The NSW Government will make significant investments into the ICT architecture needed to allow its bold experiment in service delivery, Service NSW, to integrate information and services that have been trapped in agency silos for decades.
By 2014-15, Service NSW is scheduled to operate with the backing of a single hosted IT platform that will cross agency boundaries.
By 2016 this IT architecture will allow employees to generate a single view of the customer, assisting in the delivery of the 210 different low risk, high-volume services it will transact, such as drivers licence and business name registrations, liquor and gaming licences, and birth, death or marriage certificates.
With this integrated architecture in place by 2016-17, the Government plans to look towards outsourcing the future operation of Service NSW’s functions to a third party supplier.
A detailed plan for the roll-out of Service NSW has been released by the NSW Department of Premier and Cabinet (DPC) as part of its recruitment of a Chief Executive Officer to lead the initiative alongside the State’s first Customer Service Commissioner Mike Pratt.
The CEO will head the soon-to-be-established statutory body which will fall within the DPC cluster of agencies. He or she will command an annual budget reaching $110 million and will have as many as 900 indirect reports says the position description, hinting at the anticipated size of the Service NSW operation.
The establishment of Service NSW has been broken up into five year-long tranches, beginning with the ‘Foundation’ stage in 2012-13 in which the Government hopes to have opened 18 one-stop-shops, a 24-7 telephone contact centre and a web portal providing access to more than 200 transactional services.
As previously reported by Intermedium this initial stage has also included approaches to market for a fully integrated hosted contact centre platform, a fully integrated hosted case management system and services associated with the establishment of a desktop environment for Service NSW. All three approaches have been conducted through relevant State Contracts.
Tranche two, the ‘Transformation’ stage will see this consolidated technology architecture finalised, a single integrated web portal completed, and improved reporting and analytics implemented at the operational level.
‘Integration’ in 2014-15 will see advanced reporting and analytics deployed for the use of government resource allocation and the integrated Service NSW IT platform fully completed. Then 2016-17 will be a year of ‘Optimisation’ ahead of what the O’Farrell Coalition hopes will be a “picture of success” by 2018.
The NSW Government anticipates that if all customer-facing service delivery can be covered off by a single agency it will drive down transaction costs through economies of scale and leave other agencies to focus on their specialised business areas.
If the Service NSW journey proves to be a success it could well become a model adopted by other jurisdictions, especially those that have already started down this path with less comprehensive one-stop-shop style operations.
In Queensland, for example, the new Government still appears to be committed to its QGov Online integration initiative (which applies to online information and transactions only) despite a changing of the guard.
South Australia has completed a similar overhaul, making all of its online content available through a single uniform portal.