Fundamental to the Program’s innovative design was a multifaceted co-design approach that worked across two tiers of government and brought together representatives from within the LG that may not have ever worked together.
Drawing on subject matter expertise and experience across the whole organisation, officers were guided to map out entire application processes, from finding information to gaining relevant approvals. This included working across internal departments and external agencies to meet regulatory obligations.
Rather than viewing systems management through a regulatory lens, applying a human-centred design approach and walking in the shoes of the customer, fostered a greater understanding of how small businesses dealt with, and navigated, what can be complex and confusing application and approval processes.
This methodology was transformative in driving process improvements, internal efficiencies, and cultural change, to make it easier to start and grow a business.

Successful Program delivery during and post pandemic lockdown periods in WA leveraged off design thinking and human-centred design principles to:

• elevate the voice of the small business customer;
• guide local government officers to understand the customer journey; and
• identify improvements to benefit the customer and organisation.

This collaborative approach resulted in:

• meaningful engagement with 20 LGs
• 213 LG staff participating in human-centred design workshop sessions
• 499 identified reforms
• a projected net benefit of $73.8 million over a ten-year period; and
• a Benefit Cost Ratio1 of 8.94 (i.e. for every $1 invested, $8.94 of benefits is expected to be achieved).

The transfer and adaption of knowledge gains achieved through Program key learnings, methodology, quantitative and qualitative results, has informed extended Program reach to a broader stakeholder network across state and local government.

Collaborators included LG CEOs, broader executive and organisational staff , working group participants and small business operators that had applied for a permit/approval at the LG, and Regional Chamber of Commerce and Industry (CCI) representatives who provided a voice for regional small business operators.

The SBDC also partnered with the Department of Racing, Gaming and Liquor to identify improvements to liquor licensing approval processes based on successful pilot program methodology.

The development and implementation of Program reforms have resulted in small businesses being provided with better information upfront, faster approval timeframes and an improved overall experience.
Local governments are also benefiting from streamlined processes and stronger internal communications. Both of which have contributed to breaking down of departmental silos, and efficiency gains across the organisation, which in turn supports the LG to stimulate and sustain local economic growth.

An independent CBA found that Program benefits primarily accrue through reduced time for granting approvals, resulting in additional economic activity in the small business sector. Program design and its approach to building engagement across a LG has also acted as a catalyst to investigate and implement additional reforms to their systems and processes which would otherwise not have taken place.

The $2.2 million taxpayer investment through Streamline WA is expected to deliver a net benefit of $73.8 million in present value terms over the next ten years. This represents an all-encompassing win for small businesses, LGs, local communities, and WA.

Pandemic impacts including lockdowns, working from home orders, health directives and high staff turnover necessitated that the SBDC and facilitators evolve and adapt the 10–12 day Program delivery.
This agility ensured delivery to 11 metropolitan and nine regional LGs, through bespoke re-designs and support measures to meet the evolving pandemic situation and partner’s capabilities.
Pivots included shorter and more condensed officer contact time, and greater SBDC and facilitator support in developing Action and Implementation Plans.
Ongoing resource stress in regional centres necessitated further recalibration and the development of alternative delivery models, including two-day intensive masterclasses to impart key Program learnings.

Working across two tiers of government, each with a unique set of regulatory parameters and expectations required a high level of trust and commitment by each partner. This included:

• Local government partner:
o An engaged and willing CEO and executive team
o The organisation having the time to commit to the Program
o Leadership to ensure implementation of reforms, and permission from the CEO for officers to continue to innovate.

• SBDC:
o The design and execution of a strong project plan and management process
o Ensuring reforms strategically aligned with State Government policy objectives and LG community and corporate plans
o Provision of a mechanism to monitor and report on reform progress
o Measuring results.

In addition to catching the attention of intrastate and national networks, and a recent Silver Award from the Institute of Public Administration Australia WA, the Program’s unique design, key learnings and proven methodology currently informs internal projects and was the catalyst for Program delivery to state-based agencies committed to developing reforms to streamline:

• Low-risk liquor licence applications - Department of Racing, Gaming and Liquor; and
• Approvals processes for tourism industry business customers - Department of Biodiversity, Conservation and Attractions.

Preparations are now underway to further expand the Program to other agencies seeking to improve the way they develop and apply regulation.

Delivery of the two-year initiative is now complete, and a recent independent economic evaluation confirms that the Program’s benefits to small businesses and LGs will accrue over time. To maintain reform momentum, the SBDC will continue to work with participants to make it easier for small business to establish, relocate, grow and thrive.

This strengthening of working relationships will not be developed in isolation but continue to be based on a collaborative approach, one that leverages off all aspects of the SBDC and contributes to ensuring better outcomes for our local government partners, their small business communities and the WA economy.

Following is a statement by ACIL Allen, a leading in independent economics, policy and strategy advisory firm, commissioned by the SBDC to undertake an Economic Evaluation of the Program.

“In ACIL Allen’s opinion, the Small Business Friendly Approvals Program is a cost-effective, fit-for-purpose approach to identifying and progressing reforms which benefit both small business and the Local Government sector.

The Program’s disaggregated design and approach to building engagement across LGAs through a multidisciplinary team has clearly acted as a catalyst for individual organisations to investigate and implement reforms to their systems and processes that may not otherwise have taken place.”