be achieved by the collective action of multiple public servants, teams, branches, divisions, agencies, leaders and ministers.

We started this journey in early 2015 with two workshops with senior gov-ernment leaders. The group defined a small number of exemplar projects which would demonstrate the practi-cal value of taking a digital approach. You will see some of those projects showcased on these pages. We have included them to bring the approach and process to life.

Many in government are already doing digital and design well. While the Service Reform approach incorporates learnings from your experiences, we produced the playbook less with you in mind, and more for those looking for new ways to solve old problems, to set up their

own digital capability, or even just run one project.

As well as learning from those who went before us, the playbook reflects private sector approaches to digital, design and innovation, and is highly consistent with the Digital Transfor-mation Office (DTO) approach.

A note on digital design, and innovation. These are words now used pretty freely and often interchange-ably. Understandably so, as there is a high overlap between the concepts. It’s a bit like the old saying about speed, low cost, and high quality: you can only have two of the three. The Service Reform approach to digital, design and innovation is that you can have any two, provided one of them is design.

It is possible to do digital without being innovative. Just putting what you do already online may well be worthwhile if not innovative as such. And you can be innovative without being digital – social impact invest-ment bonds are just one example.

But you can’t do either without design. That means conceiving and orienting what you are doing around the user or citizen perspective: what is the need we are trying to meet, what is the problem we are trying to solve, what is the policy outcome we want to achieve.

Finally, the playbook is open source and version 1. You are welcome to, and in fact we expect that you will, build on and improve the approach. Our goal is simply to save cycle time by not having to start with a blank sheet of paper so you can keep on with the important job of improving public services.

With our best wishes

Penny and the Service Reform team

P.S. In keeping with the potential for digital to be better and radically cheaper, the cost to produce the playbook was very modest – about $12 per copy.

TOWARDS BETTER

PUBLIC SERVICES

Welcome to the Service Reform playbook. While we hope you find it interesting, most of all we hope you find it useful, in ways small or large, now or in the future.

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DISPUTE RESOLUTION RENT PAYMENT PLAN TOOL

WHAT WE MADE

5 2 1 1

PROTOTYPES OPEN INNOVATION PROGRAMMES

INNOVATION PROCESS PRODUCT

DIGITAL NSWInnovative projects from across government brought together

DISPUTE RESOLUTION

Civil justice processes reimagined

LEARNER LOGBOOKMore than a digital version of the old-school book

ENGAGE NSWA system design to break down ‘us and them’ barriers and involve citizens in government decision-making

PREMIER’S INNOVATION INITIATIVE Finding private sector solutions to wicked policy problems

aNSWersStarted as a hackathon, now part of government’s open innovation approach

SERVICE REFORM METHODOLOGYA design and delivery process for better public services

NSW CUSTOMER SERVICE DASHBOARDCapturing the state of play in service delivery around the state

INSIDE TOWARDS BETTER PUBLIC SERVICESWHAT WE MADESERVICE REFORM METHOLOGY AND INNOVATION PROCESSDISPUTE RESOLUTIONAUNTY’S HOUSELEARNER LOGBOOKENGAGE NSWDIGITAL NSWANSWERSPREMIER’S INNOVATION INITIATIVECUSTOMER SERVICE DASHBOARDTHE SERVICE REFORM TEAM

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AUNTY’S HOUSE‘Breathing Space’ for secondary stage domestic violence survivors

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OUR MISSION

As a whole of government team, we design and deliver services with citizens, for citizens.

SERVICE REFORM METHODOLOGY – OUR INNOVATION PROCESS

In integrating these threads, we designed a bespoke process to provide a standardised approach to projects which would:

• be centred around users and focus on delivery of better outcomes

• start with understanding the problem or need to be addressed

• involve progressive cycles of testing and iterating

• keep the project small and costs low until – and if – there is evidence the new service is working

• include ‘minimum viable governance’ and ‘minimum viable documentation’

• include collaboration with relevant government agencies and external partners

• establish the sponsoring agency or another entity (not the Service Reform team) as the service owner

• provide seed funding up to the end of the prototype stage, with funding thereafter to be provided by the sponsoring agency or service owner

Although the methodology slightly pre-dated the creation of the Australian Government’s Digital Transformation Office (DTO), the common sources of digital and design meant a high level of consistency between the approaches of our two teams, even if some of the naming is different.

For example the DTO process is Discovery, Alpha, Beta, Run. This can be mapped to the Service Reform stages of Ideate, Prototype, Pilot, and Test, Scale and Run.

The process is the version as at June 2016. The intention was that the process and methodology itself would be tested and refined with each project.

When the Service Reform team was formed in 2015, the NSW Government did not have a standard digital or design process.

In accordance with its mission ‘as a whole-of-govern-ment team, [to] design and deliver innovative public services with citizens, for citizens’, we began with four core principles:

1. the desired outputs are public services which deliver better outcomes

2. the process is a collaboration with relevant agencies, external partners and users

3. Service Reform provides digital and design capability but is not the ultimate ‘service owner’ i.e. not responsible for managing the redesigned services ongoing

4. seed funding is provided for the early stages

Sara Hewitson, who led development of the methodology, drew on a number of sources and team members’ prior experience to develop a methodology from these principles.

The sources were common, private sector processes for digital and design, including human-centred design (design thinking) and agile project methodology. We reviewed and included aspects of the experiences of other public sector digital and design teams. And we prioritised the need to ensure funding was clear and appropriate levels of governance were ‘baked in’.

The opportunity for digital is to automate the routine, personalise the exception.

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DIGITAL INNOVATION PROCESS

OUR PROJECTS Get inspired and read more about a few innovative cases that we worked with under Y 2015/2016

design > prototype > pilot > scale > business as usual

IDEATIONCollaborate + Discovery + Ideate = Concept Brief and Service Design

SEED IDEAPaper Prototype10s of people

PLANT IDEAClick Prototype10s of people

NUTURE IDEAIterate 10s of people

PILOT IDEABeta – Development

100s of people

SERVICE REFORMProcess and tools

Project management

PROJECT TEAMComprises Service

Reform and agency(s)

Build and test project

deliverables

SERVICE OWNER*Stakeholder engagement

Evaluate test outcomes

Approvals

USERSEngage and test CX

Business case / agency funding

SCALE IDEALaunch

1 000s of people

SERVICE REFORMService blueprint (joint)

Implementation (joint)

Project management

PROJECT TEAMBuild and test project

deliverables

Progressive handover

to service owner

SERVICE OWNERService blueprint (joint)

Implementation (joint)

Approvals


RUN IDEABAU

SERVICE REFORMPIR

Benefits reporting

Share learnings

SERVICE OWNERRun


PILOT SCALE RUN

*from sponsor agency

Service Reform provides seed funding

PROTOTYPE EVALUATION

Assess assumptions Pivot and refine

OUR PROJECTS Read on to learn how the methodology worked in practice

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Problem The Civil justice system is currently viewed as being

somewhat inaccessible and non-inclusive. Citizens feel it

is too costly and complicated to enter into the dispute

process and that resolution of disputes takes too long.

This project was established to enable individuals with

civil disputes to feel empowered to resolve them faster

and cheaper.

Solution Housing disputes generate 41% of the NSW Civil and

Administrative Tribunal (NCAT)’s workload. Any im-

provement in this system would have a huge impact.

Human centred design methodologies were used to

identify the real user need. It was identified that citizens

did not know where to find relevant information once

they encountered a dispute.

In addition, they had been providing their information

and evidence to multiple government agencies, includ-

ing Fair Trading and NCAT. There was no information

sharing as there was no information sharing across

government agencies.

Multiple government agencies and advocacy groups

were interviewed along with citizens who had experi-

enced or were currently experiencing a housing dispute

matter. Human centred design methods were used

to map out current and future states for the solution.

In addition, a team of internal SMEs was set up to guide

the project and gain approval through multiple agencies.

DISPUTE RESOLUTION

MILESTONES

STAGE 1DISCOVERY

STAGE 2 DESIGN AND PROTOTYPE BUILD

BUILD AND TEST 1 PRODUCTION

7 WEEKS3 WEEKS EXTENSION 5 WEEKS

““

The Department of Justice, Courts and Tribunals saw that minor civil justice issues were relatively expensive and inaccessible. They approached Service Reform to help narrow down this problem into an actionable project, and to apply a service design approach to devising a solution. For this project we engaged Futuregov to augment the team’s resources.

“The work we started with Penny and her team marks an important first step in the wider reform of civil justice in NSW. The seemingly modest and simple changes we are making to facilitate early resolution of rental disputes have been designed to make access to the civil justice system simpler, faster and ultimately, fairer. Our intent is to apply this basic tool, once proven, to remodel the way individuals and businesses throughout NSW engage with the civil justice system to resolve a host of other common civil disputes.”

— Michael Talbot, Deputy Secretary, Courts and Tribunal Services, Department of Justice

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PROTOTYPE RENT REPAYMENT PLAN

AND REPAIR RESOLUTION

What we made Prototype 1: Focused on enabling tenants to submit

rental repair and maintenance requests via an online

tool directly to real estate agent.

Prototype 2: Allowed both real estate agents and

tenants to propose rental arrears repayment plans.

As the outcome of an NCAT hearing is primarily a

repayment plan, enabling this process to start earlier

and reducing the level of debt incurred during wait

time could result in a better outcome for both the

tenant and landlord.

Both prototypes provided a way to collect an evidence

base they could take into NCAT if negotiations failed.

Documentation is a base requirement for a hearing to

commence and these tools would stop citizens having

to re-prove and repeat their evidence as they move

through the dispute resolution process.

What happenedAs was planned from the outset, the project was

transitioned into the Justice team to take the

prototype and develop the product roadmap.

A production version of the 2 prototypes is currently

in procurement and funding proposal for the wider

civil justice systems is underway.

DISPUTE RESOLUTION

Agencies consulted:

Courts and Tribunal Services

Fair Trading

NCAT

User testingCustomer insights Customer interviews

PROTOTYPE 1

A FUTURE ONLINE DISPUTERESOLUTION EXPERIENCE

PROJECT PROCESS

PROTOTYPE 2

Online tool for tenants to submit rental repair & maintenance requests via an online tool

Online tool for both real estate agents & tenants to propose rental arrears repayment plans

Evidence documented online if case proceed to NCAT. Saves time.

ONLINE DOCUMENTATION

PRODUCTION VERSION of prototype is in procurement

User testingCustomer insights Customer interviews

““

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Problem Australia has one of the worst rates of intimate partner

violence in the OECD. In NSW alone, Police dealt with

29,227 reported incidents of domestic assault in the

year to March 2016. Domestic violence is a complex

issue – truly one of the ‘wicked problems’ confronting

our state and country. And whilst increased awareness

is driving up reporting rates, more than two thirds of

incidents are never reported and the incident rate shows

no sign of slowing. Meanwhile, the domestic violence

sector is struggling to meet demand for accommodation

and to generate data that could inform more effective

service design.

The Aunty’s House team came to Service Reform armed

with several months of interviews with survivors, and

some critical insights that underpinned their strategy.

Their key question was “How might we enable her to find

breathing space in her relationship, access to safety plan-

ning and other professional services, before her life be-

comes critically endangered?” In other words, how might

we help change her course from from victim to survivor?

CONTEMPLATES OR ATTEMPTSTO LEAVE

• Violent episodes increase in frequency & severity over time

POSITIONING

SEVERITY OF VIOLENCE

TIME

• *’Escalation’ describes the process by which controlling behavior becomes more frequent, less disguised, more damaging, and closer to lethal over time

CRISIS ACCOMM / REFUGE - 20%

EARLY INTERVENTION - 80% AUNTY’S HOUSE LIVES HERE

• 7-27 incidents before she makes a complaint / interacts with the System • Pattern of escalation*

pegged on three familiar phases: Tension-building phase, Explosive phase and Honeymoon phase

TENSION-BUILDING

EXPLOSIVE

‘HONEYMOON’

MILESTONES

SURVIVOR AND SECTOR EXPERT conversations begin

AUNTY’S HOUSE

2015INCUBATED IN SERVICE REFORM TEAM facilitates increased access

PIVOT AWAY FROM DIRECT P2P MODEL based on consultation and insights

ONGOING R&D 3-5 Survivor interviews per week May – Oct to inform Survivor journey. V1 prototype produced.

Aunty’s House is a digital intervention to facilitate early help seeking by women in the early stages of domestic violence. The founders were referred to Service Reform in May 2015 for incubation and further consultation with government agencies. The intent was to expose the early-stage concept to experts and to develop it into a workable service blueprint and digital prototype that could be tested in the field.

MAR APR MAY JUN JUL AUG SEP

EXTENSIVE SECTOR RESEARCH AND JOURNEY MAPPING – both Survivor and Host. Host focus groups held. UX and V2 wire-frames produced based on insights gathered.

Meet Minister’s Team to INTRODUCE CONCEPT

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Solution Aunty’s House founders hypothesised that community

resources could be used to increase a survivor’s access

to important, professional DV services. By providing

needed ‘breathing space’ in the form of temporary

accommodation offered by a volunteer ‘Aunty’, we

could open up an opportunity for her to seek help

at an earlier stage, and equip her with strategies to

reduce risk and stay safe. Effectively, the proposed

service would act as a circuit-breaker to interrupt

the escalation of psychological and physical abuse.

What we made Following several further months of consultation with

government agencies and sector experts, a service

blueprint, including digital user journeys for Survivor,

Host and Caseworker were designed and produced.

A clickable prototype was also created, to demonstrate

how a user might interact with the service. Extensive

consultation was undertaken to validate the service

design, with particular attention to mitigation strategies

around identified areas of risk. The service was model-

led as a partnership proposition for NGOs and made

ready for real-world testing in a closed-community pilot.

The aim was to test the viability of digitally facilitated

community accommodation as a secondary interven-

tion, and whether this ‘breathing space’, in combination

with professional wraparound services, would deliver

better outcomes on both individual survivor and

community levels.

What happened The founding team has advanced discussions with

leading NGOs and at the time of printing is hoping

to proceed to trial before the end of 2016.

AUNTY’S HOUSE

2016

If a survivor could come into safe accommodation for a night, to reorientate or review her safety plan, then we would have fewer women who reach that high risk, crisis status and who require urgent intervention.”

— NGO leader

OCT NOV DEC JAN FEB

SCOPING OF DIGITAL PLATFORM AND TRIAL MVP WITH PIVOTAL LABS, SYDNEY. Develop design for field trial. Ongoing sector consultation. Passed NSW Govt Digital Council Gate 2 (Nov).

ONGOING SECTOR CONSULTATION. Passed NSW Govt Digital Council Gate 2 (Nov).

OUTCOME: Whilst agencies were broadly supportive, sponsorship was unable to be secured at the date of publication.

Multiple agencies consulted in process of SEEKING SPONSORSHIP for Pilot.

Agencies consulted:NSW PoliceFamily and Community ServicesWomen NSWDepartment of Premier and Cabinet

SCREENING AND REGISTRATION SECURITY CONNECTION TRANSPORT

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Problem A paper logbook was not only old-school, it was

inefficient, needing manual inputs and calculations.

Rather than encouraging or enhancing learner driver

competency, it was focused only on recording the

number of hours a driver spent on the road. While

we knew a digital solution could do so much more

than its paper counterpart, it was critical that it not

distract drivers, supervisors or instructors!

Solution The solution was to enable something better than

a digital version of a paper logbook. Service Reform

lead a Discovery phase to research the learning-to-drive

experience for learner drivers, parents, driving instruc-

tors, and relevant government staff, including mapping

the customer journey and identifying problems and

unmet needs. An innovation challenge was developed

where the results of the discovery phase would be

shared with the start-up community and a competition

held for a new and better digital logbook.

OPPORTUNITY STATEMENTS FROM USER RESEARCH

Learner Driver Logbook Research 28 January 2016 Page 9


1. How might we digitally capture andshare the information required in today’s paper based log books; removing or reducing the need for manual inputs and calculations?

2. How might we focus the logbook experience on assessingand building learner drivercompetencies?

3. How might we ensure that logbooks do not distract learnerdrivers, supervisors or instructorswhile they are on the road?


Well done!

In December 2015, the Minister for Innovation’s Office asked us to investigate how a digital logbook could be developed for NSW’s learner drivers. The project – a collaboration between Service Reform and Transport for NSW – set out to develop a process and model to enable the design and delivery of the digital logbook, using the start-up community to build and own the solution. Meld Studios assisted with the user research.

LEARNER LOGBOOK

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What we made The outputs were an innovation challenge process and

approach, supported by a customer journey map and

a set of defined opportunities (unmet needs and prob-

lems) for the start-up community to design and build a

digital logbook. The innovation challenge involved three

stages; broadcasting a call-out to start-ups and holding

meet-ups to discuss the opportunity, an application pro-

cess and pitch event at which up to three winners would

be selected, and then an incubation stage during which

the winners would work with government to build and

pilot a minimum viable product. If successful, the service

would then be rolled out more widely.

What happened The project was handed over to Transport for NSW

and Roads and Maritime Services in March 2016, to

run the innovation challenge and deliver the solution.

The challenge was announced in early June 2016.

LEARNER LOGBOOK

Agencies consulted:

Transport for NSW

Roads and Maritime Services

Service NSW


Opportunities that need to be addressed in initial prototypes:







4. How might we capturepoor novice drivingbehaviour as it occurs;using this information toenable future learningexperiences?

5. How might we connect learner drivers, provisional drivers and supervisors so that achievements are recognised, learning is maximised and overall driver outcomes areimproved?

6. How might we enablesupervisors to becomemore effectiveinstructors?

7. How might we create an ecosystem that is integrated, seamless and connected for everyone on the learner driver journey?

Workshop 1: 17 December, 2015

Workshop 2: 14 January, 2016

Workshop 3: 20 January, 2016 (All from first workshops aside from one)

Participants at workshops

Workshops

Document outputs

Transport for NSW

Department of Finance, Innovation and Services

Department of Finance, Innovation and Services


Department of Transport

NewlyLicencedDrivers

SupervisorsLearnerDrivers

Examiner

ServiceNSW


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ENGAGE NSWA group of senior government leaders met in early 2015 to identify opportunities for whole-of-government digital initiatives. One of their recommendations was a way to more deeply engage a broader spectrum of citizens in government’s policy formation and decision-making process. After in-depth discovery involving both citizens and agencies, Engage NSW, a system design for citizen engagement, was born. Nomad developed an early prototype and we worked with Engage2 to populate the system model and develop an implementation plan.

PROBLEM STATEMENT

Engage a broader, more representative segment of the NSW community

WHO WHAT WHY

with more meaningful engagement opportunities

to enable a deeper understanding of the real needs of NSW citizens, and accurately inform policies and services that better meet them to make the state a better place

Problem A significant proportion of citizens feel disengaged with

government and aren’t particularly inclined to involve

themselves in the current government consultation pro-

cess. Our conversations with citizens helped us to group

the reasons along a ‘pain points’ continuum.

Broadly, citizens felt they 1. weren’t made aware of

issues that might impact or interest them, 2. didn’t

know what issues were important to their peers or

communities, 3. didn’t know how to engage with gov-

ernment, and 4. if they did engage, found the process

time consuming, cumbersome and murky. Most impor-

tantly, they didn’t believe their views would be heard,

and couldn’t see how their inputs made a difference.

For government agencies, there were serious inefficien-

cies around both gathering and reporting on citizen

submissions, and concerns that large segments of the

population were being excluded from sharing their

opinions. They were concerned about the risk that their

policies and services would not reflect the views and

needs of the majority of citizens.

Solution Involving both government agency representatives

and members of the community, we designed a whole

of government Engagement Ecosystem to reach and

involve citizens in decisionmaking. With a Community of

Practice bringing together representatives from govern-

ment’s engagement hot spots, we proposed to build a

sandbox-type environment to share best practices and

develop and test digital tools. From this nub, a digital

toolkit to facilitate, deliver, track and report on engage-

ments would be built up and made available to agencies .

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The toolkit would include data aggregation and real-

time, dashboard-style reporting mechanisms to make

insights gathering, reporting and sharing more stream-

lined. This resource would be supported by a lean team

of engagement specialists who could plan engagement

projects, advise on configuration and deployment of

tools, and co-ordinate all aspects of the engagement

process.

What happenedThe system design for Engage NSW has been moved

into the Innovation Team within DFSI.

ENGAGE NSW

CUSTOMER ENGAGEMENT PORTAL – EARLY PROTOTYPE

OUTCOMES ENGAGE NSW

01More informed and better quality feedback and inputs to agencies

A collective repository of community data across a wide range of issues and that can track and measure efficiencies, engagement and SROI

Increased citizen satisfaction scores with government

An increased number and a broader range of citizens engage

02 03 04Efficiencies for agencies / policmakers in gather-ing and reporting citizen inputs to decision mak-ers about issues, impacts and reactions

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DIGITAL TOOLKIT

MAY INCLUDE:

• Profile Creation (inform /gameify)

• Register for Updates• Maps / Search by location• Social Media listening• Interactive document

publishing• SEO Guidelines• Community Management

guidelines & resources

DATA AGGREGATION DASHBOARD STYLEREAL-TIME REPORTING

Synthesise & derivequant and qualinsightsfrom engagement

Aggregatehighly-engagedaudiences

Automate copy changes from agencies

ENGAGEMENT COMMUNITY OF

PRACTICE

Real world / digital

experience

SEO / SEM

Non-Gov sites e.g.

change.org

SocialMedia

Agency sites

New hub site

(future release)

NSW.GOV

Have Your Say

ENGAGEMENT AS A WHOLE OF GOVERNMENT SERVICE

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Problem Although NSW Government was producing a consider-

able amount of work in the digital space, the initiatives

and case studies were largely buried in various ‘siloed’

agency properties. This made it hard to find, difficult

to appreciate and evaluate as a ‘body’, and challenging

to surface and share inspiration and learnings across

government.

Solution A period of Discovery identified a number of digital

and innovation hotspots in government agencies,

and a variety of initiatives worthy of showcasing.

A content-driven website was conceived to bring

together these projects in a dynamic structure that

could grow and change based on the nature of

the content.

MANY ONGOING DIGITAL PROJETS

PROJECT PROCESS

MISSION: CREATE A CENTRALISED LOCATION FOR DIGITAL BEST PRACTICE

SOLUTION: CONTENT DRIVEN WEBSITE CONCEIVED

DIGITAL NSW

Service Reform was by no means the only team of digital delivery experts within NSW Government. Many government agencies have also been making waves in the digital realm, producing digitised transactions, apps and sites to fulfil a broad variety of user needs. Digital NSW — a showcase of digital best practice from around government — was an opportunity to bring together this work in a centralised location, make it more visible and discoverable, and share insights with citizens and Adelphi assisted with product delivery.

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What we made Digital NSW was built out to a functioning prototype,

taken through User Acceptance Testing, and made

ready to deploy live.

What happened The planned go-live date for the site coincided with

the early development of the government’s Innovation

Strategy, which would need its own digital presence.

It was decided to repurpose Digital NSW’s design,

content, initiatives and materials in order to support

the creation of a new site dedicated to accelerating

innovation more broadly across NSW. A new site was

launched to consult with the innovation community

and gather inputs into the new strategy.

Agencies consulted:

Office of Environment and Heritage – NSW National Parks and Wildlife Service

NSW Rural Fire Service

Planning and Environment

Family and Community Services

NSW State Library

NSW Ministry of Health

Electorial Commission NSW

Destination NSW

NSW Environmental Protection Authority (EPA)

Service NSW

Department of Premier and Cabinet

NSW Department of Industry

DIGITAL NSW

GATHER TOGETHER OUR DIGITAL PROJECTS FOR

easy accesssharing inspiration digital learning

MILESTONES

SEPAUG NOV

Vendor chosen. Design/look and feel of Digital NSW created and agreed upon.

Digital NSW prototype built out with all agreed upon functionality

UAT for prototype as well as content entry and approvals.

GO LIVE3 DEC

DECOCT

Discovery phase. Liaised with multiple departments to source content and build relationships.

2015

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Problem There is a recognition across government that solutions

to policy and service challenges can come from outside

the public service. Service Reform was asked to review an

early example of an open innovation program – apps4nsw

– which has been running for over five years. apps4nsw

was a hackathon-based event intended to encourage

the use of government data.

Solution Service Reform designed an updated innovation program

called aNSWers, designed to enable startups and other

organisations to solve practical service delivery problems.

Interviews and workshops with previous participants of

apps4nsw events and the wider developer community

showed a high level of interest in helping government

where the focus is on solving real problems.

MILESTONES

PROCESS DEVELOPED

AUG PROJECT STARTED

SEP ANALYSED RESULTS OF PREVIOUS EVENTS

IDEATION CUSTOMER NEEDS ANALYSIS

ROOT CAUSE ANALYSIS

PROBLEMDEFINITION

BROADCAST CALLOUT

INNOVATIONMEETUP

APPLICATIONSCLOSE

OCT USER RESEARCH

aNSWers, a program to enable startups and SMEs to help government solve practical service delivery problems, originated as a hackathon and

has now become part of the NSW Government’s open innovation approach.

“We want to build a business not an app.” “‘There’s an app for that’ mentality is disappearing. The program is going to need to look at… solving a broader problem where technology is one element of the solution.”

“It needs to solve problems. Give us access to people in Government who we can talk to about the problems they have.”

2015

— Stakeholders

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aNSWers

What we made The design of the aNSWers program included a new

brand, purpose, and process. This reflected feedback

from our research and how innovators might most use-

fully help deliver better public services. The new purpose

is to solve practical service delivery problems or oppor-

tunities. The process involves three stages; broadcasting

a call-out to innovators and holding meet-ups to discuss

the opportunity, an application process and pitch event

at which up to 3 winners could be selected, and then an

incubation stage during which the winners would work

with government to build and pilot a minimum viable

product, and then roll-out it out more widely if

successful.

What happened The aNSWers program is ready to launch. An initial

test of the process will come through the Learner

Logbook innovation challenge described on page

10 in the playbook.

PANEL FILTERAPPLICATIONS

FINALISTSANNOUNCED

FINALIST REFINE PITCHES

PITCH EVENT

WINNERS ANNOUNCED

INCUBATOR PROGRAM

SCALEAGENCYPILOT

FEB NEW PURPOSE, PROCESS AND BRAND DEVELOPED

MARREADY FOR LAUNCH2016

4-STAGE RESEARCH PROCESS:

Review

10 min online survey with past participants n=51

Industry learningsBest practice review of other co-design programs

6 x industry expert in-depth interviews

Exploration and idea generation 5 x 2 hour ideation sessions with potential audiences

Plus interactive co-creation lab with the Department and potential audiences interviews

Quantify12-minute online survey with potential audiences n=100

OUR RESEARCH SHOWED THAT THE ABILITY TO MAKE A REAL CONTRIBUTION

TO SOCIAL ISSUES IN AUSTRALIA WOULD BE A KEY DRIVER OF PARTICIPATION

54%22%

12%6%

2%

Social and community change

Personal challenge and development

Financial gain

To be part of a community / collaborate

To be part of something big

To solve real social challenges

To help create real change

To add value to Australian society

To challenge yourself

To find an idea I can make money out of

To learn new skills

To be part of a community

To progress in my career

To win the prize money

To work with people with different skills to myself

To be part of the next big thing

To take some risks

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PREMIER’S INNOVATION INITIATIVE

PROCESS

SCOPING

PRE-LAUNCHESTABLISHMENT

(4-6 WEEKS)

IDEATION 1 (AGENCY ONLY)

IDEATION 2(PRIVATE SECTOR)

LIVING LAB FINALISTS

SELECTION LIVING LAB PILOT

PHASE 1 LAUNCH

PRIORITY AREA ANNOUNCED

OPPORTUNITY SELECTION

PITCHEVENT AGENCY LED

FOR HANDOVER TO PILOT

PHASE 2 CONCEPT DEVELOPMENT

+ PITCH (8 WEEKS)

PHASE 3 EVALUATION(2 WEEKS)

PHASE 4 PROTOTYPE(16 WEEKS)

FINALISTS SELECTED

PILOTCHECKPOINT

The Premier’s Innovation Initiative (PII) is an open innovation program with the purpose of solving policy problems using innovative private sector solutions. Service Reform was asked by the Department of Premier and Cabinet to review Round One of the Premier’s Innovation Initiative and design and run Round Two.

Problem While Round One was successful at attracting a large

number of proposals, there was a need to review the

timeliness and effectiveness of the process to maxi-

mise the likelihood of successful innovations.

Solution A new innovation program and process was designed

based on three principles:

Policy problems to be specific but not overly narrow

Process to be aligned with how innovators and entre-

preneurs actually work, and Governance to be stream-

lined to support a faster and more evidence-based

process. “We need a process aligned to innovation rather than procurement”

“Focus on real problems, and problems that matter”

— Stakeholders

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PREMIER’S INNOVATION INITIATIVE

OUTPUTS: ACTIVITIES DEFINED

PROBLEM DEFINITION• Identify defined set of

focus areas

• Prioritised clear problem definition statements in ‘must solve’ and ‘nice to solve’ category areas

• Formal applications for ideas to solve defined problems from non-government sector

LIVING LAB • Select concepts to move forward

• Problem definitions validated by customers

• First set of deliverables and roadmap presented

• Identify business model of solution

• Pitch deck of each concept for formal pitch process and finalist selection

SELECTION

• Finalists selected

• Seed funding made available (subject to criteria)

LIVING LAB • Meet with selected participants

• Prototype design + testing

• Agency testing, cost-benefit analysis, implementation planning

• Delivery into implementation + rollout to users/citizens

• Post program review and report on KPI’s, success against measures and learnings

The new design was based on feedback from inno-

vators, incubators, and public servants involved in

Round 1. It was also to be supported by small amounts

of seed funding for innovators with no alternative

source of funding.

What we made The new program and process comprised four stages;

launch, concept development and pitch, evaluation

at the end of which finalists would be selected, and

prototype.

The intention was that ideas and potential solutions

would be progressively tested and iterated, with a view

to taking forward those for which there was evidence

they worked, i.e. passed tests of technical feasibility,

commercial viability, and likelihood of use by the target

audience. The intention was that the policy problems

that were taken through the process be selected from

the Premier’s and State Priorities.

What happenedThe new program and process was shared with and

approved by key stakeholders including Department

of Premier and Cabinet, DFSI, Treasury, and the Minister

for Innovation’s office. The process was also supported

by an implementation plan. The launch of the process

has yet to be finalised.

The core principle for the new innovation process is to test for the three elements of successful innovation. aNSWers and the Premier’s Innovation Initiative programs have been redesigned from the ground up to ensure alignment of the three elements.

PRINCIPLE FOR SUCCESSFUL INNOVATION

VIABILITY(Commercial)FEASIBILITY

(Technical)

DESIRABILITY(Usability)

PROGRAM OVERVIEW:SEED FUNDING SUPPORT MODEL

Successful finalists will have a seed investment

available (up to a specified cap) subject to the criteria.

Any seed funding provided will be offset if a solution

is implemented with a Government Agency.

The participant is classified as a Small to Medium

Enterprise

Funding is required to bring

the product to market and no other funding resources are

available

+Seed Investment

Availability

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Problem There was no central view of service delivery across the

NSW Government. While data was publically available,

it was difficult for anyone to find and interpret. The

ability for senior leaders to manage service delivery

was therefore limited.

Solution A digital dashboard to visualize data capturing the ‘state

of play’ for whole-of-government service delivery at a

glance. The intent was for the dashboard to support a

cultural step-change across government towards a

focus on customer (citizen) needs. It would do this by

presenting a single, easy to understand and up-to-date

view of the performance of key services from a citizen

perspective.

CUSTOMER SERVICE DASHBOARD

JUNE 2015 Prototype presented to Premier 20162015

MILESTONES

DECEMBER 2015 Dashboard launched by Customer Services Commisioner (PC and TV)

FEBRUARY 2016 Mobile version of dashboard launched

MARCH 2016 White label ready for use by other Agencies including: Premier’s Top 12 Dashboard, Premier’s State Priorities Dashboard and Minister Dominello Portfolio Dashboard.

END 2016 Public Release

It’s all about scalability

The NSW Customer Service Dashboard was initiated by the Customer Services Commissioner on request by the Premier in early 2015. Development of the dashboard was undertaken by the Service Reform team in collaboration with government agencies including Transport for NSW, Police, Health, Education, Office of State Revenue, Planning, Industry, Family and Community Services and Service NSW.

The Dashboard provides the Premier, ministers and secretaries with instant visibility of the performance of key indicators of NSW Government services from a customer perspective. M.I.P. and Customer Experience Company assisted with product delivery.

The dashboard platform was built using Tableau and Alteryx, which allows flexibility, scalability and replicability.

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What we made A user-friendly dashboard where performance can

be understood at a glance. Additional drill-down detail

is discoverable upon ‘click’ and can be filtered using

criteria such as location, type of service and timeframe.

What happenedThe NSW Dashboard prototype was installed in the

Premier’s office to trial its usefulness. Feedback was

gathered and changes made before it was released

to ministers and secretaries. A round of user testing

is currently underway to gather citizen feedback and

make improvements.

The benefits of having a real-time dashboard were

quickly realised and other areas began requesting

dashboards, including the Premier’s Implementation

Unit, Minister Dominello’s office and the Department

of Justice.

2016 PRINCIPLE 1 Intuitive and easy to understand performance at a glance.

PRINCIPLE 2 Metrics are relevant to customers and collectively representative of overall government service delivery.

PRINCIPLE 3 Flexible and scalable platform to enable ongoing iterations.

CUSTOMER SERVICE DASHBOARD

Industry

Transport for NSW

NSW Health

Planning

Service NSW

Agencies consulted:

NSW Police

Education

Finance, Service and Innovation

PRINCIPLE 4 A ‘one NSW Government’ snapshot.

PRINCIPLE 5 Wherever possible, use real time data to ensure daily relevance.

PRINCIPLE 6 Infrastructure to capture as much data as possible via ‘straight through processing without the need for manual uploading.

DASHBOARD DESIGN PRINCIPLES

INDUSTRY

EDUCATION

COMMUNITYSERVICE

TRANSPORT PLANNING

TOP LINE VIEW HEALTH

CRIMES

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\

Penny Webb-SmartExecutive DirectorService Reform Methodology, all projects

Andrew WolfsonProject ManageraNSWers, Digital NSW, Engage NSW, Customer Service Dashboard

Simone EllisService DesignerAunty’s House, Engage NSW

SERVICE REFORM TEAM

Stephanie SalterDigital DirectorDispute Resolution, Customer Service Dashboard, Aunty’s House, Engage NSW, aNSWers, Service Reform Methodology

© State of New South Wales (Department of Finance, Services and Innovation) 2016. For current information go to

www.lsb.justice.nsw.gov.au/lsb/nswcopyright.html. This work (apart from Aunty’s House and any State arms, symbols or

trademarks) is licensed under the Creative Commons Attribution 4.0 licence. See http://creativecommons.org/licenses/by/4.0/

for details.

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\

James CanavanPractice ManageraNSWers, Customer Service Dashboard, team management

Melissa McLarenService Design Co-ordinator Learner Logbook, Engage NSW, Premier’s Innovation Initiative

Andrew KimProduct ManagerCustomer Service Dashboard

Matt PopeProgram ManagerPremier’s Innovation Initiative, aNSWers, Learner Logbook

Thank you to...

The work that we have done would not have been possible without the contributions

of many partners and collaborators, including the Digital Council (Michael Pratt,

William Murphy, Tim Hume, with Michael Talbot and Tony Braxton-Smith), a wide

range of helpful and insightful public servants, external partners and previous Service

Reform team members. We are grateful to you all for your assistance and input.

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DIGITAL, DESIGN AND INNOVATION ARE NOW USED FREELY AND OFTEN INTERCHANGEABLY IN THE GOVERNMENT REALM

The NSW Government’s Service Reform team, operational between February 2015 and June 2016, brought together all three disciplines in its citizen-centric approach to the design and delivery of better public services.

How might we re-imagine civil justice disputes? How might we safely address domestic violence in its early stages with community resources? These were just two of the problems defined and addressed by the team in the course of its work. Read more about these and other innovations in this playbook, as well as the bespoke methodology we developed and practiced.

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