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Easier Access to Government Business Services A clearer pathway for businesses and startups NSW Innovation and Productivity Council February 2021
Acknowledgement of Country
NSW Treasury acknowledges that Aboriginal and Torres
Strait Islander peoples are the First Peoples and Traditional
Custodians of Australia, and the oldest continuing culture in
human history.
We pay respect to Elders past and present and commit to
respecting the lands we walk on, and the communities
we walk with.
We celebrate the deep and enduring connection of Aboriginal
and Torres Strait Islander peoples to Country and acknowledge
their continuing custodianship of the land, seas and sky.
We acknowledge the ongoing stewardship of Aboriginal and
Torres Strait Islander peoples, and the important contribution
they make to our communities and economies.
We reflect on the continuing impact of government policies and
practices, and recognise our responsibility to work together with
and for Aboriginal and Torres Strait Islander peoples, families
and communities, towards improved economic, social and
cultural outcomes.
Three Sisters sunrise view, Blue Mountains NSW
2 NSW Innovation and Productivity Council 3
About the NSW Innovation
and Productivity Council
The NSW Innovation and Productivity
Council (IPC) was established by the
Innovation and Productivity Council
Act 1996 (The Act). It advises the NSW
Government on priorities for innovation-
led economic development and
productivity.
Further information is on
the Council’s website at:
treasury.nsw.gov.au/nsw-economy/nsw-
innovation-and-productivity-council
Contact
Contents
03.
IPC members are leaders from FOREWORD 6
The IPC welcomes feedback and inquiries
industry, education and research
regarding publications, website and media. To EXECUTIVE SUMMARY 10
sectors. Members are appointed for
three-year terms, bringing together a
contact the IPC secretariat: IMPLEMENTING THE HUB 24
rich and diverse range of experience Phone: +61 2 9228 5082 Government commitment 24
and expertise to the work of the IPC.
The current council was appointed
in 2020 and is chaired by Neville
Email: ipc.secretariat@treasury.nsw.gov.au
Mail: 01.
THE NSW BUSINESS SUPPORT
The right institutional setting
Appropriate service evaluation and evolution
26
26
NSW Innovation and Productivity
Stevens AO, a former Secretary of the
Council Secretariat AND GUIDANCE OVERLOAD 12 Project buy-in from a wide range
Australian Department of Industry
GPO Box 5469 What business needs from government 12 of organisations 27
and the Australian Department
Sydney NSW 2000
of Communications, Information What business is not getting 14 Information technology project capability 27
Australia
Technology and the Arts.
The current information and support overload 14 Further factors for success 27
The NSW Chief Scientist & Engineer,
Professor Hugh Durrant-Whyte and the
Copyright Governance arrangements 29
02.
NSW Chief Economist, Stephen Walters ©Government of New South Wales 2021 Service NSW is a natural Hub owner 30
are special advisors to the Council.
The chosen Hub should be given
IPC publications are independent Attributions FIXING THE OVERLOAD: A SINGLE NSW support across government 33
reports and do not constitute NSW GOVERNMENT BUSINESS HUB SERVICE 18
This work should be attributed
Government policy. This is consistent
04.
as follows: The connector model 19
with the role of the Council and its
object under the Act. Source: NSW Innovation and Productivity The originator model 21
Council 2021, Easier Access to Government RECOMMENDATIONS 34
The right NSW Government business hub model 23
Business Services, Council Research Paper,
Sydney. Connector model 34
Originator model—additional recommendation 35
05.
REFERENCES AND CITATIONS 36
Appendix: State and Commonwealth
business programs 38
4 NSW Innovation and Productivity Council 5
Foreword from the Chair,
NSW Innovation and
Productivity Council
New South Wales leads All three tiers of government deliver The Council commissioned the I am pleased to provide this report
such services. But the nature of research in response to stakeholders to the NSW Government to help
Australia in being an government can make it difficult for identifying the lack of a proactive inform this important discussion.
exciting and attractive businesses to navigate the many and facilitative single contact The research underlying this report
government information sources and point for businesses across the was completed prior to the rise of
location for innovative programs. NSW innovation ecosystem as COVID-19. Now, as we seek to recover
and startup businesses. Running a successful business is
a key issue for new, startup and from the pandemic, all levels of
young businesses. They highlighted government see the need to boost
An innovation mindset challenging at the best of times. Firms
the benefits of a one-stop-shop business support. If anything, the
of all sizes face the complexities of
is becoming an managing day-to-day operations,
‘connector’ across the ecosystem. impacts from the pandemic have
strengthened the need to make
increasingly important employing and retaining the right To explore how NSW Government
government business services clearer
people, maintaining cashflow and might improve innovation support
element of business balancing budgets, all while trying to for business, the Council looked at
and more accessible.
competitiveness. stay competitive and innovative in a local and international ‘business hub’ The Council would also like to
global marketplace. models, which provide firms with a thank the various stakeholders
Businesses, and central entry point to government from business and universities who
The events of the past year have seen
startups in particular, circumstances become even more
and access to a responsive business came together at a workshop held
concierge service. The Council in Sydney at the commencement
have told us that they difficult. NSW businesses have been
has not attempted to assess the of this project. The input of those
affected by drought, bushfires, and
need easier ways to now by COVID-19 and the difficult
suitability or effectiveness of the participants laid the foundation
current range of businesses services for this vision and the suggestions
locate and access key economic conditions of a recession.
that are available. emanated the ideas which are now
NSW businesses are doing it tough.
NSW Government At the NSW Innovation and
In many cases, the Government has
more fully detailed in this report.
services. These services Productivity Council, we are always
provided guidance and support
online. But there is now both too
do more than support thinking about ways we can help
foster a better environment — one
much information and not enough
business’ administrative where business is enabled to not only
guidance on how to find and use it.
Businesses can struggle to navigate
Neville Stevens AO
needs. They provide succeed at what it does, but to be
more innovative and productive. One
to the right place; in many cases,
Chair, NSW Innovation and
access to business way to do this is to provide the NSW
there is no one right place. And
even if they reach somewhere that
Productivity Council
advice that includes Government with information and
insights on international innovation
has relevant information, they may
innovation guidance best practice.
struggle to distinguish what is
relevant to them.
and connection to The Council commends the NSW
Internationally, the most effective
Government for its already significant
researchers efforts to improve NSW citizens’
governments coordinate their
services to increase business
and universities. customer service experience through
awareness and access, and streamline
Service NSW. It has also made
operations. Such services help
substantial headway in reducing
businesses to quickly find the
red tape and making it easier to do
relevant resources and solutions
business through a range of reforms.
for their needs, and deliver a more
But there is still more work to be
seamless customer experience across
done to help businesses find the right
government.
government services and
innovation support.
6 NSW Innovation and Productivity Council 7
Foreword from
Project Champion,
Dr Tony Rumble
Australia has a long The NSW Government itself continues In response, the Council
to innovate in the way it provides commissioned research to flesh out
and proud history of support to startup business. This how this could be improved, and
innovation. Driven by report from the NSW Innovation and especially focused on how other
Productivity Council (IPC) provides jurisdictions worked to integrate
necessity posed by a reasoned and practical set of their business support services. The
isolation and limited recommendations to improve the research highlighted the benefits of a
efficiency and effectiveness of how ‘one-stop-shop’ connector across the
resources, we have businesses, including innovative ecosystem.
grown into a modern startups and scaleups, can interact
Our research supports the
with and be supported by the NSW
economy, now being Government.
opportunity for a new NSW
Government ‘Business Hub’ to provide
transformed by the Connectivity and networks are a businesses with easy access to the
new wave of innovation hallmark of modern innovation – they right government services, and to
enable and propel change. The IPC increase awareness and streamline
enabled by technology. includes members drawn from a wide business interaction with those
As Australia’s largest range of backgrounds in the public services.
and private sectors. Recognising
and most prosperous the benefits of connective networks,
Timely and efficient access to support
services is critical to the time-poor,
state, New South the Council has conducted and
startup entrepreneur (perhaps still
participated in several collaborative
Wales leads the way in projects, enabling it to listen to and
working in their ‘day job’) – as it
also is to businesses as they scale
many areas of private understand how government can
and grow. There is perhaps an even
better support the needs of
and public sector emergent businesses.
more profound benefit for emergent
businesses in regional and rural
innovation. Even so, the One such event was held in the New South Wales, and as the report
pace of change seems spring of 2019 and involved a full day recommends, by anchoring a new
workshop with stakeholders from ‘Business Hub’ in the highly effective
to quicken almost daily, business, academia and professional operation of Service NSW. It is hoped
and opportunities for services firms. We were able to that the business support services
listen to their comments, hopes and provided by the NSW Government
new products and aspirations – these were wide ranging can be made more effectively
services increasingly and creatively inspired, and were a accessible to all stakeholders across
great window into the challenges they this great state.
exist against a face.
backdrop of complexity One of the dominant themes from
the workshop was the opportunity
and uncertainty. to improve how new businesses
interact with the increasing array of
support offered to them by the NSW
Government. Stakeholders identified Tony Rumble PhD
the lack of a proactive and facilitative NSW Innovation and
single contact point for businesses Productivity Council Member and
across the NSW innovation ecosystem Project Champion
as a key issue for new, startup and Director, The Wealth Partnership
young businesses.
8 NSW Innovation and Productivity Council 9
Executive
summary
A NSW Government Many overseas jurisdictions have
implemented a ‘business hub’ solution
Overseas jurisdictions have had
success with both models. However,
Business Hub will give
to this problem. New South Wales, a consideration of risks and rewards
too, should implement such an suggests that initial investment
approach. should be directed to creating a
businesses easy access to the There are at least two variants on this
hub approach.
successful connector service.
The service will inevitably continue to
right government services. • The first provides a business ‘front
door’ that helps businesses to
evolve beyond its initial construction.
Successful implementation will rely on
access the services on offer. It five crucial variables:
The NSW Government provides a wide For businesses themselves, the connects businesses to services.
• commitment from government
range of business services, support result can be difficult and confusing • The second provides not just a door
• the right institutional setting
and programs from several agencies. to navigate. Some NSW businesses but the whole shop — a service that
The Commonwealth and many local now face a choice of more than ten itself assists businesses with growth, • appropriate processes for evolving
governments also offer business support separate services seeking to take innovation and finance. It originates and evaluating the service
services. These business services them through the assistance process. business services. • buy-in from a group of stakeholders
include an extensive array of targeted Within NSW Government, there are To explore how NSW Government • implementation capability
support for businesses with innovative around twenty potential entry points might provide a one-stop-shop
systems, products and services, for a prospective new business. Demonstrated service capabilities
connector to improve innovation
including startups, whether they are make Service NSW for Businesses
Businesses should not need support for businesses, the Innovation
already operating or domiciled in New the leading candidate to commence
to decode which of the NSW and Productivity Council (IPC) has
South Wales, or they are considering or this journey and run the proposed
Government services to approach, or examined local and international
intending to do so. Business Hub. The Business Hub
what assistance they can and cannot business hub models which provide
can act as the front door for all
expect to receive. They should be firms with a central entry point
businesses in New South Wales
able to have the government respond to government and access to a
(with small business in particular
to their needs with a seamless and responsive business concierge
benefiting) and provide a triage role
responsive experience. The challenge service.
to more specialised services — be it
is made harder because of the other
exploring exports, specialised support
levels of government that may also
for high growth firms such as startups
be involved.
and scaleups or the collaborative
opportunities enabled by NSW
10 NSW Innovation and Productivity Council
Government as a connector. 11
The NSW
business support
and guidance
overload
01. Businesses in New South Wales have more challenges than ever to overcome in
the early 2020s. The NSW Premier has made it a government priority to improve
• Businesses want an efficient,
transactional relationship with
• Businesses ranked NSW Government
services as needing the third most
the ease of doing business in the State. Additionally, the economy needs to government. effort to contact – more than airlines,
restart as strongly as possible after the COVID-19 pandemic. • They also want relevant information, banks and local councils, though
guides, and personalised support. less than dealing with telephone
service providers and Federal
• Businesses see the Government
1.1 What business needs
Government (NSW Customer Service
as a trusted source of information Commissioner, 2019, p. 18)
and guidance. The Q1 QCPS report
from government stated that ‘when businesses feel
supported by the Government
they feel more at ease and more
confident’ (NSW Customer Service
Businesses will need the right kind of Service Commissioner, 2019). In 2019 Commissioner, 2019, p. 15).
assistance to help them to thrive and the QPCS report noted that business
become more productive — including, satisfaction ‘has stabilised at a
where relevant, assistance from high level’ (NSW Customer Service
government. Commissioner, 2019, p. 5). ‘If the NSW Government was there to provide support
The NSW Government already But the QPCS also emphasised that and guidance then I feel safe and more confident in
provides substantial business businesses ‘expect to be treated my actions, particularly during times [that are] filled
guidance and support. The NSW like a client’ by the government, just with turmoil.’
Customer Service Commissioner as they are treated by their own Business owner quoted in 2019 Q1
conducts a Quarterly Pulse Check suppliers (NSW Customer Service
Quarterly Pulse Check Survey
Survey (QPCS) with the aim of Commissioner, 2019, pp. 15, 24). The
checking how effectively government Customer Service Commissioner
services are meeting both consumer found in the report that:
and business needs (NSW Customer
12 NSW Innovation and Productivity Council 13
1.2 What business is not getting
To be effective, business guidance But there is now both too much • The Global NSW Concierge (NSW useful resources on business
and support must be easy to information and not enough guidance Treasury) provides one-on-one innovation. A guided search facility
locate, approachable and helpful. In on how to find and use it. Businesses assistance with research and at the Australian Business Licence
consultations, the NSW Innovation can struggle to navigate to the right information for larger businesses and Information Service (ABLIS)
and Productivity Council (IPC) heard place; in many cases, there is no entering the NSW market. subsite also generates individually
repeatedly that for many businesses, one right place. And even if they • The Sydney Startup Hub (NSW tailored information about licences,
NSW Government guidance and reach somewhere that has relevant Treasury) provides online resources regulations, council approvals
support remains difficult to find information, they may struggle to and advisory services. Client and compliance requirements.
and use. As a consequence, the distinguish what is relevant to them. advisors fielded 505 general queries As a national resource it may not
service offering overall is not seen as Businesses can also be confused in 2018. The Local Innovation always cover all NSW Government
particularly facilitative or proactive. about the responsibilities of the Network is based here, developing programs.
different levels of government. regional entrepreneurship and • The Australian Small Business and
While the adequacy of existing
programs is beyond the scope of supporting startups and small- and Family Enterprise Ombudsman
this report, the problem is not simply medium-sized enterprises (SMEs). (Commonwealth Government)
one of support availability. In many • The Future Transport Digital provides advocacy and dispute
cases, the Government has provided Accelerator Concierge (Transport resolution services.
guidance and support online. for NSW) connects innovating • The City of Sydney’s Business
businesses in the transport programs and Business Concierge
sector with government and with for Covid-19 (local government)
researchers at the Sydney Startup provides grants, business seminars,
Hub. a retail innovation program and a
1.3 The current information • The GATE (Department of Planning, visiting entrepreneur program for
Industry and Environment) is an startups.
and support overload
accelerator in Orange for regional The NSW innovation ecosystem also
innovators in the agricultural includes private and university-run
technology sector. accelerators, incubators, co-working
• The Boosting Business Innovation spaces, and innovation hubs, some
Sydney-based businesses now face • Support for Businesses through Program (NSW Treasury) promotes of them linked to NSW Government
more than ten different NSW and Service NSW (formerly the greater collaboration between NSW initiatives such as the Sydney
Commonwealth services that might Easy to do Business program ) businesses and New South Wales Startup Hub. More than 100 separate
be called ‘entry points’ and a larger provides online, phone and face- universities and CSIRO in New government business innovation
number of interfaces and touchpoints to-face guidance and referrals South Wales, through accessing initiatives have been identified across
(phone lines, websites, mail boxes, for businesses in a range of research expertise, infrastructure, Commonwealth and state jurisdictions
newsletters, social media, and industries to help them navigate activities and networks. The (excluding the new Covid-19 related
events).1 Some of these entry points and meet government regulatory program includes TechVouchers measures). Appendix A lists New
are badged as ‘one-stop shops’, requirements, and provide access that provide funding support for South Wales and Commonwealth
though none provides a universal to some support and guidance SME/university collaborative business programs.
access point for all business services. services. The offering includes R&D projects. Local councils also provide business
They are spread across local, state access to a ‘Business Concierge’. concierge and other business support
• Business.gov.au (Commonwealth
and federal government agencies. • Procurement Concierge – a regional programs to help entrepreneurs with
Government) is a whole-of-
Even single agencies have multiple business portal and concierge their businesses. These are not listed
government website for the
access points and ‘brands’. These service to help bushfire-affected or explored further in this report.
Australian business community, with
entry points include: communities rebuild. The concierge links to business advisors, grants,
• Business Connect (NSW Treasury) service offers advice and guidance programs and events. It provides
provides online, phone and face- to prospective buyers wanting to
to-face advisors to support small engage suppliers who are based in
businesses to start, run, adapt affected regions.
or grow.
1
The entry points listed were live at the identified sites in late 2020. This may no longer be the case. Another service, the NSW Innovation
Concierge (Department of Customer Service) is no longer operating. It provided advice and contacts for businesses wanting to sell to
government, and managed the NSW Innovation Observatory, a digital information resource for startups.
14 NSW Innovation and Productivity Council 15
FIGURE 1: SPOILT FOR CHOICE
Businesses with no knowledge of available government programs can find it hard to
know where to go for help, even within the NSW Government.
Making
government
business
resources more
accessible and
usable will save
* The selection of brands was identified in mid-2020. Some of these may no longer be current.
businesses time
As the examples demonstrate, the This problem of overloaded
and money”
correct agency or most relevant information and government support
program or service or contact point overload is not confined to Australia.
is frequently is not obvious. Business The Canadian Government’s 2011
owners and managers will undertake Jenkins Report, for instance, found
their own research, and access advice exactly the same problem. It reported
and guidance from commercial and that ‘Canada’s landscape of programs
other non-government providers. ... leaves many businesses bewildered
But government should provide by the array of choices’ (Jenkins et
information on its own programs that al., 2011, p. E-2). Canada, like Australia,
is clear and easy to find. has a federal system of government.
When businesses do make contact Making government business
with agencies, the agencies resources more accessible and more
themselves may not usable will save business time and
“The correct direct users to the most money. It will help startups with their
appropriate options speed to market. It can also improve
contact point elsewhere, because the program delivery and provide the
to access agencies themselves Government with a better return on
may not be fully its investment of taxpayer funds.
a business informed about each In doing these things, it will help
service is others’ offerings. support the economy to be more
productive.
often unclear” The current diversity of
government business
support services compromises the
intended outcomes. For example,
Innovation and Science Australia
recently found that ‘the volume
and complexity of government
(innovation) programs increased the
cost of engagement and hindered
awareness of programs by firms’
(Innovation and Science Australia,
2020, p. 27).
16 NSW Innovation and Productivity Council 17
Fixing the
overload: A single
NSW Government
Business Hub service
02.
2.1 The connector model
In consultations, while stakeholders did NSW Government Business Hub as
not say business guidance and support a central entry point to government
services lacked value, what they did say offerings. It must be recognised,
is that the landscape of government however, that there can be an
offerings could be confusing, difficult overlap in the services offered by The connector model connects The connector model typically
and time-consuming to navigate. That the different levels of government. incoming users to the services that focuses on delivering information and
response is supported by the analysis Ultimately, the NSW Government can can meet their needs. It is sometimes directing users via the web and phone
in Section 1 relating to the number of only control its own operations. The characterised as a ‘front door’: it discussions. For example, research
currently available services. challenge of providing a seamless gets users into the ‘building’ but lets confirms the potential effectiveness
user experience for business services others take care of them after they of a simple and clearly labelled
Many stakeholders needed assistance
is greater under a federal system than have entered. It performs a triage central customer service page
in finding and using government
it is for a unitary jurisdiction. function, but does not have focused on guiding users through
information and programs. One
to displace other agencies’ websites key tasks, queries and problems
suggested remedy was a service that For business users, navigating
and entry points. (Jakob Nielsen, 2018). Such a page
would bring together information of government business services has
generally acts as a hub in a hub-and-
this sort. often required contacting several • For example, many Australians
spoke model; linked pages deliver
agencies and services separately. use the federal government’s
This report explores this potential more detailed services and related
A hub seeks to provide a better MyGov service, the front door
solution to the need for guidance and information. Such a website can be
solution by reducing the contacts to government online services
information described above. It looks at sufficient to meet many users’ critical
required, and getting users more including Medicare, the Australian
local and international models that help information needs, particularly when
quickly to the most appropriate Taxation Office and Centrelink.
businesses find the right government designed and tested for usability
solutions.2
services and innovation support. (Jakob Nielsen, 2012), but not all.
Hubs, broadly speaking, adopt either
It proposes the establishment of a
one of two models.
2
Note that the term ‘hub’ is used in this report as a neutral catch-all term for an approach which seek to direct users to services, whether
provided by them or by other bodies. Terms including ‘concierge’, ‘assistant’, ‘help desk’ and ‘one-stop shop’ are all used by various
services and commentators, but without any consistency of meaning. None of these terms has a clear and accepted definition, and in this
report none of these is used as a term of art.
18 NSW Innovation and Productivity Council 19This type of approach is rarely provide a more tailored service Deeper engagement — access to bushfire related and
exclusively web-based. However, via call back, email or use direct COVID-19 related grants.
it is typically web-centric. Users messaging as appropriate. A more advanced version of this
model includes staff of the hub • Service NSW also provides support
are encouraged to make use of the
Even within the small business engaging more deeply with client to businesses through web-based
website, due in particular to its low
sector, there is huge variation in firms, while still relying mainly on content and business guides on
variable costs. This web interaction
business service needs. For example, external resources and agencies key relevant topics. A unique
is often the first step to engaging
the challenges for a sole trader are to provide further assistance. For business profile is created for
through more interactive and tailored
very different to those for a high example: each business, to more effectively
channels, including phone. This web-
technology startup, and different enable interactions, including
centric model can provide a good • Service NSW’s currently existing
again for a mature business looking access to support and possible
return on investment in several ways: support for businesses includes the
for broader market opportunities. This opportunities for growth with the
Business Concierge3 service which
• It provides users with information makes effective triaging potentially NSW Government.
helps businesses interact with the
(such as directions to an existing very challenging. • The Metro Atlanta Chamber of
relevant parts of government, and
online service) which is a public Commerce provides a suite of
If the triage establishes that a to navigate government regulations,
good. services badged as ‘Backed by
customer requires specialist support including any applicable licence and
• Removing the need for a one-on- within government, they are then permit requirements. This one-on- Atlanta’, targeted at established
one interaction, such as a call to referred to the appropriate service to one tailored service begins with a mid-sized Atlanta-based firms
a government agency, helps keep provide a higher level of facilitation phone call, or a web enquiry which (turnover of between $3 million
down costs across government. The and support (which in New South triggers a call back. Service NSW’s and $1 billion) with potential for
cost of answering the phone can Wales would be a Business Connect Business Concierges also offer: growth. A customised assistance
be in the range of $10 to $100 per advisor). Access to more specialist plan is developed for each firm.
transaction. — help in dealing with councils The chamber utilises a network of
support is likely to be of particular
and state agencies contacts in these areas to support
• Collecting information from a user value for a startup managing the
online before a call is initiated also dual challenges of establishing a new firms. It also conducts networking
— connections to support
reduces the cost of processing a business in parallel with bringing opportunities for management roles
and guidance
phone interaction. a technical product or service to in firms.
market. One-on-one expert advice
A website can be a cost-
“There
2.2 The originator model
may be essential to help such a
effective filter for queries
business successfully navigate
should be a that may require the later
the complexities of the innovation
involvement of service
clear front staff, with a high variable
ecosystem.
The originator model for a business • Canada’s Concierge service is
door to cost. Once the site has
hub goes further than triaging and designed to provide Canadian
details of users’ issues and
government preferred contact channels, directing users to services. It is SMEs with a single access point
also a provider of the government for innovation-related information
business it can provide preliminary
business services a target business on funding, expertise, and facilities
guidance, including whether
services” users have reached a stage might benefit from. Some examples and equipment (KPMG LLP, 2017,
where more direct engagement describe themselves as ‘one-stop p. 2). A team of up to 15 ‘industrial
is appropriate. Hub staff can then shops’. The services offered vary technology advisors’ have helped
across jurisdictions. For example: SMEs to identify government
programs and services that best
• The Flanders Innovation &
meet their needs.
Entrepreneurship (FIE) service in
Belgium meets many needs. These The originator model typically
Case study: range from awarding grants for supplements web-based information
SME innovation and research & with not only brief phone contact but
The South Moravian Innovation Centre (JIC) in the Czech Republic has a simple, user-friendly
development projects, to facilitating extended direct assistance via phone,
website that helps businesses to understand where they fit in and find the right help. JIC offers
development of industrial areas. Its video and face-to-face interaction
services on three levels: The first is aimed at entrepreneurs with a business idea who need help
clients range from small startups providing a tailored service. The staff
starting a business – who are connected with consultants, mentors and workshops. The second is
to larger businesses interested in providing this level of service require
aimed at startups and small- and medium-sized enterprises (SMEs) that already have a product but
exporting their products. greater business expertise, covering
need help developing a growth strategy. The third level is aimed at established businesses that have
areas such as innovation, research &
stagnated and need help to identify new opportunities to grow.
development, finance, and a range of
government processes. The costs of
providing access to such expertise
mean this originator approach is
much more costly to operate than the
more limited connector model.
3
The NSW concierge is at https://mybusiness.service.nsw.gov.au/concierge. Service NSW also provides support to
businesses through web-based content and business guides on key topics relevant to business, and a business profile
which enables businesses to manage interactions, access support and find opportunities for growth with the
NSW Government
20 NSW Innovation and Productivity Council 21Case study:
The Canadian Government’s Concierge was created in the wake of the Canadian Government’s 2011
Jenkins Report that identified a weak innovation ecosystem and a business information and advice
overload in that country (Jenkins et al., 2011, p. E-2). The report found a need to ‘provide a national
“concierge” service and associated website to help firms find and access the support tools they need’.
A 2017 evaluation of Concierge by Canada’s Office of Audit and Evaluation and KPMG found that
implementation of the service had faced challenges ‘largely due to a mismatch between resources
allocated and expectations for the program’ (KPMG LLP, 2017, p. 24). It also reported that the
Concierge service ‘had evolved to best serve later stage, high potential clients’ and that its reach was
‘limited by insufficient human resources’.
Advisors in the United Kingdom’s (UK’s) Business West work one-on-one with business owners to
create business plans and financial forecasts. Startups are matched with business advisors who guide
them over 12 months. Business West has received numerous national and international awards for
business development and job creation.
The Flanders Innovation & Entrepreneurship service’s digital portal encourages entrepreneurs to
call, but they can also email and connect via social media. In 2018, it received around 18,600 phone
contacts, 1.5 million visitors to its website and had 10,300 social media interactions. This represents
considerable tailored interaction. In 2018, 87 per cent of entrepreneurs surveyed indicated that they
were satisfied or very satisfied with FIE’s response time, and 85 per cent said they were satisfied or
very satisfied with the response.
2.3 The right NSW Government
Business Hub model
Some business hubs which use The connector model allows for a
the originator approach have been step-by-step expansion of the hub’s
evaluated as generating significant scope once bedded down, and as and
economic benefits. Evaluations have when this expansion is shown to make
credited them with assisting jobs and operational sense. Implementation
export growth, greater productivity, should include a clear evaluation
social, environmental and cultural plan. This plan should identify the
benefits (BiGGAR Economics, 2017) benefit and other comprehensive
(Business West, 2020) (JIC, 2020). performance measures that will need
Despite evidence of inadequate to be collected. The evaluation, and
resourcing, the 2017 evaluation of possibly also experiments designed
Canada’s Concierge service estimated to determine business needs, can
a benefit-cost ratio of almost 5 to 1 then help determine how the quality
(KPMG LLP, 2017). of the service can be improved, and
which incremental expansions should
However, as evidenced by Canada’s
take place. This will require some
Concierge, such services should not
consideration of the broad range of
be expected to emerge immediately
business support services that are
An originator model
as success stories. They carry risks
available across NSW Government.
and have limitations that must be
understood. Not all attempts to Such a process allows for the hub
would provide implement an originator model have
been successful, although there is
to evolve towards an originator if
desired, under which hub consultants
a one-stop-shop little or no published evidence on or
post-mortems of failed attempts.
may offer richer guidance, advice
and possibly further facilitation
for users”
and one-on-one support via phone,
Given the risks, the IPC recommends
video meeting and possibly face-to-
commencing with a business hub
face contact. There could be some
service that adopts the connector
experimenting with a small number
mode, with a view to widening it.
of high-expertise advisors of the sort
used in Canada’s Concierge service.
22 NSW Innovation and Productivity Council 23Implementing
the Hub
03. Implementing a NSW Government
Business Hub as described in this
benefits and costs of options and
implementation risks. NSW Treasury
Independently of this IPC project,
the NSW Department of Customer
a business hub. Service NSW also has
the benefit of experience gained in
report is one step in a journey which leads small business, innovation, Service has been improving the delivering business services, as well as
may not have an end point. A service industry, trade and export strategies customer experience of digital its network of service centres across
designed to provide the best access and programs. As such NSW information and service channels, the State.
to a wide range of services through Treasury and the NSW Department with the implementation of a whole-
At a minimum, the hub service
multiple channels can be expected of Customer Service are well placed of-government website consolidation
as proposed in this report, will
to continue evolving, possibly from to develop a business case. The IPC program (see https://www.nsw.gov.
require additional website build
a connector model to a broader could re-main involved to assist the au/nsw-government-communications/
and maintenance work and better
originator model. design, execution, and measurement websites). The imperatives of bushfire
interfaces to various agencies and
of success of the project. recovery, and subsequently the
Design features and resource needs programs, all of which require staffing.
economic impacts of Covid-19, have
will require the development of a The success of the project will Experiments to explore moving
also raised the stakes for the quality
full business case, including a more depend on at least five crucial beyond the initial connector model —
of government business services
detailed assessment of the expected variables. for instance, by introducing dedicated
and support measures. To improve
Hub advisors with higher expertise —
service delivery, Service NSW, which
will require additional funding.
sits within the NSW Department
of Customer Service, has already
3.1 Government commitment implemented the bulk of functionality
required for the connector model of
It will be counterproductive to Were a NSW business hub service
establish a Business Hub, commit to be inadequately resourced on a
to directing the efforts of many continuing basis, this could erode Case study:
agencies to its success, and then rather than strengthen New South
The successful international examples have been maintained over many years which has allowed them
not deliver consistently over time. Wales’ standing in the business and
to build up expertise in helping businesses grow. The provision of secure funding for the medium term
Though the suggested approach need investment community.
has also been important to train and retain quality and experienced business advisors. The Canadian
be neither hugely resource-hungry
As noted above, resourcing Government’s Concierge service has evolved to best meet small- and medium-sized enterprise
nor ambitious in technical scope,
requirements have yet to be (SME) needs in particular, and now brings greater awareness of existing programs, ‘but also a body of
under-resourcing and inability to
thoroughly investigated and is largely knowledge of how these programs work, how to access them, and whether or not they fit the needs
implement and maintain will both be
beyond the scope of this report. The of a given firm’s planned project’.
equally destructive. One objective of
choice of agency to oversee the Hub
the service is to enhance New South Scotland’s Interface provides an independent brokering function between SMEs and university
will have a bearing on determining
Wales’ reputation as a jurisdiction researchers across all business types and sectors. Since its start in 2005, Interface has introduced
resource needs.
friendly to new businesses, startups over 3,000 businesses to academic partners, having been operating for sufficient time to build
and business investment generally. connections to all Scottish universities, research institutes and colleges.
24 NSW Innovation and Productivity Council 253.2 The right 3.4 Project buy-in from a
institutional setting wide range of organisations
The service will have a better Service NSW’s track record, digital Buy-in will obviously need to come productive continuing collaboration
chance to thrive and develop if it is capabilities and customer service from the agency or organisation with these bodies, in order to help
overseen by the right organisation or culture in delivering well-regarded directly responsible for the Hub. But maximise the service’s success and
agency, and there is continuity. The services is a significant factor in its just as important for its success over avoid duplication, and confusion for
organisation requires clear skills in favour to develop and operate a NSW time will be buy-in from all agencies users. For instance, the service may
creating and evolving highly usable Government connector Business and program managers who receive wish to collaborate closely with the
and useful customer focused services, Hub. Its network of over 100 Service clients from the Hub. providers of the Australian Business
including web- and phone-based Centres, Mobile Service Centres and Licence and Information Service
Some of those agencies will be at
services. Leadership should be willing council agencies could be leveraged (ABLIS).
the Australian Government and local
to support a culture that values as additional access points to
government level, and as such outside
efforts to better determine enhance the quality of the service,
the control of the NSW Government.
user needs. and also to provide for the marketing
Effort will be required for there to be
of the Hub as an access and triage
point to existing business, prospective
new businesses, and startups
in particular.4
3.3 Appropriate service 3.5 Information technology
evaluation and evolution project capability
As with all projects that contain a significant IT component, success will also
The service will be more likely to An important element of the ongoing
depend on a willingness to scope the project with user needs in mind, and to
prosper if it is built out based on evolution of the service will likely be
limit individual builds to what is truly needed for the project’s short- and long-
testing and experimentation to the ability to conduct experiments
term good. The use of tried and tested off-the-shelf products should
identify the usefulness of various at different levels to gauge user
be considered.
approaches and services. A good responses and cost of providing
governance arrangement will promote services. For instance, A/B testing
processes to determine the additional of new website features or a revised
services that users need and value client management process may
3.6 Further factors for success
most. Specifically, implementation provide data that allows managers
should include a comprehensive to assess whether they improve
evaluation plan, which identifies the aspects of the site or process such as
benefit and other comprehensive web contact form completion or the
success measures that will be ultimate levels of qualified clients. As
Based on international experience, source of confusion for users. The
captured and recorded. one team of Microsoft researchers
the following specific factors are Hub may have a distributed physical
has expressed the usefulness of such
important for New South Wales to presence, for example within
testing, ‘Significant learning and
implement an effective Business Hub Service NSW Service Centres. The
return-on-investment (ROI) are seen
service to support businesses: implementation of the Hub provides
when development teams listen to
an opportunity to test the user
their customers, not to the Highest
experience in understanding different
Paid Person’s Opinion (HiPPO)’ Clarity and usability government brands and labelling, the
(Kohavi et al., 2009).
The service must employ user-friendly leveraging of Service Centres, and
interfaces — notably, a highly usable consider whether some consolidation
website — and provide clarity on its may be desirable. The test for success
offerings to the business community. should be what works best for
It will not be necessary for the Hub the customer.
to have its own separate brand or
4
Current Service NSW business offerings already reflect elements of both the connector model, identity, as this is a further potential
through referrals and linkages to other business-related government services via digital content and
the Business Concierge service, and the originator model, through the delivery of grants to support
businesses impacted by the 2019/20 bushfires and COVID-19.
26 NSW Innovation and Productivity Council 27Comprehensive coverage Staff skills and capabilities By sharing information across Data analytics and
agencies through a single system,
and highly responsive As a one-stop shop with no wrong agencies are likely to better help
other technologies
A hub must provide comprehensive door for business, businesses can users: staff will be able to see what Service NSW already collects and
coverage of and connection to come to the Hub without knowing information has already been given analyses data about customer
business-relevant services offered by which programs and services are to agencies, and what help they have interactions to improve service
NSW Government programs, and/or suited to them. Staff dealing with al-ready received. Such a ‘tell us once’ delivery and business support.
those supported by NSW Government enquiries will need to have strong system should increase customer Being the central entry point into
(for example NSW Circular, an customer care skills, and to be satisfaction. government services could enhance
innovation network established by familiar with general business needs. Service NSW’s ability to collect more
It will also allow staff to
the NSW Government to support the Depending on the evolution of the “The Hub’s better analyse successes
complete data about different types
service from a connector to an of business and their needs.
transition to a Circular Economy).
To the maximum extent possible it originator model, the Hub may need customers and learn from failures.
Market insights from data Once business needs are well
should also cover and keep up to to recruit and/or train for rich skills should aggregation could be understood, machine learning
and knowledge across different types
date on Australian Government
and any significant local of businesses, such as startups. If enjoy a made available across techniques may allow the Hub to
agencies to inform process more queries more efficiently
government programs. more specialised business support is seamless continuous improvement without lowering customer
required, through the triage process
The service must be highly clients should always be connected experience” and government policy service quality.
responsive, to give users confidence with a Business Connect advisor, development. Industry
in the quality of the service offering. insights could also be communicated
who will have some level of
back to businesses to help them
Performance
advisory expertise.
In implementing the Hub, the NSW
achieve their goals, subject to measurement and
Government should ensure that any
appropriate privacy protections. evaluation
out-of-date or redundant websites or Communication and
other links to government business The system chosen will need to The Hub should take advantage of
services, programs, and service
engagement channels manage information efficiently, and mechanisms for evaluating programs
providers, are deleted or updated In its initial stages, the Hub’s primary to guarantee user privacy and data and measuring the return on
as appropriate. In this regard, the communications channels will be its security. Further project scoping government investment. This must
IPC is pleased to note that the NSW website — where communication will will be needed to determine its in the context of a comprehensive
Department of Customer Service is be predominantly agency-to-user capabilities in recording the content evaluation plan that is broader
collaborating — email, phone and possibly instant of voice, teleconference and than measuring business success:
“Implementation across messaging. The fallback option for face-to-face interactions. customer satisfaction with the Hub’s
government to triage should be for clients to be
detail is critical for help agencies directed to a Business Connect
services will be a critical measure.
the Hub’s success” to retire little- advisor to ensure specialist support
used sites that meets their needs.
3.7 Governance arrangements
or merge information to create a
centralised online home of the NSW
Government.5
Customer relationship
management
No wrong door The chosen hub should not The Hub will be providing a service Accountability
implement its own customer to the agencies providing business
It is important that the Business relationship management system services, as well as to business
and evaluation
Hub service has a ‘no wrong door’ or build its own data system. It users. It is therefore essential to Accountability mechanisms should
approach, so that businesses can should make use of a common data establish a governance model be a focus of the project scoping
continue to directly approach the system that extends across the that provides for adequate input, exercise in the development of a full
agency or program if they’ve engaged various NSW Government agencies influence and feedback from the business case. Arrangements should
with it before or already know where involved in business assistance. This former. In particular, it is desirable support:
to go, or through existing interfaces. could be built on the single view of that service providers feel ownership
New business customers will be customer initiatives being driven by • the intrinsic motivation of hub staff
of the Hub as a complement to
encouraged to go through the Service NSW. It is essential that the to optimise their impact
their own engagement, promotion
Business Hub first, to ensure they are system implemented has adequate and marketing activities, and are • sufficient transparency to hold
gaining access to the services that functionality for categorising the committed to the Hub’s continuing the Hub’s agency to account for
best suit them. Where customers range of types of support that may success and possible growth. At performance
have gone directly to a service they be sought. This will help ensure the same time, governance should • incentives for the Hub’s agency to
are familiar with, they should also be clients get an appropriate response not be overly intrusive so that it conduct affordable experiments in
reminded of the Business Hub, and with continuity of service, are not stymies effective decision-making. increasing the Hub’s effectiveness
the additional services that they may required to duplicate information This could include a Memorandum of
not be aware off that they may be provision, and facilitate performance • expert and disinterested evaluation
Understanding (MoU) that clearly sets
helped to access by using it. measurement. of the Hub’s medium- and long-
down the expectations of all parties,
term impact, to aid benefit-cost
and a process for modifying as
analysis (Gruen, 2019).
5
See https://www.nsw.gov.au/news/nsw-government-to-consolidate-over-500-websites. appropriate and keeping it up to date.
28 NSW Innovation and Productivity Council 29TWEED HEADS
MURWILLUMBAH
LISMORE
FIGURE 2: LOCATION OF SERVICE NSW CENTRES BALLINA
TENTERFIELD CASINO
LIGHTNING RIDGE MOREE
MACLEAN
WALGETT
TWEED HEADS
GRAFTON
TWEED HEADS
BREWARRINA WARIALDA GLEN INNES
MURWILLUMBAH
MURWILLUMBAH
BOURKE INVERELL
BINGARA
LISMORE
LISMORE COFFS HARBOUR
BALLINA
NARRABRI BARRABA BALLINA
CASINO
LIGHTNING RIDGE TENTERFIELD
MOREE TENTERFIELD CASINO
ARMIDALE
LIGHTNING RIDGE MOREE
NAMBUCCAMACLEAN
HEADS
WALGETT
MACLEAN
WALGETT
GUNNEDAH GRAFTON
BREWARRINA WARIALDA GLEN INNES
WALCHA
GRAFTON
BOURKE TAMWORTH KEMPSEY
BREWARRINA WARIALDA INVERELL
GLEN INNES
BOURKE INVERELL BINGARA
QUIRINDI
BINGARA PORT MACQUARIE
COFFS HARBOUR
NARRABRI BARRABA
COONAMBLE WAUCHOPE
BARRABA COFFS HARBOUR
ARMIDALE
NARRABRI
COONABARABRAN NAMBUCCA HEADS
ARMIDALE GLOUCESTER
COBAR GILGANDRA TAREE
WARREN COOLAH GUNNEDAH NAMBUCCA HEADS
WILCANNIA WALCHA TUNCURRY
NYNGAN MERRIWATAMWORTH KEMPSEY
DUBBO
BROKEN HILL GUNNEDAH MUSWELLBROOK DUNGOG
WALCHA
QUIRINDI KEMPSEY
WELLINGTON TAMWORTH PORT MACQUARIE
MUDGEE SINGLETON RAYMOND TERRACE
CONDOBOLIN COONAMBLE WAUCHOPE
QUIRINDI MAITLAND NELSON BAY
LAKE CARGELLIGO COONABARABRAN PORT MACQUARIEWALLSEND
CESSNOCK GLOUCESTER
COBAR
COONAMBLE GILGANDRA WAUCHOPE TAREE
NEWCASTLE
WARNERS BAY
WARREN
COONABARABRAN
PARKES COOLAH
WILCANNIA NYNGAN ORANGE MERRIWA GLOUCESTER
TUGGERAH TOUKLEY
TUNCURRY
COBAR GILGANDRA FORBES DUBBO TAREE
BROKEN HILL MUSWELLBROOK DUNGOG
WARREN COOLAH BATHURST GOSFORD
WELLINGTON OBERON LITHGOW ERINA
WILCANNIA NYNGAN MERRIWA SINGLETON TUNCURRY RAYMOND TERRACE
CONDOBOLINDUBBO MUDGEE KATOOMBA RICHMOND
BROKEN HILL MUSWELLBROOK MAITLAND
DUNGOG NELSON BAY
LAKE CARGELLIGO BLUE MOUNTAINS
WEST WYALONG
WELLINGTON GRENFELL COWRA PENRITH CESSNOCK WALLSEND
WENTWORTH NEWCASTLE
CONDOBOLIN MUDGEE
PARKES
SINGLETON
GLENMORE
MAITLAND
PARK
MACARTHUR
RAYMOND
WARNERS BAY
SYDNEY
TERRACE
NELSON BAY
LAKE CARGELLIGO CESSNOCK WALLSEND TOUKLEY
TUGGERAH
FORBES ORANGE
GRIFFITH BATHURST GOSFORD CORRIMAL
NEWCASTLE
YOUNG OBERON WARNERS BAY
LITHGOW ERINA
WOLLONGONG
PARKESTEMORA CROOKWELL KATOOMBA RICHMOND
LEETON ORANGE BLUE
MITTAGONG TOUKLEY
TUGGERAH
MOUNTAINS
WARRAWONG
FORBES
WEST WYALONG GRENFELL KIAMA
BATHURST COWRA GOSFORDPENRITH
3.8 Service NSW is
WENTWORTH GOULBURN
BALRANALD NARRANDERA
JUNEE
OBERON
COOTAMUNDRA GLENMORE
LITHGOW PARK
MACARTHUR
ERINA
SYDNEY
NOWRA
HAY KATOOMBA RICHMOND
YASS
BLUE MOUNTAINS
WEST WYALONG
GRIFFITH WAGGA WAGGA
GRENFELL CORRIMAL
COWRAYOUNG PENRITH
WENTWORTH
TEMORA TUMUT GLENMORE PARK
SYDNEY WOLLONGONG
a natural Hub owner
CROOKWELL ULLADULLA
WARRAWONG
MOULAMEIN LEETON QUEANBEYAN
MACARTHUR MITTAGONG
DENIIQUIN KIAMA
TUMBARUMBA GOULBURN
CORRIMAL
BARHAM
GRIFFITH
BALRANALD FINLEY COOTAMUNDRA
NARRANDERAYOUNG BATEMANS BAY
HAY JUNEE
YASS WOLLONGONGNOWRA
TEMORA
COROWA CROOKWELL MORUYA
ALBURY
WAGGA WAGGA MITTAGONG WARRAWONG
MOAMA LEETON
TUMUT KIAMA
GOULBURN ULLADULLA
BALRANALD MOULAMEIN
NARRANDERA COOTAMUNDRA QUEANBEYAN NAROOMA
HAY DENIIQUIN JUNEE COOMA NOWRA
YASS
Given the potential benefits from performing government agency BARHAM
WAGGA WAGGA
FINLEY TUMBARUMBA BEGA
BATEMANS BAY
COROWATUMUT BOMBALA MORUYA
an effective connector model, (across all levels of government), MOULAMEIN
MOAMA ALBURY
QUEANBEYAN ULLADULLA
EDEN
implementation should be viewed while client-facing agencies with BARHAM
DENIIQUIN
FINLEY TUMBARUMBA COOMA
NAROOMA
BATEMANS BEGA
BAY
as very achievable. In Service NSW’s functions delivered through Service COROWA
ALBURY BOMBALAMORUYA
MOAMA WARRIEWOOD
case, many of the elements already NSW also demonstrated significant SCHOFIELDS
HORNSBY
EDEN
NAROOMA
appear to be in place. This report performance improvements (NSW CASTLE HILL COOMA
BEGA
BLACKTOWN BROOKVALE
confirms that the existing business Business Chamber, 2018, p. 9). MT DRUITT HORNSBY WARRIEWOOD BOMBALA
SCHOFIELDS
functions of Service NSW make it an Service NSW is now undertaking CASTLE HILL CHATSWOOD
NORTHMEAD
EDEN
PARRAMATTA RYDE
appropriate agency to be designated service delivery roles such as co- MERRYLANDSBLACKTOWN SILVERWATER
BROOKVALE
MT DRUITT AUBURN
as the NSW Government’s Business ordinating funding support for WETHERILL PARK
HORNSBYNORTHMEAD
WARRIEWOOD CHATSWOOD
NORTH SYDNEY
ROZELLE WYNYARD
Hub. Among the factors that businesses affected by bushfires and SCHOFIELDS
CASTLE HILL
BURWOOD
PARRAMATTA
MERRYLANDS
RYDE
HAYMARKET
SILVERWATER
BONDI JUNCTION
SYDNEY
recommend it are: by Covid-19 (Service NSW, 2020). BLACKTOWN WETHERILL
BANKSTOWN PARK
AUBURN
MARRICKVILLE
BROOKVALE
ROSELANDS
NORTH SYDNEY
RANDWICK
ROZELLE WYNYARD
• Customer service mandate: • Brand recognition: Service NSW
MT DRUITT
NORTHMEAD
LIVERPOOL REVESBY HAYMARKET
BURWOOD
PRESETONDS/EDMONDSON PARK
CHATSWOOD
BOTANY
BONDI JUNCTION
ROCKDALE
SYDNEY
HURSTVILLE MARRICKVILLE SERVICE CENTRES CURRENT
Service NSW has a mandate to has the brand recognition of being PARRAMATTA
MERRYLANDS
RYDE BANKSTOWN
LIVERPOOL
SILVERWATER REVESBY
ROSELANDS RANDWICK
SERVICE CENTRES FUTURE
BOTANY
PRESETONDS/EDMONDSON PARK
deliver customer service excellence a front door to government. It WETHERILL PARK
AUBURN NORTH SYDNEY
HURSTVILLE
ROCKDALE STORE-IN-STORE
SERVICE COUNCIL AGENCIES
CENTRES CURRENT
ROZELLE WYNYARD
MIRANDA
across government services provides a variety of services that BURWOOD ENGADINE
HAYMARKET
BONDI JUNCTION
SYDNEY SERVICE CENTRES FUTURE
including for business.6 are general enough to be a logical BANKSTOWN
MARRICKVILLE
ENGADINERANDWICK MIRANDA
STORE-IN-STORE COUNCIL AGENCIES
ROSELANDS
starting point for all business LIVERPOOL REVESBY BOTANY
• Service capability and reputation: PRESETONDS/EDMONDSON PARK
enquiries. HURSTVILLE
ROCKDALE SERVICE CENTRES CURRENT
Service NSW has developed a SERVICE CENTRES FUTURE
reputation for high quality • Geographic reach: Service NSW’s STORE-IN-STORE COUNCIL AGENCIES
customer service, guiding spread of service centres and mobile ENGADINE MIRANDA
businesses across a growing service centres and regionally based
number of industries to navigate Business Concierges leave it
government regulation. The NSW well-placed to assist in servicing the
Business Chamber’s 2016 Red Tape approximately 30 per cent of NSW
Survey identified it as the best small businesses located in regional
New South Wales (see Figure 2).
30 NSW Innovation and Productivity Council 31You can also read
