Passport Modernisation Vision

I interviewed customers who I met at the Passport Office, I arranged sampling of customers with active applications, and I actively contacted customers who had made contact due to issues with their passport application.

The customer satisfaction for passports is over 90% because customers are delighted to get a passport. It was important to find real stories BEFORE a customer gets their passport.  

I designed and ran a series of staff workshops, where we empathised with the customer journeys, examined other agencies and passport experiences, and gathered the views and pain points from staff.

We led staff through a Design Thinking process and gathered How Might We statements and prioritised them.

We synthesised the How Might We statements from the workshops and found 10 natural categories.  These were re-worked and analysed into a workable set of 5 categories that defined  the ambition was for a modernised service with improved customer, staff and business outcomes.

Working with the executive, these 5 categories were formed into the Guiding Principles to drive the vision throughout the Pass

We developed a set of Future Customer Journeys that defined the vision for the modernised service across a range of different customer scenarios. I designed and produced a set of large posters which are mounted in the boardroom in Canberra.

These future journeys implied a set of capabilities that will need to developed and were endorsed by the executive group.

A number of increasingly hi-fidelity prototypes were iterated, stakeholders consulted and eventually customer tested. Our riskiest assumptions were tested and designs refined. Customer testing validated the design principles we now use as design moves into staged delivery.