DHHS

Whole-of-department digital strategy

On 1 January 2015, the Victorian Government established the Department of Health and Human Services (DHHS) to improve the wellbeing of all Victorians. The department brought together the former Department of Health, Department of Human Services and Sport and Recreation Victoria.

Since the merger of three departmental agencies, multiple digital initiatives had been undertaken without a clear strategy.

DHHS Digital Transformation strategy

DHHS appointed W3.Digital to develop and deliver its whole-of-department digital transformation strategy to:

  • Deliver a broad overview of the current state of their digital channels
  • Identify opportunities for migration to digital services
  • Align to primary audience requirements and departmental reform priorities
  • Provide the strategic intent to guide existing and future investments in digital
  • Guide the department to orient in a landscape of digital transformation and set a plan for the journey.

A long-term vision for true digital innovation

The strategy W3 developed was informed by the following activities:

  • Formal interview programme with Deputy Secretaries and Directors, and ten informal discussions with Managers and project teams
  • A digital maturity survey (232 responses across nine divisions)
  • A workshop with business leaders to develop a framework to prioritise the service transactions that should be transitioned to digital service delivery
  • A review of all current departmental digital channels to establish baseline performance
  • Best practice assessment of department, government and not-for-profit digital services and channels.
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A comprehensive department digital strategy, achievable through twelve key objectives

W3 Digital delivered recommendations through three, interrelated documents:

  1. A comprehensive analysis of all DHHS digital channels, including Social Media, Websites, Learning Management Systems (LMS), Consultation Platforms, Registers, Intranets and Apps. The report provided; ‘Best in class’ for each category; a road map indicating short, medium, and long-term actions for all current channels; a future state for key projects; considerations and case studies for consultancy platforms, LMS and social media, and; a channel-by-channel assessment irrespective of size of audience it serves.
  2. A Digital Maturity assessment which assessed the department against six maturity categories, provided detailed divisional performance, and major departmental themes.
  3. A comprehensive Digital Strategy, presenting a compelling digital vision, achievable through twelve key objectives within three broad priority areas.

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