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In most jurisdictions, critical manual government business processes have persisted unchanged for years. This case study examines an innovative process improvement implemented by the DHHS in the state of Victoria, Australia.


  • A key to successfully transforming those challenging processes is to use smaller iterative developments that quickly demonstrate progress to stakeholders, rather than attempting to solve the entire puzzle in one expensive, long-winded megaproject.

Features and Benefits

  • Learn how the DHHS implemented the "L17 portal application" to ensure that critical information can be immediately assessed by organizations helping those at risk of family violence.
  • Examines the background and challenges of the project, as well as the lessons learned.

Key questions answered

  • How can agencies rebuild the trust and confidence of their stakeholders, who often have preconceived expectations as to how long IT projects will take?
  • How can digitizing manual processes provide an opportunity for both business and technical change?

Table of contents


  • Catalyst
  • Ovum view
  • Key messages

Recommendations for agencies

  • Start small and deliver quickly to build stakeholder confidence
  • Use standardized platforms to reduce project initiation times
  • Avoid "legacy thinking" when digitizing long-standing business processes

Background and challenges

  • Referrals between police and providers remained fax-based
  • Fax may be secure but it is not responsive
  • Social welfare issues are complex and sensitive

Taking an agile approach to the problem

  • Using existing platforms speeds delivery
  • Co-design powers agile development
  • "Showing" is more powerful than "telling"

Immediate process benefits

  • Simple dashboard visualization enables effective service
  • A single view of data enables coordinated service
  • Triaging referrals automatically cuts delays
  • Sharing information can only happen with confidentiality
  • Consolidated data collection facilitates analysis

Lessons learned

  • "Legacy thinking" of existing processes can limit innovation
  • "Worthy" outcomes are a strong team motivator
  • Smaller welfare organizations need "trusted advisors" in technology
  • Agile co-design success requires mutual commitment


  • Methodology
  • Further reading
  • Author

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