Government needs to invest and build digital skills across government – the view of civil servants

Having the right skills and capacities to hand is pivotal to the effective digital transformation of government. For the past three years, we have asked civil servants to tell us how government is adapting to changing digital skills needs as part of our Government Digital Trends Survey.

The most startling finding from this year’s survey is a rise in the number of civil servants who say that a lack of training is a barrier to digital transformation

Lack of available skills continues to be a barrier to transformation

In 2017, 62% of civil servants placed lack of training for staff among the top three barriers to digital transformation of government. Despite a significant increase in training over the last twelve months, 43% of respondents told us that they had not received enough digital training to do their job well (an increase of 6% points since 2015). When asked about whether they personally receive adequate digital skills training to do their job, the number agreeing was just 12% (a decrease from 20% since 2016).

Seeking to fill this digital skills gap, we found that civil servants are taking a proactive approach to skills acquisition:

36% are using self-directed study in their own time to develop their digital skills (an increase of 12% points since 2015)

Civil servants are calling out a lack of specialist digital skills

Several types of skills are needed: technical and professional skills, including ICT specialist skills for workers who drive innovation and support digital infrastructures and the functioning of the digital services. This year we asked civil servants, including those working in digital programmes, to identify the top three digital skills gaps in their organisation.

Development and service design were the most popular answers, chosen by 44% of respondents. The next most common answers were agile delivery management (37%), user research and technical architecture (36% each).

To seize the benefits of digital, government needs these in-demand specialists: workers who can code, develop applications, manage networks and analyse data, among other skills. These skills enable innovation to flourish, often in collaboration with the private and not-for-profit sectors, but also support the infrastructure that government and users rely on.

What are the priority skills policies to meet these challenges?

Addressing the challenges of digital will require an overhaul of government’s skills policies. It must ensure that an increasingly digital world yields better quality jobs and that civil servants have the means to take advantage of the new job opportunities that open up.

In my opinion there are five priorities for skill policies to facilitate take-up of these opportunities:

  1. Part of the task is to ensure that all civil servants have basic ICT skills as well as solid problem-solving skills to use ICT effectively. Many of these skills are also acquired outside education and training institutions – for instance, and as we have found through the survey, in the workplace. Government could support and better recognise skills acquired by civil servants outside formal channels.
  2. It is not just sufficient for civil servants to have skills – government must fully use these skills to reap their benefits in terms of higher productivity. The use of digital skills, including problem solving in a technologically rich environment, varies substantially across the civil service. A key factor driving this variation is the use of high performance work practices such as teamwork, work autonomy, training, flexible work hours, etc.
  3. For ICT specialist skills, basic programming is no longer enough. For instance, advanced engineering and experience with machine-learning are increasingly important. In addition, ICT specialists also need domain-specific knowledge, given the potential applications of ICT in the business of government, such as health, education and welfare.
  4. Government needs to better assess and anticipate changing skills needs in order to adapt programmes and pathways offered and guide civil servants towards choices that lead to better outcomes. By including all stakeholders in skills assessment exercises government can ensure that the information collected is useful and that policies respond to actual needs. This includes working closely with industry to address shortages in areas of strategic importance.
  5. As skills demands change continuously, training for civil service to keep up with new skills requirements is crucial. This requires offering better incentives for civil servants to re-skill and up-skill. And includes, for example, the government fully supporting and embracing the Digital Academy initiative in the Government Digital Service (GDS).

If you would like more information about our Government Digital Trends Survey, or would just like to raise a question or add information, please feel free to add a comment below or contact me by email.

The journey towards government digital transformation: three years of data highlight the scale of change

Digital transformation is the buzz phrase of the moment – the only way to stay relevant in 2017. In January 2013, the government gave itself 400 days to transform 25 major services, making them simpler, clearer and faster to use. Fast forward to February 2017 and the priority is even more ambitious – to change the culture and ways of working of the public sector. With technology as an enabler.

Truly transforming government through the power of digital technologies will inevitably take time.

Over the last three years we have surveyed nearly 4,500 civil servants from across Whitehall and beyond. Increasing numbers of civil servants have told us that digital is having an impact on their work.

So by 2017, 88% of civil servants were directly experiencing the changes produced by technology and new ways of working (an increase of nearly 20 percentage points since 2015).

How do civil servants understand and experience digital transformation?

Transformation is needed to keep up with changing user demands. And technology is delivering more efficient and effective operating models. These changes are well understood by civil servants, who told us that digital meant, beyond anything else, the restructuring of the way that public services are delivered. In previous years channel shift and improving online services were the most prominent descriptions (reflecting the emphasis then placed on digital by default).

This pace of change can be threatening, especially when the civil service is far smaller than in 2010 (there has been a reduction of around 19% in just seven years). However. three quarters of the civil servants we surveyed said digital ways of working were having a positive impact on them and an even more positive impact on the citizens they serve (a response that has remained relatively stable over the last three years).

What conditions must exist to achieve digital transformation?

Technology is an enabler of transformation. Technology is not the outcome. It is a component of change that must be exploited. Transformation of government requires senior civil service buy in. But you also need adequate resourcing and teams with the skills to set and keep the pace.

Lack of resources and skills have consistently been identified by civil servants over the last three years as the most significant barriers to transformation.

The government has plans to attract, recruit and retain specialists in an increasingly competitive marketplace, through improvements to career paths and reward structures, new learning and development programmes and a data science campus and accelerator programme. But there is significant room for improvement.

In 2017, 62% of civil servants placed lack of training for staff among the top three barriers to change.

Civil servants called out acute needs for service design, agile delivery and user research skills. And nearly half – 43% of respondents – told us that they personally had not received enough digital training to do their job well (an increase of 6 percentage points since 2015).

What will digital transformation look like over the next three years?

The last twelve months have seen a significant drop in the number of civil servants saying that new restructured services and online channels were live or about to go live (down 16 and 19 percentage points respectively). We do not see this as a negative finding. Rather there has been a recalibration in the way that civil servants think about digital transformation.

The ultimate objective of government is a more secure, coherent and agile government, able to reduce the costs of building, changing and running services.

Civil servants recognise that this requires deeper and far reaching organisational change and new operating models, budget structures and the end of siloed decision-making hierarchies. And this takes time.

In the coming weeks we will be going into more detail about the survey findings and giving our views on ways of addressing barriers to change. In the meantime, you can read more about the survey on our website. We also want to encourage a debate with civil servants and others with an interest in government, so please leave your comment below.

Breathing new life into joined up government

In 2008 the political scientist Donald Kettl introduced the idea of a ‘vending machine’ style of government. Operating in vertical silos, hierarchical and providing standalone services, this structure works well for routine services that don’t require collaboration. But it falters when we need joined up government.

For example, support and advice for the elderly is provided by the NHS, the Department for Work and Pensions, local authorities, private sector providers of residential care and the voluntary and communities sector. How well the organisations work together and co-ordinate their activities has a significant impact on the quality of care provided.

And there are clear benefits from kicking the ‘vending machine’ approach into touch and shifting to joint working, such as:

  • Tackling complex social issues such as drug abuse, rough sleeping, juvenile crime by promoting the design of programmes which are better interconnected and mutually supportive
  • Promoting innovation by bringing people together from different backgrounds and experiences
  • Improving cost effectiveness of public services by removing overlaps and realising economies of scale

The citizen view of joined up public services – our digital barometer

Nowhere would the advantages of joined up government be more visible than in the way government interacts with citizens online. Our recent research with Ipsos, and my previous blog shows that online access to public services is the number one priority. But citizens increasingly want government to use the same systems and share data with one another. And this a consistent message across the UK, France, Norway and Germany.

Chart 1 - text translation at bottom of page
Chart 1: To what extent should the following actions become priorities for government? (Top 3 responses)

This means delivering services through ‘one stop shops’, integrated with websites accessible 24 hours a day, and by citizens only having to provide information on a range of issues once, and to one location. However, the dream of never having to retype your address on another sign-up form is a long way off. We asked citizens if they had ever used a government service that extracted information from other relevant public services. Just thirty-nine per cent said they had, while sixty-one per cent said this had never happened.

Chart 2 - text translation at bottom of page
Chart 2: Have you ever used a government digital service that accessed information about you and your family once and included information previously provided to other parts of government?

Joining up through platforms – are they the answer?

The Government’s Transformation Strategy clearly establishes the need for common capabilities to manage publishing, web hosting, identity verification, notifications, payments and other processes. The goal is a seamless or horizontal government offering to improve performance, illuminate problems and lower costs.

A platform model will punch holes through government silos, improving efficiency and reinforcing transparency. But we also know that digital transformation is as much about organisational culture as it is about technology.

What needs to be in place to promote successful joint working across government? My checklist is:

  • Working towards clearly defined, mutually valued, shared goals and evaluating progress towards their achievement
  • Ensuring that sufficient and appropriate resources are available (typical skills for joint working are project management, marketing, consultation, financial planning as well as IT)
  • Leadership, to direct the team and the initiative towards the goal, with the ability to convince stakeholders of the purpose of the initiative and secure the involvement of a wide range of organisations

Successful parts of government are constantly rethinking how to bring together the right combination of skills to build products and serve customers. That often means creating more fluid and agile structures in which day-to-day work is organised into smaller teams that cut across business lines.

The key digital tool at their disposal is data sharing. Data is your biggest ally when making big changes or attempting to solve complex problems. Numbers provide information and analytics can be used to focus resources. In my mind the objective should be to:

  • Pilot approaches within a specific line of business and at a departmental level and scale up – it’s usually less complex than a government wide effort – as we learnt in our Court Store project
  • Adopt a ‘system of systems’, built around data exchanges, and building a common understanding of how the shared data is defined
  • Ultimately burning down data silos, as the impact is multiplied when data sets across departments are integrated, remixed and processes with analytics
  • And phasing out legacy systems gradually, moving to new systems in phases, and always asking “will this system be useful to other parts of government?” (often through open source platforms and technologies)

Sopra Steria is working with public servants across governments to develop new platforms and processes. If you would like more information, or would just like to raise a question or add information, please feel free to add a comment below or contact me by email.

Text translation of Chart 1

Question: To what extent should the following actions become priorities for government? (Top 3 responses)

  • Online access to public services: UK 83% / France 84% / Norway 91% / Germany 81%
  • The single transmission of data to government: UK 77% / France 85% / Norway 87% / Germany 77%
  • The creation of a portal giving access to multiple services: UK 76% / France 86% / Norway 88% / Germany 75%

Text translation of Chart 2

Question: Have you ever used a government digital service that accessed information about you and your family once and included information previously provided to other parts of government?

  • Yes, once: UK 18% / France 21% / Norway 14% / Germany 19%
  • Yes, several times: UK 21% / France 22% / Norway 32% / Germany 11%
  • No, never: UK 61% / France 57% / Norway 54% / Germany 70%

Our European digital barometer survey: some key findings

Sopra Steria recently asked the researchers at Ipsos to conduct a survey of 1000 people, from a broad range of social groups and across the United Kingdom, to understand their experience of and expectations for digital government. We wanted a better understanding of the complex and diverse reasons behind adoption of digital government services, where there is an appetite for more or different services and the obstacles that block greater adoption.

The same survey took place in France, Germany and Norway. As a result we have an opportunity to compare how citizens in the UK experience digital with others across Europe and consider alternative approaches.

Governments across Europe are at different stages on the digital journey

Governments across Europe have been looking for decades at how best to use technology to improve public services. Over the last five years, rather than just putting paper forms online, government has put more high volume transactional services online. Citizens seem to appreciate the simpler, well designed digital services – three quarters of citizens described services as advanced in Norway through to just over half in Germany.

To see a text version of this chart, go to the end of this blog
Question: How would you describe the current degree of digital development – i.e. use of the Internet and technology – in the Government (national, local or devolved administrations) and its services?

Citizens in all four countries told us that taxation was the most advanced digital service. 89% of Norwegian citizens told us that digital tax services were advanced and 86% in France. By way of comparison, just 59% of UK citizens said the services of HM Revenue and Customs were advanced. It will be interesting to track how the significant investment made in Personal Tax Accounts might increase citizen perceptions of digital in future surveys.

We also asked citizens to compare government and private sector digital services. It is clear that citizen expectations are increasing – they understand the ‘art of the possible’ from their experience of dealing with the best private sector organisations.

Question: In your opinion, compared to the digital services in the following sectors, are the digital services of Government?

At the same time citizens across Europe told us that health and civil status services – that’s birth, death and marriage records – are priorities for investment. I think we can all sympathize with this. Too often people have to re-tell their story every time they encounter a new service and do not get the support they need because different parts of government do not talk to each other or share information.

What do citizens want? A single citizen portal

As illustrated below, there remains a strong appetite from citizens across Europe for the convenience associated with online access to public services.

To see a text version of this chart, go to the end of this blog
Question: To what extent should the following actions become priorities for the government?

Citizens also told us that they want joined up government – with one portal allowing 24/7 access to multiple public services, across national and local administrations, including the single transmission and sharing of data and information.

In the UK, Tell Us Once was launched in 2012 and has helped nearly two million families through a system that shares data on changes of circumstance with the DWP and other public services including local government and other government departments such as HMRC, DVLA, the Passport Service and pension providers. However the service is still not available in some local authorities or Northern Ireland and the range of services available varies between areas. There is more work to be done.

We have already seen how positive citizens in Norway are about digital government – this might be because they were one of the first countries in Europe to have a single sign-on for government and an ability to notify different parts of government of a change of address in just one transaction. As early as 2000 (a decade before the UK) the Norwegian public sector information portal (Norge.no) was launched to provide a portal which provides a single ‘electronic’ front door to the public sector.

Next steps for digital government

A shift towards citizen centricity has helped to focus governments’ attention on why user take-up of digital services was, at least initially, lagging. But the next phase of digital, clearly articulated in the UK Government’s Transformation Strategy, is to enhance the degree of integration and personalisation of services, collaboration and co-operation between public authorities, through standardisation and interoperability. This means making services easy to use by organising them in a simple and fully integrated way to increase the likelihood of users using them to solve their problems.

We have prepared a summary of the other findings and conclusions of the survey. This is available on the Sopra Steria website. And we will be blogging about some of the key themes, including data security and privacy and the potential benefits of automation for citizens.

In the meantime, please leave your comments and questions below, or contact me by email.

Text version of charts:

Chart 1: How would you describe the current degree of digital development – i.e. use of the Internet and technology – in the Government (national, local or devolved administrations) and its services? (all approx)

  • Norway 70%; France 75%; UK 63%; Germany 62%

Chart 2: In your opinion, compared to the digital services in the following sectors, are the digital services of Government?
% based on ‘Govt more advanced’, ‘The same’, ‘Private sector more advanced’

  • Banks / Insurance 23%, 38%, 39%
  • Telecoms 20%, 40%, 40%
  • Energy 17%, 47%, 36%
  • Sales 16%, 42%, 42%
  • Leisure / Culture 16%, 37%, 47%
  • Transport 15%, 47%, 38%

Chart 3: To what extent should the following actions become priorities for the government?

  • Contacting government offices online: 85%  }
  • Internet access to public services: 84%           } ’24/7 Online Government’
  • Single transmission of data to Government: 82%    }
  • Single portal to access Government services: 81%  } ‘Joined up Government’
  • Transparency of public data: 70% – ‘Open Government’

Doing more with less: digital transformation and social care

In a recent blog, I highlighted the need to shift thinking in government from efficiency to productivity. I used the example of education and highlighted innovations that might increase productivity through digitisation of teaching services and communication. I now want to extend the debate by looking at social care.

Social care services cover a range of home support services provided for the young and the elderly and people with disabilities, to assist people to remain in their own homes and communities. In England, social care is predominantly the responsibility of local authorities. They are facing unprecedented pressure due to rising demand and an increase in customer expectations. Growing numbers of older people often have increasingly complex needs.

At the same time future spending on social care is very uncertain. According to the Institute for Fiscal Studies, demographic pressures will cause per-capita spending to fall in the absence of additional funding. And local authority revenues are expected to fall by 7.4% between 2015 and 2020.

Social care providers are adopting new models for delivering care

Where is this happening? Connecting Care is a partnership across the Bristol, North Somerset and South Gloucestershire area. The partnership comprises 17 different organisations (including the three councils, hospital trusts, ambulance trusts, GPs and community health providers) with 14 individual client record systems interacting between them. Client data is gathered from each participating organisation and carefully matched to display an integrated data set for each person.

This is one example of service integration through voluntary cooperation between the public, private and community sectors. Where there is a cultural shift, with services integrated through digitisation, there are substantial benefits for:

  • Administration: Supporting integrated case management systems, with a broader overview of needs and options to inform individualised planning and cross-sector coordination, using tablets for care plans, risk assessments, health assessments, safeguarding and medication (documented on the system in real time).
  • In home care and support: A combination of digital records and web-based access to information for staff and enhanced communication tools for service users and their family and friends, ultimately allowing service users to organise leisure activities and plan their own care and support.
  • Financial support: Increasing digitisation of the payment of financial support, including determining and verifying eligibility, and calculating and making benefits payments, ultimately leading to greater choice between different care options.

The major limitations of the digital social care market are not the shortage of technology

Innovation uptake is slow compared to other parts of the public sector. It is important to recognise that there are a number of complex challenges to successful digital transformation . Most of these challenges relate to the human dimension – the readiness for change amongst citizen’s and service users to an increasingly digital environment, and concerns about the privacy and security of personal data.

The practical reality is that the speed of advancement in technologies undoubtedly exceeds the speed with which the potential benefits can be realised in the delivery of social care. So, what are the practical steps that the public sector can take to speed up the deployment of innovations in social care and protection?

  • Step 1 – Greater transparency of processes and operations and encouraging participation of public, private and community stakeholders in policy making and service design.
  • Step 2 – Promote engagement and co-operation across different levels of government through adequate incentives, quickly moving to the pooling of resources and shared agreements and targets.
  • Step 3 – Develop clear business cases to sustain the funding and focused implementation of digital technologies projects.
  • Step 4 – Build institutional capacities to manage and monitor project implementation, with a significant emphasis on procurement and contracting practices.
  • Step 5 – Integrated data and better usage to measure productivity and efficiency in all parts of the value chain of public service delivery.

These practical steps do not just apply to social protection – they are equally relevant to other public services, including, health, education and other welfare services.

I’ve been really enthused by the examples of productivity enhancing innovations provided by public servants since my last blog. I would like to hear from more public servants about how they are using technology to enhance how they work and deliver services to the public – please get in touch by leaving a message or sending an email.

What’s in a name? Shifting the debate in Government from efficiency to productivity

Government often thinks of efficiency and productivity as two sides of the same coin. But the reality is that they are very different. And this difference will become ever more important. The government needs budget cuts that maintain (or even increase) the volume and quality of key public services.

The term efficiency is used to identify the minimal amount of inputs that an organisation needs to use to produce products or services. Or doing the same with less. For the past decade, through various spending reviews, Ministers have asked Civil Servants to streamline services. This has led to a drastic reduction in the number of public servants: the Civil Service is at its smallest since the Second World War. Local government had to address more immediate and significant budget cuts (and central government could learn from how they did this).

This translates into savings because government spends less on wages and other staff related costs. Other (often lesser but important) sources of efficiency include improvements to government procurement and reductions to fraud, error and debt.

The former Prime Minister, David Cameron, described this approach in the following terms:

What we are showing is that deficit reduction and an opportunity society are not alternatives. They can complement each other. Because with a smarter state, we can spend less and deliver more.

Just like businesses, government needs to constantly adapt and change to improve public services and reduce costs.

But the benefits from improving efficiency are starting to peter out

There is evidence that key public services are being pushed to the limit. For example, violence in prisons rose sharply since 2014, with assaults on staff increasing by 61 per cent in two years. And in other areas, such as the health service, there is a constant upward pressure on demand and costs due to a growing and ageing population, which suffers from an ever-rising tide of complex chronic conditions.

There is a limit to how far government can cut staff numbers. The Ministry of Justice has plans to employ 2,500 new prison officers to make our prisons more safe and secure. And thousands of prison officers at jails in London and south-east England are to get pay rises of up to £5,000 to boost staffing levels. Other key public services, including border controls and tax collection, have also had to rethink staff cuts.

So, if efficiency has run out of steam then what about productivity?

The term productivity is used to assess how an organisation is succeeding in progressively developing its performance. Or doing more with the same. Productivity enhancing changes are often far reaching and innovative, particularly in high impact areas such as education, healthcare and social care and protection.

Government initially made investments in digitisation, generally with a focus on improving efficiency in administrative services that support frontline service delivery. These services were more user-focused and relied on greater use of digital technologies, including the UK Government’s cloud first policy.

So far so good. But as government departments are placed under ever greater scrutiny, including the modelling of further cuts through the Treasury’s Efficiency Review, they need to look at more innovative changes in service design and delivery. The use of digital technologies must move beyond the back-office and front-office administrative processes and be applied to direct service delivery.

The next step – public service reform and the integration of technology

Education is one example of how this use of technology enabled organisational change can enhance productivity. My formative education in the 1970s and 1980s was premised on relatively little change. Teachers rarely took account of preferred learning styles. The global revolution of online teaching and learning through massive online open courses was a long way off.

The so-called fourth industrial revolution requires us to be agile and to be bold. The pace of change, driven by technology and globalisation, is so fast that two thirds of children starting at school this year will work in jobs that do not even exist yet.

Education is changing and becoming more efficient. Most students have access to laptops and tablets both at home and school (although we must always be wary that some students might not have access to technology or necessary skills). Teaching and learning is supported through online resources that share knowledge. Administrative processes are being digitised.

But it is worth looking to other countries for inspiration and examples of productivity boosting investments. Denmark, Finland and Estonia have already developed digital tools that save teachers’ time when revising tasks and exams, they are building new markets to provide digital learning materials, to be shared across schools and they are developing an online ‘education cloud’ to join up educational platforms and materials.

I would like to hear from teachers and public servants, across local and central government, to share and understand how they are using technology and adopting new ways of working. Please leave me a message, or contact me by email and we can continue the discussion.

2017: the year of user productivity transformation – and more…?

I don’t think I can consider 2017 without first looking briefly at 2016. It is safe to say that 2016 was an interesting year across the public sector with some major tectonic sized decisions and changes.  What these will mean are still to be understood, and my colleague Steve Knights has a look at some of these in his blog ‘2017: An exceptional year of change‘.

Like the political arena, technology throughout the year has also been interesting and challenging and Local Government entities throughout the UK have taken some major steps towards embracing ‘Digital’ in the delivery of services across all aspects of their operations.

With the challenges being placed on budgets, Local Government is having to become more creative in how it utilises technology to support employees, operate the business and deliver services to a widening variety of citizen needs. Our London DigiLab innovation centre, is hosting increasing numbers of authorities eager to discuss their issues and look at opportunities to save and improve.  It is providing an important forum to help them look differently at what they do and is enabling us to identify different ways of working and new technologies that will deliver lasting benefits to their organisations and services they deliver.

2016 saw some major players in the technology sphere bring in new offerings which have the potential to change how core digital services are offered.  Microsoft opened their UK data centres offering Azure and Office365 capabilities, with a roadmap of a lot more services to be deployed throughout 2017.  IBM are bringing their Watson Cognitive technologies to UK shores, and Amazon Web Services will be opening UK data centres.  With the implications of Brexit still unknown, this collective of UK centric technology offerings will give local authorities more options to protect their data and systems.

Some of the technology trends which we saw during 2016 will continue well into 2017 and beyond. They have the potential to change how citizens engage with public services, but the biggest changes will be in how employees and businesses operate.

2017 will be the year of user productivity transformation, Systems of Intelligence and Business as a Service.

Microsoft’s Azure, Office365 and Dynamics365 offerings have matured to significant levels, giving organisations a new opportunity to embrace the possibilities of Cloud on-demand operations.

Cognitive systems, or Systems of Intelligence, started to appear as mature service proposals during 2016, but the take up has been slow as organisations struggle to understand how these can be used within existing operations.  Throughout 2017 we will see more Machine Learning and Cognitive-based offerings becoming mainstream in the business operations across local government. IBM Watson will be leading the charge as this is the most mature of the current public domain Cognitive offerings, but Microsoft’s Cortana Intelligence Suite is also maturing at a rate and will start to offer more Machine Learning services. Google’s Deep Mind is the wild card and we will have to wait and see how this will become available.  Apple will continue to explore the Artificial Intelligence space with Siri becoming more useful as a Digital Personal Assistant helping us do more with our time.

Data will continue to grow in importance and will focus on generating Actionable Intelligence using Machine Learning systems to derive insight. It will give Local Government an opportunity to look at how it can embrace a more open data culture to bring their rich datasets together in a way that can help them understand and tackle challenging areas.

How services are offered and consumed by citizens will also go through transformation as Micro Services Architecture is embraced. This will enable focused tackling of discrete aspects of service before they are then aggregated into a collective solution. Personalisation will become more of a need than a nice to have and data will be key to helping drive this understanding and service delivery model.

In summary, 2016 was a good year as organisational thinking around the use of technology matured and evolved bringing more options, solutions, innovation and ultimately beneficial outcomes. 2017 is when Systems of Intelligence will provide opportunities for the public sector to deliver more user-centric, personalised and contextual services. Some of the key technology areas that will help Local Government with this are:

  • Machine Learning – to help provide a more personalised experience which is agnostic of service delivery channels
  • On-Demand Services – to enable employees, managers and citizens to access the things they need
  • Choose Your Own model – to provide a more flexible and responsive IT function that supports employees in doing their jobs more efficiently and productively
  • Micro Services Architecture – to change the way services are designed to remove the complexity of large system redevelopment
  • API First – to provide a more dynamic approach to systems integration
  • Device agnostic services – to remove the barriers to individuals accessing the facilities they need, when they need them, through whatever means works for them

Thinking and acting differently

There is no doubt that technology has a significant role to play in helping local government achieve the savings they need, and that though a strategic approach to delivering digital services at scale, authorities can realise significant benefits.

At Sopra Steria we are seeing local authorities thinking differently about how they can approach their current challenges and looking to external partners to help them embrace a more agile service delivery model.

What are your thoughts for Local Government as we head into 2017? Leave a reply below or contact me by email.