HealthShare NSW featured in ‘State of the NSW Public Sector 2018’

3 December 2018

The Public Service Commission’s ‘State of the NSW Public Sector 2018’ report is out with a great case study on HealthShare NSW’s work to put customers at the centre of everything we do. The case study below appears in Chapter 4: Creating positive workplace cultures.

HealthShare NSW is improving the experiences of patients and Health cluster agencies.

HealthShare NSW is a shared services organisation with more than 6,500 employees. It supports the delivery of NSW Health’s patient care through its linen service, payroll and financial services, procurement, food and patient support, and patient transport services.

Its efforts to ensure its customers are at the centre of everything it does has resulted in year-on-year improvements in its customer satisfaction results – from 4.9 out of 10 in 2015 to 6.2 out of 10 in 2018. To help its workforce connect with customers and better understand their needs and expectations, HealthShare NSW has:

  • emphasised the importance of customers in its organisational strategy
  • selected several key performance indicators – customer satisfaction, customer engagement and net promoter score – and consistently measured performance against these metrics. It does this using surveys, some of which are administered immediately after a customer interaction
  • collaborated with customers and service lines to develop personas, customer journey maps and empathy maps that reflect customers’ behaviours, needs and concerns. These tools have been well received by employees, helping them to shape and direct customer conversations and better anticipate the needs of those they serve
  • rolled out an agency-wide communications and recognition program that focuses on customer experiences and the importance of the workforce in delivering outcomes. It sends monthly newsletters to all employees, and the Chief Executive recognises exceptional customer service with handwritten thank you cards.

HealthShare NSW worked to identify and define its customer base, even though this was not easy because of its diverse service lines. But by defining its base, it was able to streamline many of its initiatives, such as creating customer journey maps and personas. Its high-level tools are designed to be easily adapted to the specific needs of different parts of the business while being detailed enough to derive insights and outline individual actions that may be needed.The organisation’s journey to improve the experiences of patients and healthcare agencies is ongoing. Over the coming months, it is aiming to expand the scope of its data analysis to combine qualitative and quantitative data at specific points along customer journeys. It also wants to continue to map key customer journeys to ensure seamless end-to-end services, and incorporate digital tools and channels into business practices.

Results for its key performance indicators are expected to improve even more as the workforce becomes increasingly customer-oriented and engaged with serving health workers and the broader community.

Back to the top of this page

Follow us

Twitter Twitter Linked In LinkedIn