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Delivering Better Information and Services

By

  • Huddle
  • Bienalto
  • Victorian Government

Description

In 2014, the Victorian Government released the ICT Strategy and Digital Strategy that focused on improving the customer experience through the use of digital channels first. To achieve the goals in the strategy, the digital engagement team asked Huddle to help them in its customer-centred approach to design and delivery of government information. They also wanted to drive promotion of an enhanced cross-departmental and customer collaboration approach to the design of information and in the way the team with operate across Victorian Government agencies.

Key Features

1

Synthesising a broad user group and service model.
The scale and complexity of the design problem made it unusual. All Victorians use Government information and services so the user group is incredibly diverse in demographic, need, attitude and behaviour. The amount of information and number of services offered across Government is diverse and varied in style, quality and delivery method. How can we meaningfully understand and deliver improvements across the board? We delivered customer and organisational Insights, Design Principles and Recommendations. We created a toolkit that allows VicGov to map customer and organisational journeys, ideate solutions and evaluate services themselves.

2

Providing simplicity in complex contexts.
We found there are six Need States where there exists a commonality in customer behaviour aligning to their need at a specific step in their journey in finding information or using services. Need States show how and where customers behave similarly across a very broad context of information, services and demographic, that they prefer specific channels and experience similar pain points. Armed with this knowledge, we can better design each stage in the journey by improving the primary channel experience, pre-empting the secondary channel and resolving or avoiding associated painpoints.

3

Creating collaboration and embedding impact.
The project involved stakeholders across a wide range of VicGov departments: immersion in depth interviews, cultural probe with stakeholder review and analysis sessions, attendance at customer workshops, organisational workshops and a service jam bringing government departments and customers together. This enabled a real knowledge and understanding of customers and their stories. Workshops not only enabled collaboration but the prototyping and iterating of the toolkit. Stakeholders became more familiar with the tools and also had a chance to input into them, giving them ownership and knowledge to take back to their departments.

4

Changing nature of conversations.
The project and deliverables have changed the nature and focus of conversations within teams in the government. The team now focuses on discussing the citizen and their needs first, whereas in the past the focus would have been on the Government solution. The team now regularly challenge each other as to what a citizen might say and refer to relevant examples and link to the need states. We no longer talk about personas and talk about the citizen needs instead. We also include citizens in prototyping sessions.

5

Changing ways of working.
The work was presented to the Whole of Victorian Government Digital Group and continues to be presented to other Government departments and DTO interstate. Everything we now develop is linked to the design principles, which are included in procurement documentation for vendors working on digital projects. Trade Victoria used the tools to design their on-boarding processes for participants to Outbound Trade Missions. The work guided the preparation for future digital reform projects across the Department of Premier and Cabinet.
A great result and demonstration of commitment to the customer centric reform we are championing. 

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