| 4. In which ways is the initiative creative and innovative?
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Project: Govt.nz redevelopment (beta.govt.nz)
Related blog posts and articles
• There is a series of project blog posts from mid-2012 [webtoolkit.govt.nz/blog/category/newzealandgovtnz] In particular:
• Civil Service World (UK) article [http://www.civilserviceworld.com/letter-from-new-zealand-how-weve-taken-inspiration-from-the-uks-digital-public-services/] (September 2013)
• Business Insider e-newsletter article [http://www.business.govt.nz/news-and-features/govt.nz-2013-government-services-at-your-fingertips?utm_medium=email&utm_campaign=November-2013-BusinessInsider-37&utm_content=November-2013-BusinessInsider-37+CID_cd7b9fdd4618f7e8d710d3fe78184777&utm_source=Bu] (November 2013)
• Huffington Post article, “International collaboration helps the digital revolution go round” published jointly by UK and New Zealand Ministers (date TBD).
Strategy implementation
Beta.govt.nz went live in August 2013. The project team continues to: iteratively develop based on user testing, feedback and the prioritised user stories; fact check and update content; add new content; adapt the information categories as needed.
The project plan titled, Project Plan – Govt.nz Move into Production, is attached for full details. The key elements of this project included:
• drawing on lessons from developing the alpha prototype [https://webtoolkit.govt.nz/blog/2013/03/we-built-a-site-just-to-throw-it-away/]
• providing ‘thin content’ which is more extensive than the current ‘links farm’ content; this content will summarise information relevant to user journeys (the path that a visitor takes through a website or sites), with links to detailed content and transactional services on agency websites
• providing context to inform those users’ journeys that may require interaction with multiple agencies
• connecting users to the correct agencies and service providers in order to complete their user journeys with government
• simplifying the complexity of transacting with multiple agencies by offering clear, concise information organised around user needs, not government structure
• ensuring that all users could access the information on the website by adhering to the Web Standards [https://webtoolkit.govt.nz/guidance/]
• basing the content on an improved information architecture, which is built on a foundation of ongoing user testing, feedback and analytics
• using an iterative Scrum methodology [http://www.scrumalliance.org/why-scrum/scrum-for-the-agile-organization] to maximise return on investment and reduce risk
• re-using front end web templates from the gov.uk website, which were open sourced; they were repurposed for the New Zealand context to save time and cost
• using responsive design – an approach that enables easy viewing on many devices, from desktop computers to mobile phones and tablets.
This implementation is based on user needs as identified by user experience testing and analysis by an external vendor to ensure the needed level of objectivity. These needs are outlined below.
User needs and solutions
Issue: Simplifying the complexity of information.
Solution:
• Rigorous adherence to plain English standards for all content.
• Using appropriate visual design and rich interface features to remove complexity while ensuring usability.
• Creating an information architecture that provides multiple pathways to information.
• Greater focus on explicitly linking information about services and transactions connecting content into larger user journeys.
Issue: Inconsistency of government websites causes significant difficulty for users and often leads to task abandonment.
Solution: Provide users with a consistent framework across different topics.
Issue: Easy access to contact information that includes multiple channels (where available).
Solution: Links to contact information should be located in the same place on a page regardless of the topic or responsible agency.
Issue: Better Google search results for government content.
Solution: Write content with user-centric terms, not the language of government. For example, use “Help paying rent” instead of the government term “Accommodation Supplement.”
Issue: Users are comfortable with navigating through multiple sites or hubs, but an easy way to get back to the newzealand.govt.nz homepage is needed.
Solution:
• Create a common navigation model that can be reused across all information hubs
• Review requirements for linking to the homepage specified by the Web Publishing Standards
Issue: Personalisation of what content users see.
Solution: At minimum this requires consistent metadata to be applied to all content that enables various filters to be applied, reducing or repackaging the information a user sees
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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Project: Govt.nz redevelopment (beta.govt.nz)
Related blog posts and articles
There is a series of project blog posts from mid-2012 [webtoolkit.govt.nz/blog/category/newzealandgovtnz] In particular:
• Sorted’s [financial education website] experience post [https://webtoolkit.govt.nz/blog/2013/11/sorted-and-the-thin-content-experience/ ] (November 2013)
• Let the fact checking begin post [https://webtoolkit.govt.nz/blog/2013/10/let-the-fact-checking-begin/] (October 2013)
• Checking the facts post [https://webtoolkit.govt.nz/blog/2013/09/checking-the-facts-on-beta-govt-nz/] (September 2013)
• Govt.nz user experience post [https://webtoolkit.govt.nz/blog/2013/05/preview-the-govt-nz-beta-user-experience/] (May 2013)
In addition, these articles also discuss aspects of the project:
• Civil Service World (UK) article [http://www.civilserviceworld.com/letter-from-new-zealand-how-weve-taken-inspiration-from-the-uks-digital-public-services/] (September 2013)
• Business Insider e-newsletter article [http://www.business.govt.nz/news-and-features/govt.nz-2013-government-services-at-your-fingertips?utm_medium=email&utm_campaign=November-2013-BusinessInsider-37&utm_content=November-2013-BusinessInsider-37+CID_cd7b9fdd4618f7e8d710d3fe78184777&utm_source=Bu] (November 2013)
• Huffington Post article, “International collaboration helps the digital revolution go round” published jointly by UK and New Zealand Ministers (date TBD).
Stakeholders
Stakeholders can be divided into:
• government agencies
• public
• NGOs eg Blind Foundation [http://blindfoundation.org.nz]
Government agencies
We’re engaging with a number of government agencies including: ACC, Housing New Zealand, Land Information, Ministry of Defence, Ministry of Education, Ministry of Justice, Ministry for Primary Industries, Ministry for Social Development and Statistics New Zealand.
The project team has actively working with people from these agencies and NGOs to keep them informed, ask for help in building a user focused website and to fact check content.
These cross-agency groups have also been briefed:
• ICT Strategy Group [http://www.ict.govt.nz/gcio/ict-strategy-group]
• ICT Functional Leadership Reference Group
• Better Public Services representatives [http://www.ssc.govt.nz/better-public-services]
• BPS Result 10 Digital Services Council
• CIO Forum [http://www.cio.co.nz]
• Government Web Community.
Public
A success factor of this project is basing decisions on the needs of users. The target audience is anyone who needs information about government services including citizens, permanent residents, visitors or those who are looking to immigrate to New Zealand. By making the content easy to understand and outlining the whole user journey these people will be better served by government.
There is a particular emphasis on ensuring that anyone with special needs due to visual, cognitive or other disabilities will have equal access to the website. All content meets the Web Standards [https://webtoolkit.govt.nz/guidance/].
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| 6. How was the strategy implemented and what resources were mobilized?
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Project: Govt.nz redevelopment (beta.govt.nz)
Related blog posts
There is a series of project blog posts from mid-2012 [webtoolkit.govt.nz/blog/category/newzealandgovtnz]. In addition, these articles also discuss aspects of the project:
• Civil Service World (UK) article [http://www.civilserviceworld.com/letter-from-new-zealand-how-weve-taken-inspiration-from-the-uks-digital-public-services/] (September 2013)
• Business Insider e-newsletter article [http://www.business.govt.nz/news-and-features/govt.nz-2013-government-services-at-your-fingertips?utm_medium=email&utm_campaign=November-2013-BusinessInsider-37&utm_content=November-2013-BusinessInsider-37+CID_cd7b9fdd4618f7e8d710d3fe78184777&utm_source=Bu] (November 2013)
• Huffington Post article, “International collaboration helps the digital revolution go round” published jointly by UK and New Zealand Ministers (date TBD).
Resources
Notable in a discussion of resources is the management element: this project was supported and driven by a group of dedicated managers that sought funding and other resources while buffering the Project Owner and team from time-consuming tasks and distractions. These include Digital Engagement Team Manager Laura Sommer, Government Information Services General Manager Tina Sutton, Information and Knowledge Services Deputy Chief Executive Sue Powell, and the Chief Executive and Government Chief Information Officer Colin MacDonald.
Financial resources: the money
This is an all-of-government initiative, where the benefits are retained by agencies and DIA [dia.govt.nz] as the lead agency incurs the costs. A separate business case being developed will look at implementing the Future Operating Model, which will cover any consolidation and rationalisation needs.
There is currently $2.105m capital + $40,000 operating allocated to this project in 2013/2015.
Technical resources: the tools
The website uses the Common Web Platform (CWP) [https://www.cwp.govt.nz], which is the SilverStripe open source content management system on a common infrastructure. We will also use the Common Web Services panel [http://www.ict.govt.nz/programmes/rethink-online/implementing-rethink-online/common-web-services/panel] procurement wherever possible.
For the alpha prototype, we re-used front end web templates from the gov.uk website, which were open sourced. They were repurposed to save time and cost. While they were Ruby on Rails and the project adopted CWP, it did allow us to retain responsive design, an approach that enables viewing on many devices, from desktop computers to mobile phones and tablets,
The project team has considered joined-up delivery models for this project. Three websites in particular that have informed our thinking are:
• South Australian government - sa.gov.au
• United Kingdom government - gov.uk
• BBC - bbc.co.uk
In addition to exploration of overseas trends, the project team has completed research focussing on user needs, information architecture, and user experience. Research techniques included focus groups, design workshops, online testing (card sorting, prototype testing, and tree-testing), and face-to-face user observation. We have published all of our research findings on the Web Toolkit blog.
Human resources: the people
The following resources were co-located and embedded within the core project team:
• 2.5 Web Developers sourced via internal IT services
• 2 Content Editors sourced via the Communications team or on secondment
• 1 Scrum Master sourced via internal IT services
• 1 Tester sourced via internal IT services
• 1 Business Analyst sourced via internal IT services
• 1 Agency Fact-checking Facilitator sourced through secondment
• 1 Project Manager sourced via internal IT services
• 0.5 Project Coordinator sourced via internal IT services
The core project team also required the following resources which are covered by baseline funding:
• 1 Product Owner
• 1 Information Architect
• 0.5 Content Editor
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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Project: Govt.nz redevelopment (beta.govt.nz)
Related blog posts
There is a series of project blog posts from mid-2012 [webtoolkit.govt.nz/blog/category/newzealandgovtnz]. In addition, these articles also discuss aspects of the project:
• Civil Service World (UK) article [http://www.civilserviceworld.com/letter-from-new-zealand-how-weve-taken-inspiration-from-the-uks-digital-public-services/] (September 2013)
• Business Insider e-newsletter article [http://www.business.govt.nz/news-and-features/govt.nz-2013-government-services-at-your-fingertips?utm_medium=email&utm_campaign=November-2013-BusinessInsider-37&utm_content=November-2013-BusinessInsider-37+CID_cd7b9fdd4618f7e8d710d3fe78184777&utm_source=Bu] (November 2013)
• Huffington Post article, “International collaboration helps the digital revolution go round” published jointly by UK and New Zealand Ministers (date TBD).
Successful outputs
1. Beta.govt.nz – The beta website was launched in August 2013. The project team will continue to: iteratively develop it based on user testing, feedback and prioritised user stories from the product backlog; fact check and update content; add new content and adapt the information categories.
2. Web Toolkit [webtoolkit.govt.nz] – This website is a primary communication channel for informing and engaging with people about this project.
3. Adopting an agile / scrum project management approach [http://www.scrumalliance.org/why-scrum/scrum-for-the-agile-organization] – Using this approach for project management effectively in a more traditional waterfall environment was key to adapting quickly and successful delivery.
4. Building a cohesive team – Co-location of content editors, project management staff, developers, product owner, engagement manager, and facilitator allowed the team to develop a common user-focused goal, share information in real time and respond quickly to needs.
5. Adding to international best practice – Willingness of other jurisdictions to share experiences and code plus our willingness to learn from others and not re-invent the wheel saved a lot of time, money and resources.
Recognition of output success
Both the beta.govt.nz and the Web Toolkit have been recognised by awards that focus on ICT projects. We see this as confirmation of successful outputs.
WriteMark Plain English Awards [http://www.plainenglishawards.org.nz/2013-awards-winners/] – beta.govt.nz was a finalist in three categories: Best Organisation, Best Team and Best Turnaround.
• Judges’ comments:
o “We’re in love with this website. It’s amazing. No mean feat considering it covers all of government. It’s so easy to read and navigate. Well done to you all.”
o “Evidence of the Department’s plain English culture is its use of clear communication principles, its accessible content, and willingness to share good practice with other departments through its Web Toolkit.”
Australia & New Zealand Internet Awards (ANZIA) [http://www.internetawards.org.au] – the website was a finalist in the “Internet Access and Digital Skills” category, which focuses on increasing online awareness.
Institute of Public Administration New Zealand (IPANZ) [http://www.ipanz.org.nz/MainMenuhttp://www.ipanz.org.nz/Category?Action=View&Category_id=171] – our Web Toolkit, one of our primary communications channels about the project, was a finalist in the “Excellence in Networked Government” category. This recognises outstanding performance in using ICT in government.
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| 8. What were the most successful outputs and why was the initiative effective?
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Project: Govt.nz redevelopment (beta.govt.nz)
Related blog posts
There is a series of project blog posts from mid-2012 [webtoolkit.govt.nz/blog/category/newzealandgovtnz]. In addition, these articles also discuss aspects of the project:
• Civil Service World (UK) article [http://www.civilserviceworld.com/letter-from-new-zealand-how-weve-taken-inspiration-from-the-uks-digital-public-services/] (September 2013)
• Business Insider e-newsletter article [http://www.business.govt.nz/news-and-features/govt.nz-2013-government-services-at-your-fingertips?utm_medium=email&utm_campaign=November-2013-BusinessInsider-37&utm_content=November-2013-BusinessInsider-37+CID_cd7b9fdd4618f7e8d710d3fe78184777&utm_source=Bu] (November 2013)
• Huffington Post article, “International collaboration helps the digital revolution go round” published jointly by UK and New Zealand Ministers (date TBD).
Internal monitoring and control
Reporting and controls are:
• weekly reporting to the responsible Minister [http://beehive.govt.nz/minister/chris-tremain]
• fortnightly sponsor reporting and monthly Project Board reporting including schedule/ budget tracking, risk and issues monitoring
• fortnightly Board meetings
• Programme Board reporting
• weekly team meetings including plan and risk reviews
• hygiene reviews.
Cross-agency monitoring and control
The project is centrally led by DIA [dia.govt.nz], but collaboratively delivered with cross-agency groups such as the Digital Services Council and the ICT Functional Leadership Reference Group, as well as through the cross-agency engagement. The project supports DIA’s leadership role in the use of ICT.
The project supports these focus areas in the Government ICT Strategy and Action Plan to 2017 [http://www.ict.govt.nz/strategy/introduction]:
• Transforming how government deliver services – Building a website iteratively based on feedback from the public, agencies and user research is a new way of delivering services for government.
• Increasing trust in how government manages information – Operating in an open and transparent manner – publishing all research, providing a test website, and responding to feedback – will increase trust in government manages information.
• DIA as a robust, sustainable and fit for purpose agency – The project works to replace out-of-date solutions with fit-for-purpose online products that are robust and sustainable.
This project delivers on Action Plan points as directed by Cabinet (New Zealand’s governing body.[ http://www.dpmc.govt.nz]:
1.1 Citizen entry point. Redevelop newzealand.govt.nz as the primary entry point for citizens to obtain information, including a mobile-enabled version.
1.4 Rationalise and consolidate the government web domain to improve the quality and accessibility of content, by migrating agency content to newzealand.govt.nz or other central sites as appropriate, with existing agency entry points retained as links.
This all-of-government project supports the Action Plan’s direction of ‘digital by default’ and the Better Public Services’ (BPS) Results 9 and 10 [http://www.ssc.govt.nz/bps-interaction-with-govt] by improving the overall quality and management of the wider government domain. BPS is an initiative owned by the State Services Commission (SSC) [http://www.ssc.govt.nz], which provides oversight and leadership for all public sector agencies. The SSC has also provided seed money for discrete aspects of this project eg development of a Future Operating Model Business Case.
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| 9. What were the main obstacles encountered and how were they overcome?
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Project: Govt.nz redevelopment (beta.govt.nz)
Related blog posts
There is a series of project blog posts from mid-2012 [webtoolkit.govt.nz/blog/category/newzealandgovtnz]. In addition, these articles also discuss aspects of the project:
• Civil Service World (UK) article [http://www.civilserviceworld.com/letter-from-new-zealand-how-weve-taken-inspiration-from-the-uks-digital-public-services/] (September 2013)
• Business Insider e-newsletter article [http://www.business.govt.nz/news-and-features/govt.nz-2013-government-services-at-your-fingertips?utm_medium=email&utm_campaign=November-2013-BusinessInsider-37&utm_content=November-2013-BusinessInsider-37+CID_cd7b9fdd4618f7e8d710d3fe78184777&utm_source=Bu] (November 2013)
• Huffington Post article, “International collaboration helps the digital revolution go round” published jointly by UK and New Zealand Ministers (date TBD).
Obstacles
The following were significant obstacles:
• persuading multiple government agencies to collaborate on fact-checking the user-centred 'thin content'
Addressed by open and transparent communications, regular engagement and adapting the website to meet stakeholder feedback
• being able to iterate quickly so that improvements could be made in a timely fashion
Use of agile / scrum project management approach [http://www.scrumalliance.org/why-scrum/scrum-for-the-agile-organization]
• maintaining strong cross-agency governance to provide a strong mandate and valuable oversight for delivery
Regular engagement with governance groups and leaders
• creating a different way of working in government
Agile project management facilitated an iterative approach to development
• establishing an understanding and acceptance of the project’s design principles, which were based on similar jurisdictions dealing with similar challenges:
o base decisions on user needs, not government structure
o user testing, research and feedback
o start small and iterate
o consistency
o collaborative, cross-agency content development.
Addressed by open and transparent communications, regular engagement and adapting the website to meet stakeholder feedback
• building clear line of sight and roadmap to the ultimate goals noted in the Government ICT Strategy and Action Plan to 2017 [http://www.ict.govt.nz/strategy/introduction]
Regular engagement with governance groups and leaders
• strong leadership from the Government Chief Information Officer (GCIO) and the Functional Leader for government ICT calling for cooperation on this flagship all-of-government project.
Actively involving the GCIO in guiding project strategy and direction
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