Reflection - visualisation Unlocking community facilities 

 Challenge I work for a local government ( council ) in Melbourne , Australia . Management and   elected members   were concerned that council managed community facilities were difficult to access by community   organisations and members of the public . My team is not responsible for the management / booking   of any facilities , however , is responsible for planning for the demand for additional facilities . The   scoping stage of the challenge indicated that : • Council hired 56 facilities • Facilities were managed by 5 different departments ( 8 different work units ) • There were 32 different customer categories • More than 140 different fee options • Seven different booking systems • Eight different booking forms and hire agreements 

 The project scope was to : • Improve the experience for the customer , while not centralising the management internally • Optimise community access and use of council managed community facilities 

 The project was considered a wicked problem to solve because :   • The problem was human - centered - we had no information about how intricacies of the 

 management system , nor customer experiences / expectations 

 • There were too many moving parts to clearly understand / document the problem as such we 

 relied on gut - feeling 

 • There was a large amount of uncertainty around what the current practices were • Whilst there was a corporate booking system , the data was unusable for analysis 

 Due to lack of data , storytelling was a powerful tool to keep the project ’s momentum and to trial a   number of ideas . 

 Selection One of the biggest challenges was for the different officers in charge of bookings to accept current   practices were inefficient and bad customer service . As it was impossible to apply process or   analytical thinking to this problem , storytelling was a powerful tool to get consensus and buy - in to   the project . It was essential the catalyst for a series of little changes to current practices that had   long term positive benefits to the organisation and community groups . 

 Application There were many stories told to help describe the current situation . For example : • The story of a bogus example of what it is like to deal with council when contact is made to book 

 facilities , the trials , the tribulations and the frustrations from a customer ’s perspective . The story   started by describing the customer , a non - English speaking older lady with no interest . 

 • The story about how council potentially can ask the same community volunteer for the same 

 piece of paper 17 times every year . 

 These stories helped set the scene . From there ideas were generate from a number of unlikely   officers to improve the situation . My name is Menna and throughout the process I used the ‘ Menna ’s   Dancing Dogs ’ as a bogus storytelling narrator . So much so , that stakeholders were using ‘ Menna ’s   Dancing Dogs ’ when talking about ideas in later stages of the project . 

 Insight and approach Storytelling was used a lot . Some stories were real life examples modified to protect the identity of   customers , others were fictitious to either provide insight to current practices or to test / talk through   ideas . 

 Storytellng , in its many forms used of the last couple of months , have been pivotal in helping people   stay focused , to share experiences , and most importantly emphasise with council ’s customers -   especially in an environment where there were considered a nuisance and difficult to deal with . 

 In two months , officers have implemented a number of changes , most have been successful - some   were not successful but ones that we still learnt lesson from . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Menna, Menna, Menna
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Reflection - visualisation Unlocking community facilities 

 Challenge I work for a local government ( council ) in Melbourne , Australia . Management and   elected members   were concerned that council managed community facilities were difficult to access by community   organisations and members of the public . My team is not responsible for the management / booking   of any facilities , however , is responsible for planning for the demand for additional facilities . The   scoping stage of the challenge indicated that : • Council hired 56 facilities • Facilities were managed by 5 different departments ( 8 different work units ) • There were 32 different customer categories • More than 140 different fee options • Seven different booking systems • Eight different booking forms and hire agreements 

 The project scope was to : • Improve the experience for the customer , while not centralising the management internally • Optimise community access and use of council managed community facilities 

 The project was considered a wicked problem to solve because :   • The problem was human - centered - we had no information about how intricacies of the 

 management system , nor customer experiences / expectations 

 • There were too many moving parts to clearly understand / document the problem as such we 

 relied on gut - feeling 

 • There was a large amount of uncertainty around what the current practices were • Whilst there was a corporate booking system , the data was unusable for analysis 

 Due to lack of data , storytelling was a powerful tool to keep the project ’s momentum and to trial a   number of ideas . 

 Selection One of the biggest challenges was for the different officers in charge of bookings to accept current   practices were inefficient and bad customer service . As it was impossible to apply process or   analytical thinking to this problem , storytelling was a powerful tool to get consensus and buy - in to   the project . It was essential the catalyst for a series of little changes to current practices that had   long term positive benefits to the organisation and community groups . 

 Application There were many stories told to help describe the current situation . For example : • The story of a bogus example of what it is like to deal with council when contact is made to book 

 facilities , the trials , the tribulations and the frustrations from a customer ’s perspective . The story   started by describing the customer , a non - English speaking older lady with no interest . 

 • The story about how council potentially can ask the same community volunteer for the same 

 piece of paper 17 times every year . 

 These stories helped set the scene . From there ideas were generate from a number of unlikely   officers to improve the situation . My name is Menna and throughout the process I used the ‘ Menna ’s   Dancing Dogs ’ as a bogus storytelling narrator . So much so , that stakeholders were using ‘ Menna ’s   Dancing Dogs ’ when talking about ideas in later stages of the project . 

 Insight and approach Storytelling was used a lot . Some stories were real life examples modified to protect the identity of   customers , others were fictitious to either provide insight to current practices or to test / talk through   ideas . 

 Storytellng , in its many forms used of the last couple of months , have been pivotal in helping people   stay focused , to share experiences , and most importantly emphasise with council ’s customers -   especially in an environment where there were considered a nuisance and difficult to deal with . 

 In two months , officers have implemented a number of changes , most have been successful - some   were not successful but ones that we still learnt lesson from .
### Output: 