Helping OneCX implement a streamlined help and support framework
The OneCX Program aims to consolidate hundreds of Government agency websites into a single, customer-centric platform: nsw.gov.au. Under this model, each government agency will own and manage their content on the site. Ensuring agencies have the necessary capability and support to do this at a proficient level is crucial for the program's success and viability.
My role
Design and research for product and experiences.
Support team
Research, UX.
Highlights
- Developed and implemented a resource strategy resulting in operational efficiencies, reduced duplication of effort and behavioural changes towards self-service.
- Implementation of a new process ensuring improved accuracy and timeliness of resource development and delivery.
- Bolstered site information architecture, content relevance and discoverability.
- Improved discoverability and engagement with resources and an enhanced user experience with a redesign of the help centre.
- Built a communication strategy to further improve visibility and engagement.
Streamlined the journey to find and consume support resources
I overhauled the journeys in relation to finding and utilising support resources through applying an interconnected approach between products and improvements to the UX and UI of the Help Centre.
I established a ‘front door’ to resources, ensuring users had a more intuitive experience from the moment they required support.
Establishing the what, where, and when support resources are generated
To ensure successful implementation of the strategy, the process was mapped out to clearly define: what resources we publish, where will they be hosted, when does development need to start, and outline ongoing maintenance responsibilities.
A flexible, templated approach to support resources
By distributing the resource development and maintenance responsibility from a single team, to all teams, we unlocked the ability to create resources in tandem with feature development.
A number of resource content templates were developed to ensure consistent tone of voice and content structure was maintained, and a restructure of the Information Architecture (IA) ensured information was organised and expanded according to user needs.
Continuing to drive self-service behaviours
Support forms were uplifted to encourage self-service behaviour by implementing a ‘suggested articles’ field, which will surface relevant support articles based on the user’s keyword input.
Outcomes and impact
Searches for resources increased by 40%.
Click-through-rate to articles in search results increased by 14%.
Reduction in user support requests (post search) by 8%.
Improvements in awareness and engagement with 22% more visitors, and a 48% increase in average support resources viewed by users.
Duplicate and redundant support resources were archived.
Over 50 support resources published that were previously inaccessible to users.
Challenges
Program support scalability concerns
As more users are onboarded, the capacity to provide support grows. This is a risk to the program, therefore we must encourage self-service behaviours, and provide useful, consumable resources for users to use to enable them to provide for themselves
Low engagement with resources
Views and consumption of resources was low, with more than half of our users indicating that they had not consumed resources within the last 3 months, instead relying on human support.
Usability deficiencies
User journeys relating to locating and consuming resources were harmed by a number of factors such as a confusing Information Architecture, inconsistent terminology, and a disconnect between resource platforms.
Low awareness of resources
100% of users were not aware of all resources and platforms available to them. Also, a significant library of resources (50+) were found to be inaccessible to our users.
Resource maintenance issues
An audit found that many support resources were found to be duplicated, outdated, and incorrect. This was the result of a lack of governance and maintenance procedures.
Ultimately, users were not being sufficiently supported to enable a successful presence on nsw.gov.au. They relied on personal support, which drained resources and posed a risk to the viability of the program.