Enhancing Staff and Client Experience with Optimised SMS Reminders

Initial design research was undertaken to explore the current state and identify pain points that could be leveraged as opportunities to improve the system.

This research included:

• Observational time-in-motion studies shadowing Client Services staff
• Staff workshops and interviews involving 17 staff members (inclusive of Client Services, IT, Clinicians, Business and Performance team)
• System, process, and stakeholder mapping

Design exploration continued until saturation was reached prior to moving into solution ideation. Investigation and development of potential alternative solutions then occurred, followed by testing of the most promising opportunities. Testing in the project utilised PDSA Improvement cycles and close collaboration with frontline staff who had previously been engaged in the exploration phase.

Community members aged 18–78 were recruited as community advisors and participated in usability testing using:

• 5-second tests for first impressions
• Pens of Power to refine message clarity and trust
• Observation of use to discover errors and barriers to action
• User tests at community events and online

Creating a design solution extended to:

• Mapping and UX testing legacy IT systems
• Comparing, vetting, and securing new SMS solutions
• Rewriting policies, procedures, and manuals
• Improving wording on templates
• Designing improved tools to transfer data across systems efficiently
• Communicating and coaching staff on the new process

The final design reduced the process from hours to minutes and enabled automatic reminders for more appointment types. The design brief was met and stakeholder expectations exceeded — both with measurable efficiencies and reported improved experience by both staff and clients.

This project highlights how design in healthcare must design for core systems and processes to deliver meaningful and lasting improvements.

The process this project focused on is a familiar but often overlooked technology. While SMS is not new, its role in healthcare communication is critical. To make it effective, we focused on functionality, accessibility, quality, and sustainability. We began by recognising that even small changes in communication can have a big impact. The team treated this project with the same care as any new digital health tool.

We prioritised user experience and safety, ensuring that messages were clear, trusted, and easy to act on. A range of community members of diverse language, age, and technology needs were recruited and participated in testing, including community members and staff. We used traditional UX methods like 5-second tests and Pens of Power to evaluate clarity and tone. Core IPC Health teams worked together to map, test, and re-design the system.

The result is a streamlined process that replaces nearly 200 manual steps by 60%. It supports translated messages and rich cards, making it more accessible for clients from diverse backgrounds. Staff now spend less time on repetitive tasks and more time supporting clients directly.

This project shows that design excellence is not about using the newest technology. It is about applying thoughtful, user-centred design to improve systems that people rely on every day. It is a strength of the project that this work was prioritised amongst other new design priorities, knowing that improving efficiency and experience here would ultimately result in improved care for clients as staff time is freed up through focus on the back-end.

The project is a great example of how investing in redesign that can be practically implemented provides positive return on investment. It demonstrates sustainability in design by focusing not only on new products or solutions, but optimising current systems to improve business outcomes and client experience.

This project demonstrates innovation by transforming a routine, back-of-house SMS process into a human-centred, scalable communication system. While SMS technology itself is not new, our approach to redesigning how it’s used within IPC Health is original, imaginative, and deeply responsive to user needs.

We began by uncovering the hidden complexity of the existing system of nearly 200 steps and 6 staff involved daily. One CSO shared, “The process is time consuming, and time would be better spent on other tasks.” By sharing this reality openly, we shifted internal culture and created space for change.

Using Plan-Do-Study-Act cycles, we rapidly prototyped and tested new workflows with those most affected: Client Services Officers and community members. The innovation lies in how we used existing tools in smarter ways. We automated reminders for over 15,000 appointments, integrated with TrakCare, and introduced features like multilingual messaging and rich cards. These enhancements open new opportunities for future services, such as welcome messages and appointment follow-ups.

We also applied human-centred design to the message content itself. Testing with community members helped us refine tone, clarity, and trust — especially important in an era of SMS scams and digital fatigue. A community tester said, “Looking at different designs I think it’s clear this is a real message from IPC Health.”

This project is a model for how service design can drive innovation — not through flashy tech, but by deeply understanding users, simplifying systems, and creating meaningful change. It’s a ground-up transformation that empowers staff, builds trust with clients, and sets a new standard for communication in public health.

The redesigned SMS reminder system at IPC Health has delivered measurable impact across operational efficiency, client experience, and staff wellbeing. By streamlining a process that previously took over 5 hours daily, we’ve reduced the total effort to just 18 minutes per day. Over the course of a year, this saves approximately 1,200 hours — equivalent to 160 working days.

This reclaimed time allows Client Services Officers to focus on higher-value tasks like assisting clients face-to-face, answering calls, and supporting intake. A CSO shared, “Now I can actually talk to people at the desk instead of stressing about sending messages.”

For clients, the impact is equally meaningful. More people now receive timely, consistent reminders — including those attending telehealth appointments or needing communication in their preferred language. This reduces missed appointments and confusion, especially for those with lower digital literacy. One community tester said, “It helps us all show up prepared and hopefully on time.”

The system also supports future enhancements like welcome messages and rich cards, laying the groundwork for more personalised and inclusive communication. In this way, the project contributes to social equity by providing inclusive solutions for a wider range of clients and ensuring those with differing literacy have access to quality care through appointment reminders, preparation materials, and warm welcomes to the service.

This project contributes to Victoria’s reputation for design-led innovation in healthcare, showing how professional design can create lasting, scalable improvements that benefit both staff and the communities they serve.

This project reflects excellence in circular design by maximising the value of existing systems and minimising waste, both in time and resources. Rather than investing in new infrastructure, IPC Health redesigned its SMS reminder process using tools already available, demonstrating a low-impact, high-return approach to service innovation.

The improvement and reduction of manual workflows has reduced the environmental footprint of daily operations. Previously, staff relied on printed lists, spreadsheets, and manual note-taking across six campuses. By digitising elements and streamlining these processes, we’ve reduced paper use, and unnecessary duplication.

The design also supports regenerative systems by freeing up staff time for more meaningful, person-centred interactions. With over 2,225 hours saved annually, Client Services Officers can now focus on supporting clients directly, improving the quality of care and reducing burnout.