Fran Thorn - Partner Deloitte

Jason Hutchinson - Partner Deloitte Digital

GLOBAL AND LOCAL INNOVATIONSWhat digital government could look like

DIGITAL TODAYREADINESS VS OPPORTUNITY

SURVEYPARTICIPANTS

Digital TransformationOpportunities and

challenges in pursuing a

“Digital First” strategy in

government.

CoveredReadiness

Cultural &

Change Management

Workforce

Leadership

Procurement

Survey & InterviewsFrom state departments

and agencies spanning a

variety of domains.

From state departments

and agencies spanning a

variety of domains.

THE GOVERNMENT IS NOT READY TO RESPOND TO DIGITAL TRENDS

GOVERNMENTMATURITY

78% of Organisationsbelieve that digital

technologies are an

opportunity to be capitalised on

66% of

Participantsare undecided or have

disagreed that their

organisation has a

coherent digital strategy

78% of Organisationsbelieve they are less than

half way to their ideal

digitalised organisation

66% of

Organisationsare undecided or

dissatisfied that their

organisation and their

leadership can understand

and cope with the change

LEADERSHIP AND BUY-IN AND OVERSIGHT NEEDS TO IMPROVE

LEADERSHIP

64% of Organisationsbelieve that a person or a

group should lead and

execute a digital strategy,

but only half of

organisations have this

leadership

Only 29% of

Organisationshave increased their

spending from last fiscal

year after a majority

agreed that digital trends

should be embraced

33% of Organisationsview their digital

capabilities behind that of

other public sector

organisations and 80%

behind the private sector

It is evident thatInsufficient funding, a lack

of strategy, competing

priorities, and the

unchanged attitudes to risk,

needs to change through

strong leadership

ORGANISATIONAL RESOURCES AND OPPORTUNITIES ARE LIMITED

WORKFORCECAPABILITY

60% of Organisationsdid not have the resources

or the opportunities to

obtain the right skills to

lead or execute a digital

strategy

This requiresTechnological savviness,

UX design, business

acumen, agile structure,

collaboration and

entrepreneurial spirit

At least 76% of

Organisationsbelieve their skill capability

needs to improve

GOVERNMENT DIGITAL GUIDELINESMANDATE COLLABORATION

CHANGEMANAGEMENT

55% of Organisationshave low to very low levels

of co-creating digital

services with their

customers and citizens

Digital Service Standards expect organisations to

‘understand the user needs, conduct

research to develop a deep knowledge of

who the service users are and what that means for digital and assisted

digital service design’

GOVERNMENT PROCUREMENT PROCESSES HAVE TO EVOLVE

PROCUREMENT

62% of participating

Organisationsare undecided of whether

they are satisfied with their

digital vendors

Significant change

desiredin procurement rules and

regulations, flexibility in

agile development process

and in contracts

71% of

Organisation’spreferred a mixed

procurement method,

combining their in-house

staff with contractors

THE FUTURE OF SERVICE DELIVERY IS BEING SHAPED BY THREE FORCES

Government Fiscal

Constraints

Rising Citizen

Expectations

Advances in Information Technology

8 KEY DRIVERS SHAPING THE FUTURE OF SERVICE DELIVERY

CUSTOMEREXPERIENCESTRATEGY

The shift away from individual touch-points in favour of a full spectrum of customer journeys that are highly tailored and maximise the level of integration between the physical and digital world

1

GOVERNMENTACCESS ACROSSCHANNELS

The increasing focus on ensuring services are delivered in the simplest, most user-friendly and efficient way for the citizen.

2

PRIVACYPROTECTION

The adoption of secure account technology, consent models, and new cyber security tactics to mitigate emerging privacy threats.

3

TECHNOLOGYENABLERS

Leveraging the latest analytic, cloud computing and social networking tools to improve service delivery capabilities

4

OUTCOMES BY DESIGN

Changing the service delivery focus from inputs, activities and outputs towards outcomes - making services more impactful and meaningful for customers

SERVICE STAFFCULTURE

The establishment of new ways of recruiting, organising and developing service-focused professionals.

5

FOSTERINGSOLUTION -ORIENTATEDINNOVATION

Fostering a culture of innovation by bringing together a diverse set of stakeholders to rapidly prototype and scale new customer-centric ideas

6

GOVERNMENTCOLLABORATION

The evolving role of government from a passive service provider to a collaborator and facilitator

7

8

MADE-FOR-ME

SEAMLESS OMNI-CHANNEL

PHYGITAL

THE 8 KEY DRIVERS SUPPORTED BY 24 TRENDS

CREATIVEDIGITAL BY DEFAULT

BRIDGING THE DIGITAL DIVIDE

THE HUMAN ELEMENT

AUTHENTICATION

CONSENT MODELS

CYBER SECURITY

ANALYTICS

CLOUD COMPUTING

SOCIAL NETWORKS

GOVCLOUD

LEARNING AND RE-LEARNING

THE SERVICE PROFESSIONAL

INNOVATION LABS

RAPID PROTOTYPING

ENTREPRENEUR IN RESIDENCE

G2G COLLABORATION

OPEN DATA

CROWDSOURCING

ECOSYSTEMS

NUDGING

PAYMENT FOR OUTCOMES

MADE-FOR-ME

PHYGITAL

AUTHENTICATION

SOCIAL NETWORKS

ECOSYSTEMS

CROWDSOURCING

G2G COLLABORATION

CUSTOMER EXPERIENCE STRATEGY

1

GOVERNMENT ACCESS ACROSS CHANNELS

2

PRIVACY PROTECTION

3

TECHNOLOGY ENABLERS

4

SERVICE STAFF CULTURE

5

FOSTERING SOLUTION ORIENTED INNOVATION

6

GOVERNMENT COLLABORATION

7

OUTCOMES BY DESIGN

8

PULSEPOINT

CREATIVE

Code one cases

responded to within 15

minutes(85% target)

73.7%

Code one emergency

casesup 3% from 2012-2013

321,83

9Adult cardiac patients

surviving to hospital

discharge(target 20%)

53%

Adult cardiac patients

arriving

at hospital with vital

signs(target 53%)

86%

Ambulances by the numbers for the state of Victoria.

CROWDSOURCING

SMART SANTANDER

CREATIVE

Multiple sources of

informationFixed sensors, mobile

sensors, QR code & NFC

technology, citizen apps

and human sensors

ECOSYSTEMS

Real-life

laboratoryThink Tank work

space for entrepreneurs to

brainstorm technology

ideas

Citizen engagementMobile apps, Santander

City Brain (open data) and

Think Tank work space for

entrepreneurs

20,000 IoT Devices

across the cityMonitoring waste

management, transport and

energy

‘Digital Cities’

HEALTH CARE

CREATIVENow everybody can do their part to advance medical research

COLLABORATION

Diabetes UKWith the consent of Tesco

club cardholders, Diabetes

UK develops risk

assessments for shoppers

based on their food-

purchasing history and

provides them with advice

on how to reduce their

diabetes risk.

iHealA wrist-worn biosensor that

tracks indicators of arousal

or stress in drug addicts

and transmits this data to a

mobile app that delivers

personalised drug-

prevention intervention to

users.

Apple ResearchKitResearchKit is a software

framework created

specifically for medical

research. And it’s open-

source — so everyone can

collaborate to potentially

change medicine forever.

3D printed prosthetic

handGirl, 7, gets revolutionary

new 3D printed prosthetic

hand that cost only $20

to make.

ESTONIA E-ID

Estonia has probably the most joined up digital government in the world.

e-ID CardBased on a relationship

database (unique identifier,

name, date of birth, sex,

address history, citizenship,

and their legal

relationships).

Why Estonia?They are not a nation with

large tax revenues, and

there are not a lot of natural

resources. So the state

needs as much efficiency

and as little bureaucracy as

possible.

AUTHENTICATION

eServicesYou can view your

educational record, medical

record, address,

employment history and

traffic offences online. (600

citizen e-service and 2000

business e-services).

Citizen controlCitizens and residents

can access their own data

online through the State

Portal. (view, edit and

monitor watchers).

SMART HIGHWAYS

The intelligent and interactive roads of tomorrow

PHYGITAL

Glowing LinesGlow-in-the-dark lining

absorbs energy during the

day and glows in the dark.

A safe and sustainable

alternative to conventional

lighting for dark roads.

Electric Priority LaneInduction charging offers

electric cars the possibility

to charge themselves while

driving. Electric priority

lanes stimulate sustainable

transportation.

Interactive LightingInteractive lighting is

controlled by sensors: it

only turns on when traffic

approaches. It is a

sustainable and cost-

saving alternative to

continuous lighting.

Dynamic PaintTemperature-controlled

marking lights up and

becomes transparent

again, depending on

temperature. The marking

warns road users when the

road deck can be slippery.

HELSINKI’S KUTSUPLUS (on-demand) BUS RIDE

CREATIVE

Register:Create one-time

account to get

registered and

access service

The “Billion to One” Experience

Select start

and end

point:Select any start

point and end

point for your

journey

Pay for

service

(m-wallet)Pay for service

through credit

card or

m-wallet

Depart for

starting point:The app

provides maps

and directions to

reach the

starting point

Ride:Share ride on

home bus

Arrive at end

point:The app gives

walking

instructions from

end point to

destination

MADE-FOR-ME

MEERKAT & PERISCOPE

CREATIVE

SOCIALNETWORKS

BroadcastingAmerican senators, John

Thune and Jerry Moran set

the precedent by

presenting live by

discussing the budget

directly bypassing the

press and interacting with

voters.

Emergency ResponseDuring catastrophic flood

and fire days or siege

situations, emergency

services can tap into live

feeds of citizens to better

engage personal situations.

If we flip the lens, what could the advantages be of understanding this resource

COMMON IMPLICATIONS

CREATIVEKNOW YOUR CUSTOMER

Different citizen segments will have varying demands for services and willingness to help governments drive efficiency

1

BUILD DIGITAL CHANNEL CAPABILITIES

Start to define your Digital Roadmap where the most impactful investments will help lower operational costs and drive improved service experience

2

PRIVACY IS NON-NEGOTIABLE

Review processes to ensure that customer privacy laws and guidelines are adhered to, and that effective recovery processes are in place if needed.

3

UNDERSTAND YOUR TECHNOLOGY OPPORTUNITIES

You do not have to implement all the latest technology innovations, but be fully aware of the options available to your organisation.

4

INVEST IN PEOPLE

They are critical to drive change. Ensure that staff have strong learning and development programs to help them improve customer service.

5

COMMIT TO SERVICE INNOVATION

Launch a formal and proactive service innovation program that continuously reviews and enhances the current way of “doing things”.

6

OPEN YOUR APERTURE TO A BROADER SET OF PARTNERS, STAKEHOLDERS AND NETWORKS

This includes citizens, not-for-profits and private sector organisations that can bring fresh perspectives on service delivery solutions as well as additional resources and skillsets.

7

IMPLEMENTATION Build very clear KPI’s and specific measures to tie service initiatives to actual outcomes that matter for customers.

8