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1、Governmenttrends 2023A report by Deloitte Center for Government InsightsGovernment Trends 2023 2Table of contents03 IntroductionThe nine trends reshaping government in 202339 Trend 3Tackling funding silos79 Trend 6Regulation that enables innovation121 Trend 9Security by network13 Trend 1Fluid govern

2、ment workforce models51 Trend 4Tailored public services94 Trend 7Teaming up to deliver whole health27 Trend 2Bridging the data-sharing chasm66 Trend 5Back-office innovations improving mission performance109 Trend 8End-to-end justice I 01 02 03 04 05 06 07 08 09 The nine trends reshaping government i

3、n 2023Governments are tearing down walls to deliver solutionsWilliam D.Eggers,Beth McGrath,and Jason SalzettiIntroduction 4The change is happening at all levels of government.In both thought and practice,visible both inside and outside public buildings:Walls are coming down.The silos inside governme

4、nts and between government agencies and between government and the private sectorall of these boundaries are increasingly being dissolved in the service of results.This years Government Trends report highlights a vital shift with broad impact.In an age of disconti-nuity,1 governments are moving from

5、 hierarchies to networks to enable intragovernment collaboration to achieve intended outcomes.Silos are being eliminated in areas such as data,funding,and workforce to pool resources and capabilities.In an age of vexing challenges,public officials,business leaders,and nonprofits are nurturing collab

6、orative public-private ecosystems to take advantage of shared knowledge and unique strengths to drive solutions.We see six ongoing paradigm shiftsdiscontinu-itiesthat are driving this change:1.Accelerated technology.Governments are using technologies such as cloud computing,data analytics,and AI to

7、build connections between people,systems,and different government agencies.2.Convergence of physical and digital realms.Technologies such as Internet of Things(IoT)and digital twins enable the convergence of physical and digital realities at a rapid pace,allowing government at all levels to make in-

8、formed decisions,anticipate problems,and gain reliable insights into the future.3.Decline of“the theory of the firm”and rise of“the theory of the ecosystem.”Most individu-al organizations increasingly see themselves as part of the larger community.Why labor in isolation when you can achieve win-win

9、results through collaboration?Datafication,digitization,and connectivity are dissolving traditional boundaries.4.Blurring of the lines between public and pri-vate.While still focused on profits,businesses are also embracing social and environmental responsibilities,with many adopting pur-pose-driven

10、 business models that can help deliver public solutions.5.Rise of networked power.Hierarchical and centralized power structures are giving way to more networked,decentralized,and shared models of authority.6.From public to“network”trust.Public trust in government is nearing historic lows.2 Complex p

11、roblems often involve numerous players,and citizens are increasingly looking to businesses and nonprofits to take action on cross-cutting societal challenges.This shift is reframing the paradigm away from“government should solve X”to public lead-ers guiding ecosystem-driven solutions that tap into a

12、 broad network of solution providers.I 01 02 03 04 05 06 07 08 09 Introduction 5These six discontinuities are reframing how govern-ments approach their role in delivering public value.The result:Walls are coming down,which will enable governments to be more effective and connected to those across an

13、d outside of government.A convergence of public and private action The traditional mechanisms of governmentsiloed and hierarchicalare ill-equipped to handle our current age of discontinuity.Increasingly,the real work of public policy happens within networks among levels of government,between sectors

14、,and across global boundaries.Consider COVID-19.It would be nearly impossible to diagram all the players involved in the global battle against the pandemicnot because the players are unknown,but because they are so numerous and woven together in webs of enormous complexity.An expansive array of nati

15、onal government agencies,state and local governments,private companies,and nonprofits contributed,working on key tasks such as vaccine development and distribution.3 Making the response effective requiredstill requireskeeping all the players moving in the same direction.The pandemic response wont be

16、 the last time the world needs government to convene such a whole-of-society response.From climate change to cybersecurity,challenges are becoming more complex,affecting the private and public sectors alike,not respecting the boundaries of institutions that have been created to address them.4 While

17、many people might claim to put little faith in government,they implicitly look to government to tackle our biggest problems.This years Government Trends report illustrates that the solutions are rarely the public sectors sole province:Getting the job done requires multiple actors collaborating acros

18、s sectors.Achieving public policy goals increasingly depends on coordinated effort by government and the private sectorworking in concert with academia,social enterprises,and nonprofits.Businesses rising sense of purpose and desire to contribute meaningfully to society offers governments an importan

19、t new partner in tackling societys most pressing issues.5 Purpose-driven enterprises,both for-profit and nonprofit,can amplify public sector resources.They also help government keep pace with technological inno-vation.Links with universities and nonprofits can provide both theoretical and frontline

20、under-standing of challenging problems.Collaboration with the private sector can even enhance public The silos inside governments and between government agencies and between government and the private sectorall of these boundaries are increasingly being dissolved in the service of results.I 01 02 03

21、 04 05 06 07 08 09 Introduction 6trust in government,since global surveys sug-gest that business is now societys most trusted institution.6Whole-of-government/whole-of-society approaches are key to tackling tough challengesGovernment leaders increasingly recognize that nav-igating a world of discont

22、inuity necessitates coming together.The massive scale and complexity of big challenges,such as climate change,cybercrime,7 and,pandemics,are beyond any single agencys ability to address.One major trend this year is the emphasis on collaboration between different agencies of governmenta whole-of-gove

23、rnment approachin dealing with vexing problems.Governments around the world are experimenting with cross-agency approaches to deliver services.Singapore,for example,has used shared-funding mechanisms to encourage interagency collabora-tion,with the prime ministers office,coordinating whole-of-govern

24、ment projects supported by a team of senior officials from multiple agencies.8 While pooling capabilities can help agencies enhance service delivery,working at the cutting edge also requires proactive collaboration with commercial entities.To establish a reliable supply of semicon-ductors,both the E

25、uropean Union and the United States have passed legislation,most notably the 43 billion EU Chips Act and US$52 billion CHIPS Act.9 Instead of creating a new agency to build chip-making facilities,these laws direct multiple agencies to achieve this goal by working with com-mercial chip manufacturers,

26、encouraging business entities to increase semiconductor manufacturing capacity within certain regions.Dissolving boundariesthe unifying theme of the 2023 Government Trends reportOur 2023 trends report identified nine distinct trends related to the overall trend of cross-boundary col-laboration.The r

27、eport distills extensive research on government and explores whats happening in the trenches.This years report also includes several“My Take”sections from public officials who are helping to pioneer these innovative trends.The first Government Trends report was published in 2019.Four years is a rela

28、tively short period,and the themes covered in the first four reports remain relevant today.Figure 1 looks at all of the trends covered in the first four reports,how they are related,and how they have evolved.Some issues,such as digital government,have been a constant theme over the years.Other issue

29、s,such as embedding resilience,have rapidly emerged as governments increasingly grapple with disruptive shocks.I 01 02 03 04 05 06 07 08 09 Government leaders increasingly recognize that navigating a world of discontinuity necessitates coming together.Introduction 7Government trends evolution 202020

30、23Source:Deloite analysis.Data-fueled governmentDigital government transformationTrustworthy and equitable governmentEmbedding resilienceHuman-centered experienceFostering innovation2020Anticipatory governmentThe rise of data and AI ethicsSmart governmentAI-augmented governmentDigital citizenNudging

31、 for goodCitizen experience in governmentCloud as innovation driverInnovation accelerators2021Government as a cognitive systemFluid data dynamicsAccelerated digital governmentSustaining public trust in governmentInclusive,equity-centered governmentGovernments broader role in cyberAgile governmentLoc

32、ation liberationSeamless service delivery2022Data-fueled governmentDigital access for allDesigning for inclusive governmentNew era of global health partnershipsClimate-resilient governmentReshoring and friendshoringsupply chainsFuture-proofing the labor forceReimagining social careLinked-up governme

33、ntGovernment as catalyst2023Bridging the data-sharing chasmTailored public servicesSecurity by networkFluid government workforce modelsTeaming up to deliver whole healthEnd-to-end justiceTackling funding silosBack-office innovations improving mission performanceRegulation that enables innovation I 0

34、1 02 03 04 05 06 07 08 09 Introduction 8The top trends transforming government in 2023What makes a trend a trend?To begin with,each trend must be evident in many different govern-ments around the worldit doesnt count if it isnt happening in multiple places,having moved beyond small pilots of experim

35、entation to be authentically emerging.Moreover,a trend must have relevance in governments and economies of various sizes.The trends in this report are divided into two major cat-egories:cross-cutting trends,which are happening across government verticals,and domain-focused trends within government s

36、ectors such as justice,health and regulation.Cross-cutting trends Trend 1:Fluid government workforce models.When it comes to government talent,increased agility is the name of the game.To achieve a future-ready workforce,many agencies are embracing flexible models such as internal talent marketplace

37、s,gig work,and on-demand talent.Leaders are replacing traditional public talent models,including detailed job descriptions and positional requirements,and are taking early steps toward a skills-based approach to workforce management.To further enhance flexibility,agencies are embracing talent manage

38、ment practices that were rapidly rolled out in 2020 to better support hybrid work in the wake of the pandemic.State of play:Governments are redesigning the public-sector workforce to become more flexible,skills-based,and collaborative.Trend 2:Bridging the data-sharing chasm.Smart technologies are co

39、mmonplace,generating data as never before.The public sector has access to vast amounts of data which,if used to its potential,can provide agencies with greater insights to make more informed decisions.Through a focus on data governance and usage,leaders are breaking down barriers to data-sharing acr

40、oss government,and tapping into other data sources to drive innovation,deliver better services,and improve lives.State of play:Government has long held vast amounts of data.Today,government is increasingly putting this data to use to solve problems and improve lives.Trend 3:Tackling funding silos.Go

41、vernment leaders increasingly recognize that solving boundary-spanning issues,such as climate change and homelessness,require shared-funding approachesindeed,isolated funding silos can stymie innovation.Historically,dismantling those silos has been a frustratingly slow process.Today,however,more and

42、 more governments are moving toward shared funding to incentivize collaboration between agencies.State of play:Extensive interagency cooperation is a perennial challenge for governments.While there is still much work to be done,shared-funding mechanisms are showing promise in addressing boundary-spa

43、nning issues.Trend 4:Tailored public services.Individuals are unique,as are their needs and requirements,and I 01 02 03 04 05 06 07 08 09 Introduction 9traditional one-size-fits-all government services have systemically disadvantaged various sections of the population.Thanks to advances in digital t

44、echnologies,insights from behavioral science,and new data management tools,governments are making strides in providing more tailored and personalized services by sharing data and collab-orating between government agencies.State of play:Governments are increasingly tailoring services as a way to impr

45、ove the user experience and promote equity.Trend 5:Back-office innovations improving mission performance.Agencies increasingly recognize that back-office operations(e.g.,finance,human resources,etc.)are critical to mission delivery.Through tech innovation and process reconfiguration,back offices are

46、 making better use of information to enhance service delivery and achieve mission objectives.State of play:Enhanced back-office systems with new tools and technology are proving to be launch-pads for improving mission performance.Domain-focused trendsTrend 6:Regulation that enables innovation.As swe

47、eping technological changes alter the regu-latory environment,many regulators arent just reactingthey are proactively anticipating and facilitating wider societal innovation.At a time of disruptive change and rapidly evolving business models,industry is increasingly looking to regulators to help cat

48、alyze the innovation landscape.State of play:Regulators are playing an instrumental role in shaping innovation ecosystems,including regulatory sandboxes,digital twinning,and a host of other approaches.Trend 7:Teaming up to deliver whole health.Health care historically has focused on treating illness

49、 in silos using medical specialists and targeted health centers.But to tackle rising health care costs,government providers are shifting toward“whole health”models that integrate various types of care.To provide integrated health and social care services,public health agencies are forging alliances

50、with other agencies and the private and nonprofit sectors.State of play:Governments are actively working toward restructuring complex,multilayered health care systems to deliver integrated patient-centered whole health.Trend 8:End-to-end justice.A fair,functioning justice system needs broad involvem

51、ent.Achieving desired justice resultswhether a reduction in crime or swifter court operationsrequires collaboration to positively influence communities.Justice orga-nizations worldwide are prioritizing collaboration by establishing structures for intragovernment cooperation and fostering a public-pr

52、ivate ecosys-tem of problem-solvers that includes tech firms,nonprofits,and universities.I 01 02 03 04 05 06 07 08 09 Introduction 10State of play:Efforts to reform justice operations by collaborating more closely across other areas of government,such as social services and mental health,have increa

53、singly taken root around the globe.Trend 9:Security by network.Globalization and cross-border collaboration continue to boost the influence of companies,nonprofits,and individuals,independent from sovereign government action.These nongovernmental entities are making deci-sions that have implications

54、 for everything from national security and diplomacy to technology innovation and climate change.As the balance of influence shifts,governments are finding ways to build greater cooperation with these entities,actively developing mechanisms to align incentives with national interests.State of play:G

55、overnment leaders are driving greater collaboration and coordination on global matters with commercial entities to achieve shared goals.I 01 02 03 04 05 06 07 08 09 Introduction 11Endnotes1.Eamonn Kelly and Jason Girzadas,Leading through an age of discontinuity,Deloitte,2022.2.Pew Research Center,“P

56、ublic trust in government:19582022,”June 6,2022;Edelman,2023 Edelman Trust Barometer Global Report,January 2023.3.Claire Klobucista,“A guide to global COVID-19 vaccine efforts,”Council for Foreign Relations,December 05,2022.4.The RAND Blog,“Who calls the shots during a pan-demic,the US government or

57、 states?Q&A with RAND experts,”April 16,2020.5.Shira Beery,John Mennel,and Kwasi Mitchell,How purpose delivers value in every function and for the enterprise,Deloitte,2022.6.Edelman,2023 Edelman Trust Barometer Global Report.7.Steven C.Morgan,Boardroom Cybersecurity 2022 Report,Cybersecurity Venture

58、s,2022.8.GovTech Singapore,“Whole of government(WOG)platforms and tools,”accessed January 02,2023.9.European Commission,“European Chips Actques-tions and answers,”press release,February 08,2022.I 01 02 03 04 05 06 07 08 09 Introduction 12About the authorsWilliam D.Eggers William D.Eggers is the exec

59、utive director of Deloittes Center for Government Insights,where he is responsible for the firms public sector thought leadership.His most recent book is Delivering on Digital:The Innovators and Technologies that Are Transforming Government(Deloitte University Press,2016).His other books include The

60、 Solution Revolution,the Washington Post best-seller If We Can Put a Man on the Moon,and Governing by Network.He coined the term Government 2.0 in a book by the same name.His commentary has ap-peared in dozens of major media outlets including the New York Times,the Wall Street Journal,and the Washin

61、gton Post.Beth McGrath Beth McGrath is Deloittes global leader for Gov-ernment and Public Services.In her role,she is committed to strengthening synergies across global Industries and government and public Services with a focus on client mission needs and solutions.McGrath has broad,multidisciplinar

62、y,strategic,and operational management experience acquired from 25+years of successful performance in the United States government sector.As a member of Deloittes Strategy practice,she advises government and commercial organizations on strategies that help further innovation and improve business ope

63、rations.Jason Salzetti Jason Salzetti leads the US Government and Public Services(GPS)industrya 26,000-person team that works with hundreds of federal,state,local,higher education,and nonprofit clients.Salzetti has nearly 30 years of experience as a trusted advisor to clients and an innovative techn

64、ology leader,specializing in large-scale digital transformation projects that have modernized public sector organizations and enhanced citizen services.He also serves on Deloittes US Board of Directors.I 01 02 03 04 05 06 07 08 09 TREND 1Fluid government workforce modelsTo tackle changing citizen pr

65、eferences,employee needs,and talent shortages,governments are exploring new workforce models and prioritizing flexibilityPJ Rivera,Jacqueline Winters,Stephen Harrington,Amrita Datar,and Sushumna AgarwalFluid government workforce models 14IntroductionNothing in organizations today is staticnot org ch

66、arts,not challenges,not employees.Many pri-vate sector companies have been experimenting with flexible workforce strategies for decades,but public sector agencies have largely stuck with traditional approaches.Even if they are no longer strictly command-and-control,most public sector org charts,hier

67、archies,and workforces have stayed comparatively static from year to year.But that is beginning to change.Government agen-cies face constantly shifting needs from employees,citizens,and oversight bodies,along with rolling talent shortages.Many leaders are responding by driving a shift toward workfor

68、ce fluidity,making flexibility the routine rather than the exception.Increasingly,government agencies are embracing:Flexible talent models to mobilize skills in the face of talent shortages,especially in areas such as cybersecurity,artificial intelligence(AI),data science,and adaptation to climate c

69、hange Taking early steps toward a skills-based workforce approach that places skills at the center rather than traditional jobs(with specific descriptions and requirements)Adapting talent management practices to bet-ter support hybrid work and the overwhelming demand for workforce flexibility Focusi

70、ng on collaboration as a core workforce competency and mission priorityThe result is the outline of a public sector workforce for the future;one that is mobile,flexible,skills-based,and collaborative.Walls coming down Within the government workforce:With walls coming down within public sector agenci

71、es and interdepartmental work becom-ing increasingly common,many agencies are granting workers mobility across vari-ous functions,agencies,departments,and even between public and private sectorsa trend that can be mutually beneficial for experience-hungry workers and skill-seeking public employers.I

72、 01 02 03 04 05 06 07 08 09 Fluid government workforce models 15By the numbers:Fluid government workforce models of HR executives across sectors are considering redesigning the way work is organized so that skills can be flexibly ported across work.85%of employers are providing enhanced location and

73、 time flexibility to empower their workforce.More organizations are moving to a skills-focused approachof business and HR executives say flexibly moving skills is criticalto navigating future disruptions.77%87%of government workers in Denmark,Norway,and the Netherlands can opt to telework.75%Sources

74、:Sue Cantrell et al.,Building tomorrows skills-based organization:Jobs arent working anymore,Deloite,accessed February 8,2023;Deloite,Fall 2022 Fortune/Deloite CEO Survey,accessed February 8,2023;William D.Eggers,Pankaj Kamleshkumar Kishnani,and Shruthi Krishnamoorthy,Transforming government postCOV

75、ID-19:How flipping orthodoxies can reinvent government operating models,Deloite Insights,June 15,2020.Between traditional and new ways of working:Government workplaces are see-ing deeper changes as the adoption of new and more flexible ways of working accelerate.Agencies are continuing pandemic-era

76、prac-tices such as remote or hybrid work,virtual service delivery,and asynchronous work,with workers adopting flexible work hours.Manag-ers are increasingly tapping into fluid talent models such as freelancing and gig work.1 I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 16Trend in a

77、ctionFlexible talent models,talent market-places,and project-based deploymentWorkers retiring today have held an average of a dozen jobs during their careers,2 and younger workers could look forward to even more,likely spanning a range of roles,industries,geographies,and employers.Mobility has becom

78、e such a core value of the modern workplace that many public sector leaders are adopting talent models that enable workers and their skill sets to move within and eventemporarilyoutside the public sector.3This may be driven partly by challenge(the shortage of specialized skills that many agencies fa

79、ce)and partly by opportunity(boosting worker retention,engagement,and learning through internal mobility options).If done right,flexible talent models can be a win-win for managers and workers.Government agencies are exploring various types of arrange-ments,including:Mobility within an agency.Intern

80、al mobility platforms can match talent to opportunities within an agency,directing people to where their skills are needed or where they might be able to learn new skills.For example,NASAs internal talent marketplace offers workers a platform to identify and take part in rotations,detail assignments

81、,and special projects.Since the early days of the pandemic,use has expanded,with virtual-and flexible-work arrangements enabling employees to access opportu-nities previously limited by geography.4 In a similar vein,the US Nuclear Regulatory Commission is offering rotational assign-ments to early-an

82、d mid-career employeesa type of program familiar to many private sec-tor employees.5 Through these temporary assignments,workers can gain experience working with different teams on different proj-ects and broaden their skills.6 Mobility between agencies.Some gov-ernment agencies are using exchanges

83、to facilitate employee movement within the public sector,keeping workers engaged and current while ensuring their talents stay close to home.A Belgian program networks 21 pub-lic and semipublic organizations,allowing members with specific skill needs to place temporary requests for talent from other

84、 organizations.7 Similarly,a program called Canadas Free Agents offers qualified pub-lic employees the flexibility to take on work that matches their interests with agency projects demanding specific skill sets.8 Indeed,some agencies are working to embed worker mobility into their culture.In 2021,th

85、e Australian Public Service offered rotation opportunities to university graduates,aimed at instilling a culture of mobility among young employees from the beginning.Results mate-rialized quickly:Mobility among Australian I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 17public servan

86、ts reached a 20-year high in 2021,with 5.7%of employees moving to another agency,compared to the earlier range of 1.5%3.9%.9 Mobility between the public and private sec-tors.Through fellowships and“tours of duty”such as those offered by the White House and agencies such as the General Services Admin

87、-istrations 18F that helps other government agencies build,buy,and share technology products,US federal agencies are bringing in skilled talent from outside government.10 The Central Intelligence Agency recently set up a technology fellowship program that enables private sector employees to work at

88、the agency for periods of one to two years.11 The government of Singapore,facing rising attrition levels among civil service employees,is looking to shore up retention by expanding job rotations in the public sector,along with offering wellness counseling and making many pandemic-era flexible work a

89、rrange-ments permanent.12“Were never going to be able to match in the US government the kind of salaries or economic benefits that you can find in lots of parts of the tech sector as well.What we can offer,though,are fascinating problems to solve.”CIA director Bill Burns,on the agencys Technology Fe

90、llows program13solved rather than traditional jobs.14 In a recent Deloitte survey,nearly two-thirds of executives who responded said work in their organizations is currently performed in teams or projects outside of employees core job descriptions.And over the next three years,85%of HR executives ex

91、pect to at least consider redesigning the way work is orga-nized so that skills can be flexibly ported across the workplace.15Agencies are beginning to shift toward a skills-based direction,particularly in hiring.For example,the US Office of Personnel Management recently released guidance on the fed

92、eral governments adoption of skills-based hiring practicesa nota-ble step for federal hiring,historically reliant on a candidates educational credentials and self-as-sessments to gauge ability to perform in a job.16 Agency director Kiran Ahuja notes,“By focusing on what an applicant can doand not wh

93、ere they learned to do itskills-based hiring will expand talent pools by making it easier for applicants I 01 02 03 04 05 06 07 08 09 Toward skills-based agenciesSkills are increasingly becoming the organizing language of workplaces.In the private sector,some companies are moving toward organizing t

94、alent practices around skills or problems to be Fluid government workforce models 18skills necessary in the short-to-medium term to achieve net-zero emissions by 2050 already exist.23Talent management systems to support a flexible and fluid workforceWithout the right kinds of support,promising workf

95、orce flexibility models can fall flat;in any organization,walls and silos that have come down can quickly rise again if enough challenges arise or benefits cant be sustained.Agencies looking to bolster the skills-based shift and lock in greater workforce mobility and flexibility are taking steps to

96、revamp their talent management systems.Skill tracking and credentialing.Talent management functions have spent decades instilling a taxonomy of jobs,roles,and rsums.If skills are to be the primary basis for hiring and structuring talent going forward,organizations should have a common lan-guage or t

97、axonomy to standardize skillsand a credentialing system to share skills data.without a bachelors degree to demonstrate their skills and will help remove barriers to employment for historically underrepresented groups.”17In the past year,LinkedIn reported a 21%increase in US job postings that adverti

98、se skills and responsibilities instead of qualifications and requirements.18At the state level,in 2019,the Indiana Office of Technology was thefirst state agency to implement skills-based hiring with a connected apprenticeship program;19 Indiana has since become a leader in employing a skills-first

99、approach for technical roles.20 Maryland has followed suit,dropping a four-year college degree as a prerequisite for thousands of state jobs and aiming to ensure that“qualified,non-degree candidates are regularly being considered for these career-changing opportunities.”21Organizing talent by skill

100、set can also make workers with specific skill sets more discoverable,creat-ing more opportunities for candidates.Agencies such as the US Department of Defense(DoD)are increasingly realizing that their current job classification may not reflect a workers true skill setand that they may have overlooke

101、d available pools of in-demand skills.Through the Defense Innovation Units AI-enabled GigEagle platform,the DoD aims to match skills needed for short-term projects with the skill sets and experience of interested DoD reservists and National Guard members.22Greater visibility into employees skills,co

102、mbined with offering them the opportunity to augment their skills through training and education,can give agencies strength and flexibility when shifting focus or launching new initiatives.For example,as governments look to aid broad decarbonization efforts,Deloitte Economics Institutes mapping of e

103、xisting workforce skills shows that 80%of the I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 19To make skills more interoperable,visible,and transferable,the US Navy recently launched a platform called MilGears.It enables service members and veterans to put in one place all the skill

104、s acquired through training,educa-tion,and on-the-job experience over their entire military career.Records are connected to the federal O*NET platform,which links to jobs across the US economy;service mem-bers can see how their skills might apply to civilian or nonmilitary occupations,and can identi

105、fy skill gaps that further experience can fill.24 Performance management.Agencies are acknowledging that todays workforce needs demand new performance manage-ment processes.Since the shift began to remote-and hybrid-work models,agencies in countries such as the United States,Can-ada,Australia,Denmar

106、k,and the United Arab Emirates have released guidance,toolkits,and training resources for managing remote or hybrid teams.26 Agencies can also look toward innovative private sector models;for instance,to better support distributed teams,Adobe uses“check-in”dashboards for employees and supervisors to

107、 manage performance,goals,and development.27 Performance evaluation should also consider how individuals build skills and apply them to create value.Again,the private sector offers potential models:Googles performance management process aims to balance skills and outcomes,encouraging employees to wo

108、rk with their managers to determine and document their“priorities”for their own development and identify specific learning opportunities based on these priorities to act on over future quarters.28 Career paths and progression.With fluidity changing traditional systems and org charts,government agenc

109、ieslike any employercould give workers a way to understand how to move to various roles in the organization and beyond.What might career progression look like for them in a new workforce plan?How can people grow into specific roles and fields?According to a recent Deloitte survey,79%of surveyed work

110、ers are open to having their employer capture skills data about them to make decisions,such as matching them to work.25 I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 20The US Cybersecurity and Infrastructure Security Agency developed an interactive tool aimed at helping employees ex

111、plore work roles,illustrating 52 work roles and five distinct skill communities.By reviewing roles com-mon and distinct aspects,users can quickly identify which knowledge,skills,and abilities they would need to acquire to qualifyand they can get a clear sense of how positions interact,and how to mov

112、e between them.29 The Government Lab of Argentinas Design Academy is likewise focused on directly connecting skills development and career progression.Looking to develop a flexible,data-fluent public sector,the agency edu-cated more than 15,000 public servants in its first three years.Employees are

113、given the opportunity to attend classes,events,or lec-tures and study subjects from prototyping to agile methods to data visualization,30 with an economy of credits incentivizing partic-ipation.Each worker earns anywhere from two points for attending a lecture to 100 for an in-depth classand must ea

114、rn 60 points annually to qualify for promotion.31 By offering and tracking education in soft and hard skills,Argentinas program is designed as a skills-based approach that can adapt to challenges.Building a collaboration mindsetGovernment is increasingly faced with the task of addressing cross-secto

115、r challenges such as climate change,public health,cybersecurity,and homelessness.Collaborating and coordinating efforts across and beyond government can be a critical part of this.Government workforces should be adept at building cross-sector collaborations,making connections with different levels o

116、f government,and increasing public value by catalyzing action across organiza-tions.To develop this competency in their workforce,governments are focusing on skills development,creating incentives to collaborate,and building structures,platforms,and systems for formal and informal collaboration.Honi

117、ng the collaboration skill set.Research from the Organization for Economic Co-op-eration and Development(OECD)has explored the key skills needed for collab-orating through networks.They found that public officials should have a cadre of strong horizontal leaders with a mix of skills,including trust-

118、building,systems thinking,interpersonal,consensus-building,creative problem-solving,and effective communica-tion.32 In a similar vein,in a Deloitte survey of senior US federal executives,respondents said that strategic thinking,developing trust-worthy relationships,and creating a culture of collabor

119、ation are the top three skills needed to achieve effective cross-sector collaborations.33 I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 21 Developing platforms and exchanges for building connections.It is critical for public officials to connect,discuss,and collaborate with each oth

120、er and external stakeholders on cross-sector challenges.A wide range of dig-ital platforms can help government agencies reach a wider swath of expertise within and outside government.The Canadian federal government employs a series of digital plat-forms,called GCTools,to allow public officials to co

121、llaborate,network,and access relevant content.34 The platforms include GCcollab for collaboration and coordination between and within agencies and GCpedia for knowl-edge-sharing between federal government employees.35 Rewarding collaborative behavior.Rewarding and recognizing collaborative behavior

122、can help encourage it within the public sector workforce.For example,the UK Civil Service Awards acknowledge excellence in public service under multiple categories.The One Civil Service Award recognizes collaboration across jurisdictional boundaries and levels of government,while the Productive Part

123、-nerships Award recognizes teams that build and maintain strong partnerships with other public sector entities,the private sector,and nonprofits.36Moving forwardOrganizations and the environments they operate in are constantly changing.Government agencies should continue their ongoing shift toward f

124、luidity,working to tap employee capabilities through skills-based workforce structures.As more agencies move in this direction,agency HR leaders should consider the following actions:Go deeper with your skills-based approach to talent.While skills-based hiring is a good start,agencies can benefit fr

125、om embedding the skills focus in other areas,such as:Reorganizing work as a dynamic portfolio of tasks to be done or problems to be solved Understanding and using the existing talent policies and authorizations available,which could help further a skill-based approach Thinking of public sector worke

126、rs as indi-viduals,each with unique abilities to make I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 22contributions and a portfolio of skills and ca-pabilities that match the work Using skills,rather than jobs,to make deci-sions about work and theworkforcefrom who performs what work

127、 to hiring to perfor-mance management to rewards Building a“skills hub”an engine of skills data,technology,and governance to power these decisions Using“skills analytics”to understand future skill gaps and identify strategies to close themCreate specialized roles and tracks in govern-ment around col

128、laboration.Incentives such as funding,data,and recognition can help drive col-laboration,but agencies should also make it a part of career-growth discussions.Building specialized roles that focus on collaboration or making collab-oration skills a core element of the professional development of publi

129、c sector workers can be a powerful tool for affecting mindset change.Embed diversity,equity,and inclusion into all tal-ent processes.Whether its a hybrid-work policy or changes to a performance management process,make sure that the change supportsrather than inadvertently impedesgreater workforce di

130、versity and inclusion.For example,skills-based hiring and the use of apprenticeships can help attract more diverse candidates to occupations:More than one-fifth of the 420 firefighters that the US Forest Service recruited through its apprenticeship program were women,while underrepresented racial an

131、d ethnic groups comprised nearly half.37 Another data set to consider is measures of a workers potential,e.g.,factors like drive,empathy,and conceptual thinking.These pieces of data,alongside skills,can help organizations identify talent with high potential,offsetting the risk that a focus on skills

132、 systemically disadvantages those that have had less access to education.I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 231.William D.Eggers et al.,Hybrid hiccups:Moving to distributed work in the public sectorOvercoming hybrid work environment challenges,Deloitte Insights,January 14

133、,2022.2.US Bureau of Labor Statistics,“Number of jobs,labor market experience,marital status,and health:Results from a national longitudinal survey,”news release,August 31,2021.3.Eggers et al.,Hybrid hiccups.4.According to Jane Datta,NASAs chief HR officer,“It really just pushes open the doors of op

134、portunity to our workforce to consider projects,rotations,details,and these kinds of experiential learning opportunities that might not ever have been possible or even thought of or considered before.”See:Nicole Ogrysko,“Hybrid work brings new professional development possibilities to NASA,”Federal

135、News Network,December 17,2021.5.For instance,Adobe uses a data-driven“career discov-ery”tool to help employees explore new roles based on moves that others at similar levels have made previous-ly.See:Brian Miller,“How we inspire great performance at Adobe,”Adobe Blog,May 9,2022.6.Drew Friedman,“How

136、agencies are trying to keep early-career employees in federal jobs,”Federal News Network,November 8,2022.7.OECD,Ageing and talent management in European public administrations,October 2021.8.Government of Canada Wiki,“Canadas Free Agents,”accessed February 15,2023;That public servant,Endnotes“Roamin

137、g from coast-to-coast:The life of a Free Agent,”Government of Canada,March 12,2020.9.Australian Public Service Commission,“Movement of employees,”accessed February 15,2023.10.18F,“About,”accessed February 15,2023.11.Central Intelligence Agency,“CIA makes changes to adapt to future challenges,”Octobe

138、r 7,2021.12.Adeline Tan,“More public servants quit last year:Chan Chun Sing,”Straits Times,February 17,2022.13.Justin Doubleday,“White House developing cyber workforce strategy to be more action oriented,”Feder-al News Network,September 9,2022.14.For instance,IBMs SkillsBuild program offers training

139、 to potential hires at a range of educational levels,creating a pipeline for candidates with nontraditional back-grounds.And Unilever offers employees the opportu-nity to grow their skill sets through cross-functional learning.“Were beginning to think about each role at Unilever as a collection of s

140、kills,rather than simply a job title,”says Anish Singh,head of HR for Unilever in Australia and New Zealand.See:Therese Raft,“Unilever is turning the work week toward skills building,”Finan-cial Review,April 27,2022.15.Sue Cantrell et al.,The skills-based organization:A new operating model for work

141、and the workforce,Deloitte Insights,September 8,2022.16.OPM,“OPM releases skills-based hiring guidance,”press release,May 19,2022.17.Ibid.18.Roy Maurer,“LinkedIn launches skills-based approach to hiring,”SHRM,June 10,2021.19.Indiana Department of Workforce Development,“Indi-ana Office of Technology

142、becomes first state agency to earn SEAL certification,”press release,December 16,2019.20.Dennis Trinkle,“How skills-based hiring will help resolve Indianas biggest tech talent challenges,”TechPoint,May 24,2022.21.Kathy Gurchiek,“In search for qualified workers,Mary-land drops requirement for 4-year

143、degree,”SHRM,April 21,2022.22.Defense Innovation Unit,“Transforming DoDs access to talent,”April 21,2022.23.Deloitte,Work toward net zero:The rise of the Green Collar workforce in a just transition,accessed February 15,2023.24.American Institutes for Research,“Measuring skills at work:Lessons from t

144、he field,”accessed February 15,2023;MilGears,“Empower your career planning,decision making,and professional growth,”accessed February 15,2023.25.Sue Cantrell et al.,Building tomorrows skills-based organization:Jobs arent working anymore,Deloitte,accessed February 15,2023.26.Medarbejder og Kompetence

145、 Styrelsen,“Virtual ledelse:Inspiration og vrktjer,”November 2020;I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 24EndnotesGovernment of Canada,“Tool kit for virtual and hybrid teams(TRN2-J05),”March 19,2020;UAE Federal Au-thority for Government Human Resources,“The guide of remote w

146、orking system in the federal government,”2020;US Office of Personnel Management,“Hybrid workplace tips for supervisors,”accessed February 15,2023.27.Adobes dashboard tracks progress on how an em-ployees work aligns with personal and business goals,documents actions resulting from conversations with

147、managers,and collects real-time feedback.See:Miller,“How we inspire great performance at Adobe.”28.Cantrell et al.,Building tomorrows skills-based orga-nization:Google,“Googler reviews and development,”accessed February 15,2023.29.National Initiative for Cybersecurity Careers and Stud-ies,“Cyber car

148、eer pathways tool,”June 9,2022.30.OECD Observatory of Public Sector Innovation,Design Academy for Public Policy(LabGobAR),accessed February 15,2023.31.Apolitical,“In Argentina,public servants get promoted for learning how to innovate,”September 7,2018.32.OECD Public Governance Reviews,“Skills for a

149、high performing civil service,”accessed February 15,2023.33.Deloitte survey of members of the US Senior Executive Association(SEA),October 2022.34.Government of Canada,“GCTools:re-imagined for you,”November 2,2016.35.Government of Canada Wiki,“GCTools/achievements 20202021,”accessed February 15,2023

150、.36.UK Civil Service,“The Civil Service Awards 2022,”ac-cessed February 15,2023.37.Drew Friedman,“Its not just low pay causing retention issues for federal firefighters,”Federal News Network,November 21,2022.I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 25PJ RPJ Rivera is a principa

151、l and the Futures leader in Deloittes Government&Public Services practice.He has worked across the public and private sectors as public health leader in the federal government,global vice president at Marriott International,and as a consulting executive.To date,Rivera has led whole-of-government and

152、 other large-scale consulting transformations across four countries,multiple states,Native American groups,multiple Fortune 500 companies,and seven federal executive branch departments.About the authorsAcknowledgmentsJacqueline WJacqueline Winters is a principal in Deloitte Consult-ings Government&P

153、ublic Services Human Capital practice.She has more than 20 years of experience in consulting,during which she has assisted federal leaders to execute their most complex priorities.As the leader of Deloittes Change Strategy&Analytics practice,she designs agile organizations,empowers leaders,and devel

154、ops teams to be prepared for the constant disruptions of todays digital age.Winters has pioneered Deloittes Human Centered Change framework,which employs the use of data and social science research to help leaders to influence their organization to perform better and to achieve ambitious goals.The a

155、uthors would like to thank Aishwarya Rai from the Deloitte Center for Government Insights for driving the research and development of this trend and Meenak-shi Venkateswaran for her help in designing the graphics of the article.They also thank Nicole Overley,Sarah Smith,and William D.Eggers for thei

156、r insights and thoughtful feedback.I 01 02 03 04 05 06 07 08 09 Fluid government workforce models 26Stephen Harringtonstharringtondeloitte.caStephen Harrington is Workforce Strategy and Future of Work Advisory leader for the Canadian market,with a dedicated focus on public sector clients.He began wr

157、iting and advising clients on the impact of the 4th industrial revolution in 2011.Through the pandemic,he has been helping clients adjust workforce strategy to the new realities and shifting attitudes of the postpandemic employment market.Amrita Datar amdatardeloitte.caAmrita Datar is a research man

158、ager at the Center for Government Insights where she develops research publications and thought leadership focused on emerging trends at the intersection of technology,business,and society,and how they could influ-ence the public sector.Her previous publications cover topics such as customer experie

159、nce,digital transformation,innovation,and future trends in government.Sushumna Agarwal Sushumna Agarwal is a research specialist with the Deloitte Center for Government Insights,Deloitte Services LP.She researches workforce issues at the federal,state,and local government levels and her primary focu

160、s is on applying quantitative techniques to enable data-driven research insights.I 01 02 03 04 05 06 07 08 09 TREND 2Bridging the data-sharing chasmAlthough public sector data-sharing has increased,theres more to do to balance its upside with challengesAdita Karkera,Mahesh Kelkar,Joe Mariani,and Dr.

161、Kellie NuttallBridging the data-sharing chasm 28Expanding the canvas for safe,interoperable data-sharingData is a coin of the realm.Many have seen how companiesin fact,entire sectorshave come to base their business models and value propositions on effectively using information,analyzing data to meet

162、 customers rising expectations and gain a competitive advantage.Agencies,too,are finding ways to tap the power of information to both serve citizens and improve operations.Thanks to democratization of data,there is more data about public interests than even before.The boost that data-sharing has rec

163、eived across government,companies,and individuals is driving innovation,enhancing public services,and improving peoples lives.1 But in collecting and using data,the public sector faces different challenges and perhaps higher stakes,dealing with more sensitive and personal informationand,often,mandat

164、ory participation.While government leaders increasingly recognize datas importance to improving mission performance,many are learning how to balance the upside with the dangers:The more data in circulation,the higher the privacy and security risks can be.How can agencies alleviate the tension,balanc

165、ing efforts to break down data silos with protecting citizens data?The answer lies in effective data governance.One way is developing interopera-bility frameworks that allow cross-jurisdictional and cross-sector organizations and databases to safely interact and share information.It requires governm

166、ents to not only secure stakeholder buy-inespecially when dealing with external citizen and private-sector databut also showcase the meaningful change that expanded data use can bring.Walls coming down Between agencies and government:There is an increase in data-sharing between agen-cies and levels

167、of government to improve operational efficiency and decision-making(see infographic,By the numbers:Bridging the data-sharing chasm to know about the data types being used for operational effi-ciency and decision-making).Between public and private sectors:Broader data-sharing with the private sector

168、is creating business value and benefitting the public interest.Between citizens and government:Calls for heightened data privacy and security are in-creasingly being heeded in government circles.I 01 02 03 04 05 06 07 08 09 Bridging the data-sharing chasm 29Source:Thoughtlab,“A roadmap for the next

169、phase of urban transformation,”accessed February 10, the numbers:Bridging the data-sharing chasm Citizens are willing to share data for public goodData types used by city governments to support operations and decision-makingCity leaders are focused on making data more accessible to citizensCitizens

170、view state data privacy and security to be bigger challenges than city leadersMore work is needed at the city level to improve data-sharing and tap into external dataTo prevent crime51%Selling personal data19%Most positiveLeast positiveNowIn the next five yearsGlobal AverageAsia PacificAfricaNorth A

171、mericaLatin America29%29%14%62%31%37%20%36%49%60%Leading regionsLagging regionsBiometric90%Administrative89%IoT81%Behavioral52%Crowd-sourced43%Geospatial34%Top threeBottom threeCitizensCity leaders24%44%of city government executives share data across jurisdictional boundaries35%of city governments w

172、ork with businesses and other entities to gather data45%I 01 02 03 04 05 06 07 08 09 Bridging the data-sharing chasm 30Trend in action Data is increasingly central to government operations,from back-office activities to delivering services to constituents,and more leaders are recognizing the value o

173、f effectively sharing information.For example,by funneling data from many different city agencies into a single command center,the Portuguese city of Cascais has made mobility,construction,waste management,law enforcement,and emergency management more efficient.2Data as a tool for public goodBusines

174、ses,individuals,and agencies increas-ingly view data as a tool for public good rather than a commodity to be monetized.Government can derive value by convening and collaborating within and outside its boundaries;businesses need to willingly relinquish control over some data and work with policymaker

175、s to design viable solutions.There were glimpses of this during the pandemic when governments shared data widely to facilitate research and discovery,pandemic response,and even contact tracing.3 Also,for some of the most complex policy issues of our times,the best possible evidence to inform governm

176、ent decisions could come from multiple departments and agencies.Finlands Carbon Neutral Tourism project aims to use data collaboration to improve energy efficiency in the tourism industry and move toward carbon neutrality.4 The cities of Helsinki,Turku,and Tampere are working together to balance bus

177、iness and societal benefits,collecting information across jurisdictional boundaries,including data on air traffic,road traffic,environment,and hotel bookings.5 Insights based on such integrated data can help drive industry stakeholders to make more sustainable choices and reduce carbon emissions,fro

178、m forward-looking hotel investments to city services nudging tourists toward environment-friendly options.Data-sharing among government,nonprofits,the private sector,and social enterprises can also help address stubborn human services challenges.To cite a particularly visible example,homelessnesswor

179、sened by the COVID-19 pandemic and the housing crisis in many cities worldwide6demands an ecosystem approach that taps into real-time,integrated data for more effective prevention and mitigation strategies.In the United States,the Department of Housing and Urban Development collects a great deal of

180、information on homelessness,but this does not give a complete picture,with much data residing in jurisdictional silos,making solutions harder to develop.7 Some promising initiatives,based on local and regional data collaboration,suggest a way forward for others.For instance,Los Angeles County aims t

181、o better target prevention programs by identifying people at risk of homelessness,using a tool developed by researchers at UCLAs California Policy Lab.The tool combines and analyzes data I 01 02 03 04 05 06 07 08 09 Bridging the data-sharing chasm 31from eight county agencieswith an algorithm incorp

182、orating some 500 data pointsto pinpoint the most effective intervention points.The tool identifies critical and“at-risk”areas where services currently reach few people.8 Similarly,the National Alliance to End Homelessness has created a“State of Homelessness”portal that aggregates data from across th

183、e nation and represents it in visual form.9Improved data fluidityIf data can help serve the public good,more data sources can multiply the benefitsassuming usage is safe,responsible,and effective.The last two decades have seen agencies and organizations gain access to vast volumes of data previously

184、 stored in government silos with real results.As AI technology has improved organizations ability to process vol-umes of information,many agencies have moved toward storing and presenting data in formats that are FAIR:findable,accessible,interoperable,and reusable.The FAIR principles emphasize machi

185、nes ability to assimilate and use datain other words,making information machine-actionable.10Interoperability is an important FAIR concept,but discussions generally revolve around semantic interoperabilitydata exchanges,data formats,and data vocabulariesbasically the structuring and codification of

186、data.For instance,the Aus-tralian Department of Finances frameworka critical step toward transforming the nations digital recordsfocuses on semantic interoperability to allow humans and machines to clearly understand informations context.11 A similar effort in India since 2015 through the Interopera

187、bility Framework for e-Governance(IFEG)has aimed to improve open data standards and constituent services.12Humanmachine communication is only one factor that impacts data interoperability among agencies,departments,and levels of government.Discussions should also include cultural and legal interoper

188、ability.In 2020,the European Union refreshed its 2017 interoperability framework to include common principles,which cities and communities can use to deliver better constituent services.The European Interoperability Framework for Smart Cities and Communities project aimed to tap into the knowledge f

189、rom other EU initiatives and projects,13 looking beyond technology to consider the human,social,and ethical aspects of large-scale data usage.The organization developed a gover-nance model relevant at the local level,enlisted both public and private stakeholders,and helped to engage different commun

190、ities.While the earlier framework made government agencies responsible for providing integrated public services,the new version includes the private sector,nonprofits,and community organizations.14As AI technology has improved organizations ability to process volumes of information,many agencies hav

191、e moved toward storing and presenting data in formats that are FAIR:findable,accessible,interoperable,and reusable.I 01 02 03 04 05 06 07 08 09 Bridging the data-sharing chasm 32This seemingly minor framework change has massive implications,demanding a more mature cultural interoperability:understan

192、ding social,cul-tural,political,and ideological differences between individuals and organizations.It requires debates and discussions between different stakeholders to find ways to build consensus on interoperability challenges and solutions while operating in different legal and regulatory environm

193、entsparticularly with regard to the tricky area of data-sharing.15Building trust,transparency,and ethicsData interoperability frameworks can lower tech-nical challenges to data-sharing,but they may not necessarily illustrate the benefits to stakeholders.Agencies,companies,and other parties can be fa

194、r more willing to participate if they see clear value and trust their would-be collaborators.Government can help build that trust,and encourage information sharing,by adopting a clearly articulated set of ethics to guide transparent sharing of how stakeholders data is used and whats in it for them.F

195、or more than a decade,the city of Bostons Mayors Office of New Urban Mechanics(MONUM)has convened an ecosystem of technology vendors,start-ups,academia,and other government agen-cies to create technology solutions to benefit city residents.Since its launch in 2010,MONUM has successfully deployed a r

196、ange of digital applications aimed at assisting citizens with street parking,flu shots,and more;labs continue to generate prototypes and solutions in housing,playgrounds,public spaces,and education.16Transparency has been a key element in MONUMs success.One project involves using cameras to collect

197、data on street usage,to improve safety for pedestrians,bikers,and other traffic.But since such broad data collection raised obvious privacy concerns,the team focused on noninvasive sensor data,making sure to neither collect nor store visually identifiable images of faces and license plates.17 And to

198、 alleviate public wariness,the team placed signs with scannable QR codes at data collection spots,offering information on the project,an explanation of the eventual data use,and a site for people to share comments.18 Getting public buy-in for data-sharing can be challenging,but business leaders are

199、often even more wary,citing low trust in data platforms and the inability to demonstrate business or social value.A World Economic Forum study in 34 cities globally found limited private-sector participation in citywide open-data platforms,due in part to a lack of confidence in governments ability t

200、o address data misuse and prevent breaches.19 A lack of trust in the broader data-sharing eco-system can slow down advances dependent on collaboration.For instance,the technology has long been in place to scale smart-kilometer or road-user charging solutions to urban areas,but data gover-nance remai

201、ns a stubbornly thorny issue for the transportation ecosystem.Vehicle manufacturers,government agencies,and other players have strug-I 01 02 03 04 05 06 07 08 09 Bridging the data-sharing chasm 33guidelines and with privacy-by-design principles in mind;the program uses a federated data system in whi

202、ch the citys tax agency is made aware of the vehicle miles driven within a geographic zone onlynot where or on which route.Only the Smart-Move app user can see all of this information in one place.The city is live-testing the application with 1,500 residents and plans to scale it to the whole city i

203、n the next couple of years.21gled to agree how best to protect drivers privacy when collecting data about where and how much they drive.20 Similar problems continue to hinder progress on data-sharing in a number of domains.Brussels has aimed to solve the problem by building data governance and priva

204、cy into its SmartMove smart kilometer-charge program from the beginning.The city developed SmartMove to adhere to GDPR I 01 02 03 04 05 06 07 08 09 Bridging the data-sharing chasm 34Moving forward Go beyond semantic interoperability:Enabling semantic interoperabilityfunc-tioning data exchanges and c

205、ommon data formatsis foundational to improving data-sharing.But government leaders should also focus on building cultural and legal interoperability to enable collaboration between agencies,the private sector,and citizens.Be laser-focused on data privacy and security:Constituents and businesses will

206、-ingness to provide consent and share more data with the broader ecosystem will depend on their trust in the data ecosystem.But cre-ating that trust is beyond the scope of any individual government leader.Rather,chief data officers,chief privacy officers,and chief information security officers,may n

207、eed to blend their data and their ethical and secu-rity expertise to provide an environment that stakeholders can trust.Develop a value proposition for the private sector:In creating plans for a data-sharing ecosystem generating public benefits,gov-ernment leaders should showcase business value to e

208、ncourage private-sector participa-tion.Identify where to get started:Government leaders should not boil the ocean but rather be more strategic in choosing the right policy area and solutions.They should proactively identify leading practices and success stories in different priority areas and test t

209、hem fur-ther to show broader benefits on the ground.I 01 02 03 04 05 06 07 08 09 Bridging the data-sharing chasm 35My takeA good data strategy is key to mission successThe US Consumer Financial Protection Bureau(CFPB)is a relatively new organization born in the digital age,giving us a unique advanta

210、ge.While other public sector agencies may have legacy system issues or may have their data in silos across the agency,the CFPB has had a centralized approach to data since our inception.Data is at the heart of our mission and is in our DNA.The CFPBs mission is to implement and enforce federal consum

211、er financial law and to ensure that markets for consumer financial products are fair,transparent,and competitive,a task that is impossible without data about how those markets function.Ren EsseneChief data officer,US Consumer Financial Protection BureauTherefore,from the beginning our charge was to

212、make data available to regulators and the public to bring greater sunlight to market practices and improve competition and encourage innovation.To achieve that,our data strategy is built around five priorities:1.Increase the accessibility and volume of public data 2.Create a modern data platform by

213、migrating to the cloud,managing costs,and enabling analytical capabilities3.Improve the quality of data and leverage modern tools to support research and analysis4.Increase staffs awareness and understanding of CFPB data assets 5.Foster data literacy and upskill staffWe have built a series of campai

214、gns,one for each priority,to drive the progress across a three year horizon.We have engaged our business and techni-cal stakeholders throughout the process and have campaign leaders from multiple offices.We are focused on incremental wins and delivering value on mission priorities.By improving our d

215、ata prac-tices,we can help to create more fair,transparent,and competitive markets to ultimately improve the lives of consumers.I 01 02 03 04 05 06 07 08 09 Bridging the data-sharing chasm 361.Adita Karkera,Data-fueled government:Breaking down silos with turbo-charged data,Deloitte Insights,March 24

216、,2022.2.Deloitte Cloud,A city sees whats possible for its citizens and visitors with a cloud-based command center,2019.3.Juergen Klenk et al.,Fluid data dynamics:Generating greater public value from data,Deloitte Insights,March 4,2021.4.6Aika,“Results:Carbon Neutral Tourism,”April 20,2022.5.Maxim Ch

217、antillon et al.,“Final study report:Proposal for a European interoperability framework for smart cities and communities,”Deloitte and KU Leuven for the European Commission,July 2021.6.German Lopez,“Homeless in America:The homeless-ness crisis is getting worse,”New York Times,July 15,2022;Kirsten McR

218、ae,“The global housing crisis:A crisis unlike any other,”Urbanet,October 25,2022.7.Tiffany Fishman and et.al.,Disrupting housing insecuri-ty and homelessness,Deloitte Insights,January 5,2022.8.Emily Alpert Reyes,“A computer model predicts who will become homeless in L.A.Then these workers step in,”L

219、os Angeles Times,June 12,2022.9.National Alliance to End Homelessness,“State of Homelessness:2022 edition,”accessed December 12,2022.10.Klenk et al.,Fluid data dynamics:Generating greater public value from data.Endnotes11.Australian Government Department of Finance,“Australian Government Records Int

220、eroperability Framework,”July 2,2021.12.Government of India Department of Electronics and Information Technology,“Interoperability Framework for eGovernance,version 1.0,”October 2015.13.European Commission,“Proposal for a European Interoperability Framework for Smart Cities and Com-munities(EIF4SCC)

221、,accessed October 2,2022.14.Ibid.15.Author interview with Deloitte Portugal team,September 9,2022.16.City of Boston,“New Urban Mechanics,”accessed December 13,2022.17.New Urban Mechanics,“Numina street sensors,”November 10,2021.18.New Urban Mechanics,“Digital transparency in the public realm,”Novemb

222、er 10,2021.19.World Economic Forum and Deloitte,Governing smart cities:Policy benchmarks for ethical and responsible smart city development,July 2021.20.Tiffany Fishman et al.,Transportation trends 202223:Making the most of a huge infusion of federal funds,Deloitte Insights,November 8,2022.21.Author

223、 interview with Deloitte SmartMove team,August 20,2022;SmartMove,“SmartMove sets Brus-sels on the right track!,”accessed December 13,2022.I 01 02 03 04 05 06 07 08 09 Bridging the data-sharing chasm 37Adita KWith more than 22 years of industry experience,Adita Karkera serves as the chief data office

224、r for Deloitte Consulting LLPs Government and Public Services where she leads the data strategy to foster value creation from the organizations data while facilitating trust.Karkera also serves as a thought leader and fellow in the Deloitte AI Institute for Government where she strategically advises

225、 gov-ernment clients on maximizing business value in the areas of data management,strategy,advanced analytics,and AI.About the authorsAcknowledgmentsAs an advisor and thought leader,Karkera is dedi-cated to improving public service.She has served on numerous industry boards and data management indus

226、try forums.She is a pioneer in articulating the importance of data literacy especially in accelerating advanced analytics and trustworthy AI adoption in government.Mahesh KMahesh Kelkar is the Smart Cities research leader for the Deloitte Center for Government Insights.His research focuses on unders

227、tanding the impact of technology,innovation,and policy on the future of cities.He closely tracks the federal and state government sectors and focuses on conducting in-depth research on the intersection of tech-nology with government operations,policy,and decision-making.The authors would like to tha

228、nk Apurba Ghosal from the Deloitte Center for Government Insights for driving the research and development of this trend and Meenakshi Venkateswaran for helping design the graphics of the article.They also thank William D.Eggers for his insights and thoughtful feedback.I 01 02 03 04 05 06 07 08 09 B

229、ridging the data-sharing chasm 38Joe MJoe Mariani is a senior research manager with Deloittes Center for Government Insights.His research focuses on innovation and technology adoption for both national security organizations and commercial businesses.His previous work includes experience as a consul

230、tant to the defense and intelligence industries,high school science teacher,and Marine Corps intelligence officer.Dr.Kellie Nuttall .auKellie Nuttall leads Deloittes Artificial Intelli-gence offering and is passionate about working with organizations to turn complex data into rich insights,as well a

231、s embedding AI and cognitive technologies into business and government to deliver a better world.Nuttall is a leading expert in understanding how to best use AI,digital twins,and other emerging technologies to optimize complex operational systems and value chains.She also works extensively with orga

232、nizations to design their AI operating models to best deliver high-value business benefits and outcomes.She is also a faculty member at Singularity University,where she helps to create better transport systems through exponential technologies.I 01 02 03 04 05 06 07 08 09 TREND 3Tackling funding silo

233、sFostering greater collaboration and shared problem-solving to create greater public valueEd Roddis,Mark Bussow,Tiffany Fishman,and Ursula BrennanTackling funding silos 40IntroductionBy design,government agencies are set up as specialized,hierarchical organizations funded and governed in silos,provi

234、ding visibility and account-ability on how public funds are used.But that defined scope itself can act as a roadblock to the creation of greater public value.Indeed,siloed budgets,reg-ulatory constraints on fund transferability,limited flexibility,and a lack of incentives to collaborate can lead age

235、ncies to narrow their efforts even as challenges such as climate change,homelessness,and intergenerational poverty demand a coordinated whole-of-government response.1 Governments have long recognized the need to break down funding barriers to achieve better outcomes.And though efforts may be at diff

236、erent stages,an increasing number of jurisdictions are looking to overcome silos where they impede progress on major agenda items,from shifting to a citizen-centric service delivery model oriented around life events,to addressing governments cumulative quick-over-good tech debt,to giving more contro

237、l over funding and decision-making to those closest to the problem at hand.2 The Next Generation EU(NGEU)plan represents one of the most recent,largest-scale initiatives to date.Focused on digitization,innovation,and sustainability,the NGEU plan aims to support transformational change by distributin

238、g over 800 billion to state ministries,regional governments,local governments,and state-owned enterprises to assist in postpandemic recovery,helping to put the European Union on the path toward resilient economic growth.Structure and accountability are key:The plan establishes a governance framework

239、 that links disbursement stages with the fulfillment of milestones and targets.3 Some countries are maximizing opportunities by supplementing the funding with local money,and the NGEU plan is acting as a catalyst for greater private investment toward a more digital,sustainable,and inclusive future f

240、or EU businesses,governments,and citizens.4In the sections that follow,we highlight some of the models governments are using to drive more shared problem-solving and collaborationfrom shared-funding initiatives,to delegating more funding authority to lower levels of government to provide more flexib

241、ility to coordinate around specific community needs.The infographic below provides an overview of some innovative funding models deployed by government agencies around the world.Governments have long recognized the need to break down funding barriers to achieve better outcomes.I 01 02 03 04 05 06 07

242、 08 09 Tackling funding silos 41Walls coming down More issue-focused funding initiatives that multiple agencies draw on to tackle wicked problems.Emergence of new governance models to oversee shared-funding programs.Increased interagency funding mechanisms to address common challenges across agencie

243、s.Greater funding authority delegated to local/regional governments.I 01 02 03 04 05 06 07 08 09 Tackling funding silos 42Sources:Gov.uk,“UK Shared Prosperity Fund:prospectus,”August 1,2022;Government of Canada,“Public safety Canada,”accessed February 9,2023;Government of Singapore,“Budget 2021,”acc

244、essed February 9,2023;William D.Eggers et al.,How government can deliver streamlined life event experiences,Deloite Insights,July 12,2022;Jack Aldane,“Australias wellbeing budget inspired by New Zealandwith related targets to come,”Global Government Forum,October 26, dollar value represents the annu

245、al operating budget.2.6 billionThe Shared Prosperity Fund provides new funding to further the UK governments ambitious Levelling Up agenda.CA$327.6 millionCanadas horizontal Initiative to Take Action Against Gun and Gang Violence allocates over$300 million to provinces and territories to combat viol

246、ence in their communities.SG$70+millionSingapores Smart Nation and Digital Government Office provides cross-agency funding and support for the development and implementation of digital technologies and services across the government.By the numbers:Tackling funding silosAU$7.5 billionShared between m

247、ultiple agencies,Australias wellbeing budget is aimed at tackling the rising cost of living,providing affordable child-care,and increasing paid parental leave.New Zealands Better Public Services Seed Fund provided initial funding for SmartStart,an inter-agency program for infant care.Recurring annua

248、l funding has been appropriated to maintain life-event initiatives.US$1 millionUS$2.5 millionInitial fundingAnnually for four years I 01 02 03 04 05 06 07 08 09 Tackling funding silos 43Trend in action Deploying shared-funding models for cross-sector collaborationAcross the globe,governments are set

249、ting up shared-funding initiatives that aim to increase intergovernmental and cross-sector collaboration.Over the last decade,Singapores whole-of-gov-ernment approach has used funding mechanisms to encourage agency collaboration,generating programs such as Life SG and One business.The prime minister

250、s office coordinates and oversees whole-of-government projects supported by a team of senior officials from multiple agencies.The funding is allocated to the agency leading the effort and is then dispersed to supporting agencies.5Building on these,Singapore has embarked on an even more ambitious“who

251、le-of-nation”approach wherein agencies actively collaborate with busi-nesses,citizens,and other stakeholders to develop solutions designed to bolster the nations finances and social services,reaffirm its digital transformation leadership,and even shore up national defense.6Some countries have adopte

252、d an issue-based funding model in which multiple agencies work together to tackle a particular wicked problem.To advance clean energy nationwide,the Australian federal government established the Rewiring the Nation initiative with AU$20 billion in funding to transform the countrys electric grid.Low-

253、cost financing will enable new transmission lines,boosting economic activity and job creation.7 Projects include the construction of the VNI West(KerangLink)transmission line between Victoria and New South Wales(NSW)and the Marinus Link transmission line between Tasmania and Victoria using a combina

254、tion of low-cost financing and commonwealth equity investment.8 Additionally,an AU$7.8 billion joint agreement was reached with NSW to support eight crucial transmission and renewable energy zone projects.Funding is available to all states.9Some local and regional governments are using similar model

255、s.The city of Houstons“The Way Home”program built an ecosystem of business-es,nonprofits,churches,and federal government agencies to help people without homes get into permanent housing with supportive services.10 This large-scale effort draws on funding from a US Department of Housing and Urban Dev

256、elopment Emergency Solutions Grant and Community De-velopment Block Grant,in addition to state,local,and private-sector funding.11 In 2022,Houston,Harris County,and the Coalition for the Homeless collective received US$45 millionin federal funds12 and allocated US$100 million in COVID-19 relief.13 T

257、he Bezos Day 1 Families Fund also awarded the city a one-time US$5 million grant to help area families move to permanent housing.14 To date,the effort has reduced the number of Houston-area people without homes by 63%,moving more than 25,000 people into housing.15 I 01 02 03 04 05 06 07 08 09 Tackli

258、ng funding silos 44Other cities have launched similar efforts.The nonprofit Family League of Baltimore pools funds from multiple public and private sources to help Baltimore children,focusing on them being born healthy,succeeding in school,graduating high school,and transitioning into higher educati

259、on and the workforce.16While shared governance is key for collective fund-ing,in certain cases central government entities take charge of governance and accountability to effectively facilitate funding across silos.The creation of intergovernmental col-lective funding mechanismsGovernment agencies o

260、ften default to working as single-purpose organizations,with inconsistent horizontal coordination between agencies.This siloed approach can create costly inefficiencies when it comes to common problems such as tech-nology modernization.To tackle this issue,in 2017,the US government established the T

261、echnology Modernization Fund,an innovative funding vehicle that supports federal projects to modernize tech-nology and make them more equitable,secure,and user-centric.17 The fund has invested over US$500 million in 33 projects across 18 federal agencies,ranging from implementing single sign-on expe

262、rience across government portals to digitizing temporary worker visa programs.18 These investmentshave been directed at improving citizen data protections,strengthening cybersecurity across government silos,saving taxpayer dollars,and advancing pub-lic-facing digital services.19 With an additional U

263、S$1 billion from the 2021 American Rescue Plan and US$175 million from the annual budget process,the fund aims to continue financing modernization projects.20At the state and regional levels,some governments have created funding mechanisms that are set up and run by one agency but are accessible to

264、others that meet established criteria.In Australia,NSW established the Digital Restart Fund in 2019 to accelerate whole-of-government digital trans-formation and fund cross-agency projects such as life-event initiatives,shared digital assets,legacy systems modernizations,and government workforce cap

265、ability building.21 NSW is now starting to see the benefits from the funds investments.To date,the fund has disbursed AU$2.2 billion,supporting more than 140 projects,saving more than 3,000 working days of customer time,and generating AU$2.3 billion in economic returns.22 Delegating funding authorit

266、y to improve regional coordinationIn an effort to drive shared objectives,some governments are providing regional authorities more flexibility to deploy funds and coordinate multiple siloed funding streams around specific community needs in the jurisdiction.The state of Californiacreated the Communi

267、ty Economic Resilience Fund to promote regional resiliency,equity,sustainable growth,and inclu-I 01 02 03 04 05 06 07 08 09 Tackling funding silos 45shared-funding models by revisiting historical governance policies and regulatory frame-works that hinder the scope of cross-sector financing.sive plan

268、ning.23 Thirteen regions will get funds for planning and implementing road maps around climate change,regional infrastructure,workforce development,and other areas.Three state agencies together form the funds leadership team,tasked with managing the program,creating program guidelines and conducting

269、 oversight.24Further north,the Canadian Community-Building Fund permanently provides funds for provinces and territories to support local infrastructure priorities.The fund disburses some CA$2 billion annually to 3,600 communities across the country,supporting approximately 4,000 projects each year.

270、Munic-ipalities can pool,bank,and borrow against this funding,giving them greater financial flexibility.25Moving forward Adopt an outside-in view.By putting them-selves in the shoes of citizens and businesses transacting with government,agencies can better understand the needs of the constit-uencies

271、 they serve that transcend individual business units and agencies.These needs can inform the development of a road map for targeted collaboration initiatives.Create a culture of collaboration in funding.Governments can encourage collaboration by establishing cross-sectoral committees or working grou

272、ps to encourage those working on similar issues to promote shared-funding mechanisms.Utilize data and technology to measure impact and drive outcomes.Data-driven processes can help enable shared gover-nance,track the impact of cross-sector initiatives,and pivot goals as required to de-liver desired

273、outcomes.Shift from siloed to shared governance models.Governments can promote I 01 02 03 04 05 06 07 08 09 Tackling funding silos 46Devolution in the United Kingdom:Greater Manchester Combined AuthorityIn 2016,the UK government passed the Cities and Local Government Devolution Act,establishing comb

274、ined regional authorities with a directly elected mayor.Greater Manchester was one of the first areas to seize this opportunity.Greater Manchester Com-bined Authority(GMCA),an umbrella organization comprising 10 constituent local authorities,was formed as part of the devolution agenda,allowing the c

275、ombined power to identify problems and create evidence-based interventions.26 Officials formulated integrated governance structures,giving GMCA and the mayor of Greater Manchester additional authority,flexibility,and budgetary responsibility over policing,fire services,transportation,skills strategy

276、,planning,and economic regeneration.27 GMCA also oversees Greater Manchesters adult education budget,allowing the authority to de-velop a bespoke skills strategy tailored to needs,and is responsible for providing employment support for long-term unemployed and disabled workers.28 Greater Manchester

277、was one of the first regions to include health and social care in its devolution plan,which studies have linked to better health outcomes.29 Collaborating with the NHS allows GMCA to exert partial control over a 6 billion health and social care budget,with NHS England granting the region control of

278、its share of the national sustainability and transformation fund(450m).30 Greater Manchester also received 243 million from the Transforming Cities Fund for transport investment.31 Sir Howard BernsteinFormer chief executive of Manchester City Council(19982017)and former head of Paid Service for the

279、Greater Manchester Combined Authority(20112017)In broad terms,this devolution agenda gives local authorities more budgetary control and incentivizes a more collaborative model by providing broader flexibility to coordinate multiple siloed funding streams around specific community needs.32 In 2022,th

280、e UK government published a blueprint for creat-ing more regional mayors across England,with the expectation that they will be able to allocate funds and administer programs more effectively.33Driven by the United Kingdoms central government,the move aims to stimulate a more equitable spread of econ

281、omic opportunity around the countryan agenda dubbed“levelling up.”34My take I 01 02 03 04 05 06 07 08 09 Tackling funding silos 471.Pia Andrews,“Breaking government silos through holistic service integration,”Apolitical,March 23,2022;originally in William D.Eggers et al.,Linked-up govern-ment:Buildi

282、ng connections for greater impact,Deloitte Insights,March 24,2022.2.William Eggers et al.,How government can deliver streamlined life event experiences,Deloitte Insights,July 12,2022.3.Maximilian Freier et al.,“Next Generation EU:A euro area perspective,”European Central Bank,January 2022.4.Italy,fo

283、r example,has supplemented its NGEU funds with a 30.6 billion“complementary fund;”see:Andrea Poggi,Next Generation EU funding and the future of Europe,Deloitte,October 28,2021.5.GovTech Singapore,“Whole of government(WOG)platforms and tools,”accessed January 2,2023;Kharina Zainal,“Reviewing whole-of

284、-government collaboration in the Singapore public service,”Civil Service College Singapore,January 6,2011.6.Yasmine Yahya,“Public service to go from whole-of-government to whole-of-nation,”Straits Times,May 9,2018;SG101,“A whole of nation ap-proach,”December 10,2022.7.Katharine Murphy and Adam Morto

285、n,“Rewiring the nation:Albanese and Andrews governments to jointly fund renewable energy zones,”The Guardian,October 19,2022;Aneeq Sarwar and Jeffrey Wilson,“The Nation-al Reconstruction FundAustralias newest vehicle for Endnotesadvancing industrial development,”Ai Group,November 23,2022.8.Australia

286、n Government,Department of Climate change,Energy and Environment and Water,“Rewiring the Nation supports its first two transmission projects,”October 19,2022.9.Australian Government,DCCEEW,“Rewiring the Nation deal to fast-track clean energy jobs and security in NSW,”December 22,2022.10.Coalition fo

287、r the Homeless,“The Way Home partner portal,”accessed January 4,2023.11.Coalition for the Homeless of Houston/Harris County,“The Way Home partner portal,”accessed January 2,2023.12.Atirikta Kumar,“Houstons fight to decriminalize mental illness and homelessness,”Real News,July 15,2022;Michael Murney,

288、“Houston City Council approves$7.1 million in COVID funding to clear homeless encamp-ments,”Chron,July 29,2022;Sofia Gonzalez,“Bezos Day 1 Families Fund gives$5M to Coalition for the Homeless of Houston/Harris County,”Houston Busi-ness Journal,November 22,2022.13.Lucio Vasquez,“Houston receives$45 m

289、illion in federal funds to combat homelessness,”Houston Public Media,March 15,2022.14.Catherine Villarreal,“City of Houston and Harris County announceunprecedented investment to house the homeless,”Coalition for the Homeless of Houston/Harris County,January 26,2022.15.Michael Kimmelman,“How Houston

290、moved 25,000 people from the streets into homes of their own,”New York Times,June 14,2022.16.Family League of Baltimore,“About us,”accessed Jan-uary 2,2023;Jitinder Kohli and Anne De Biasi,Support-ing healthy communities,Deloitte Insights,August 2,2017.17.Technology Modernization Fund,“Mission&guidi

291、ng principles,”accessed January 2,2023.18.US General Services Administration,“New Technology Modernization Fund investments to boost network security for critical services,”June 21,2022;Technology Modernization Fund,“Investments,”accessed January 2,2023;US General Services Administration,“Technolo-g

292、y Modernization Fund is making it easier and more se-cure for veterans to access benefits and services,”April 19,2022;US General Services Administration,“TMF invests in improving public-facing services,bolstering cybersecurity,”August 3,2022;US General Services Administration,“The Technology Moderni

293、zation Fund announces$9 million for transformative projects to protect personal data,modernize key systems at two agencies,”March 7,2022.19.US General Services Administration,“GSA highlights progress on citizen-facing digital services,cybersecu-rity in first year of American Rescue Plan,”March 10,20

294、22.20.US General Services Administration,“Technology Mod-ernization Fund is making it easier and more secure for veterans to access benefits and services,”April I 01 02 03 04 05 06 07 08 09 Tackling funding silos 48Endnotes19,2022;US General Services Administration,“TMF invests in improving public-f

295、acing services,bolstering cybersecurity,”August 3,2022;US General Services Administration,“The Technology Modernization Fund announces$9 million for transformative projects to protect personal data,modernize key systems at two agencies,”March 7,2022.21.NSW Government,“Is my project eligible?,accesse

296、d January 2,2023;Alita Sharon,“Digital Restart Fund supports more projects in New South Wales,”OpenGov Asia,August 18,2022.22.Urbis,“Evaluation of the Digital Restart Fund,”NSW Department of Customer Service,March 23,2022;NSW Government,“20212022 in review,”2022.23.California Labor and Workforce Dev

297、elopment Agency,Governors Office of Planning and Research,and Governors Office of Business and Economic Develop-ment,“Community Economic Resilience Fund Program(CERF),”April 2022.24.Governors Office of Planning and Research,“Commu-nity Economic Resilience Fund,”2022.25.Government of Canada,“The Cana

298、da Communi-ty-Building Fund,”July 13,2022.26.HM Treasury,George Osborne,and Philip Hammond,“Devolution to the Greater Manchester Combined Au-thority and transition to a directly elected mayor,Gov.uk November 22,2017;Local Government Association,“Experiences of employment and skills devolution:Greate

299、r Manchester Combined Authority,”September 10,2020.27.Institute for Government,“Devolution to Greater Manchester,”June 20,2022.28.Ibid.29.University of Manchester,“Study links devolution in Greater Manchester to modest improvement in life expectancy,”September 29,2022.30.Hugh Alderwick,“Understandin

300、g the impact of devolution in Greater Manchester on health,”Health Foundation,September 29,2022.31.Intelligent Transport,“69.5 million transport funding boost considered in Greater Manchester,”January 25,2021.32.Greater Manchester Combined Authority,“Devolution,”2017.33.West Midlands Combined Author

301、ity,“Plans to give greater powers to the West Midlands welcomed as Levelling Up strategy is published,”February 2,2022.34.Daniel Harari and Matthew Ward,“Levelling up:What are the Governments proposals?,”House of Commons Library,February 18,2022.I 01 02 03 04 05 06 07 08 09 Tackling funding silos 49

302、Ed Roddiseroddisdeloitte.co.ukEd Roddis is director of Government&Public Services research at Deloitte in the United King-dom.As author of the United Kingdoms annual State of the State report,Roddis spends his time studying public policy and public opinion as well as presenting research to senior le

303、aders from across the countrys public sector.Before joining Deloitte,Roddiss career focused on research,parliamentary relations,and communications for a range of public bodies spanning local government,education,and public financial management.About the authorsAcknowledgmentsMark BMark Bussow is a s

304、pecialist leader in Deloittes Government and Public Sector Strategy offering,focusing on strategy development and organizational performance improvement.He has more than 20 years of experience leading high-priority transforma-tion efforts across the federal government.Bussow assists clients to devel

305、op organizational strategy,align executive governance and decision-support functions to strategy,and improve organizational performance.Tiffany FTiffany Fishman is a senior manager with the De-loitte Center for Government Insights.Her research and client work focuses on how emerging issues in techno

306、logy,business,and society will affect or-ganizations.She has written extensively on a wide range of public policy and management issues,from health and human services reform to the future of transportation and the transformation of higher education.Her work has appeared in a number of publications,i

307、ncluding Public CIO,Governing,and EducationWeek.The authors would like to thank Glynis Rodrigues and Thirumalai Kannan from the Deloitte Center for Government Insights for driving the research and development of this trend and Meenakshi Venkateswaran for helping design the graphics of the article.Th

308、ey also thank Chew Chiat Lee,Steve Hamilton,Wade Horn,Cecelia Hill,Carsten Joergensen,Enrique Egea,and William D.Eggers for their insights and thoughtful feedback.I 01 02 03 04 05 06 07 08 09 Tackling funding silos 50Ursula Brennan .auUrsula Brennan is the national leader for Deloittes Public Sector

309、 and Public Policy practice,coordinat-ing services from across our business to support state,federal,and local government clients in delivering better outcomes for citizens.Brennan also leads Deloittes National Business Case Center of Excellence,providing advice to assist clients in securing funding

310、 for major infrastructure,ICT,and reform programs.Her previous experience includes a broad range of corporate finance engagements,including strategic reviews,mergers,acquisitions and divestments,business planning,and capital raising.I 01 02 03 04 05 06 07 08 09 TREND 4Tailored public servicesDigital

311、 technology is enabling greater personalization by government.These tailored services can be more effective and equitable.Jaimie Boyd,Chew Chiat Lee,Henry Ennis,John OLeary,and Sushumna AgarwalTailored public services 52Toward a“government for one”Companies have long used demographic information to

312、tailor offerings to customers.Governments are also using advances in digital technology to per-sonalize services to constituents diverse needs.1 It could be something as simple as scheduling a building inspection for someone who applies for a construction permit or generating a tax ID number automat

313、ically alongside a birth certificate.Or it could be ambitious enough to revolutionize how people interact with government.Thanks to advances in digital technologies,insights from behavioral science,and new data manage-ment tools,governments are making strides in providing more personalized services.

314、There are even examples of government service tailored to the individualreferred to as“government for one.”Tailored services can help deliver more equitable services.The UN warns against a one-size-fits-all policy for digital transformation,since it tends to leave the socioeconomically disadvantaged

315、 behind.2 An individuals unique life experiences may generate unique service needs and delivery requirements.Age,gender,income level,disability or even geographic location can impact access.Approaches such as customer microsegmentation and life event-trig-gered services can help governments better t

316、ailor services to individuals by enabling deeper insights about their needs.Tailored digital services can also enhance cus-tomer perception.A Deloitte survey conducted in 2022 across companies in Europe and Africa found that personalized service was the most important factor among respondents for dr

317、iving customer satisfaction.3 Another Deloitte survey found that a positive digital experience was a major factor in boosting respondents trust in government.4More personalized services may not always be feasi-ble or necessary.However,customer segmentation,proactive service delivery,and personalizat

318、ion can help governments deliver highly tailored services when“one-size-fits-all”approaches dont serve well or are not equitable.Wherever they are used,tailored services should respect the privacy of those receiving the services.I 01 02 03 04 05 06 07 08 09 Tailored public services 53FIGURE 1The per

319、sonalization spectrumSource:Deloitte analysis.One-size-fits-allBroad services,such asRoad repairFire protection servicesPersonalized/proactiveLife events triggeredBirthsDeathsJob lossesSuggested services“If you qualify for X,you may also benefit from Y.”Government for oneIndividual designFully tailo

320、red Individually customized(designed around constituents needs)Personalized(Modified based on expressed preferences.For example,“Contact by text,email or phone.”)Customer segmentationDemographic targetingElderlyLow-incomeVeteranGeographic targetingBy regionBy zip codeMost tailoredLeast tailoredWalls

321、 coming down Between governments and the individuals they serve:Tailored services can help ensure equitable access to vital services,dissolving barriers of red tape between government and citizens.Between multiple government agencies and critical data about individuals:Individuals needs often cross

322、bureaucratic boundaries.Government agencies,by appropriately shar-ing information about the people they serve,can tailor their efforts to ensure there are“no wrong doors”for those seeking service.Data-sharing can enable a“single front door”approach that meets varied customer needs.Personalizing serv

323、ices requires governments to understand their citizens through data.Research findings indicate that a favorable environment exists in this regard as most citizens are comfort-able with government agencies collecting their data for various purposes(see infographic,By the numbers:Tailored public servi

324、ces).I 01 02 03 04 05 06 07 08 09 Tailored public services 54By the numbers:Tailored public servicesSources:Thoughtlab,“A roadmap for the next phase of urban transformation,”accessed February 10,2023;Deloite Digital citizen survey, who agree that their citys digital services provide good customer ex

325、perienceCitizens are comfortable with government agencies collecting their data to:AfricaAsiaNorth AmericaMENAMost agreeLeast agree49%49%27%17%Citizens are willing to share data with government for life-event servicesBirth of a babyUnemploymentDeath of a loved one44%37%36%Prevent crimes 76%Track dis

326、eases 75%Offer access to transportation 70%Provide social care services67%Design personalized services67%Recommend jobs 61%60%of citizens say that being asked for repetitive information by government agencies is a hassleOver the next five years,cities,globally,plan to prioritize using a digital plat

327、form plan to use a digital platform to address multiple citizen needs through one personalized interface70%I 01 02 03 04 05 06 07 08 09 Tailored public services 55Trend in actionApproaches to segmenting services The“same”event can impact different people in different ways.The COVID-19 pandemic,for e

328、xample,disproportionately impacted the elderly.Similarly,the“same service”can feel very different to different groups.A program that requires extensive paper documentation could be insurmountable to people who are homeless,who may neither have space to store documents nor access to technology to vie

329、w or print them.The accelerated shift to the digital world appears to have highlighted inequities in the design and delivery of some public sector services.Online permitting can disadvantage rural users who lack reliable cell service.Oftentimes,inadequate access to essential services such as broadba

330、nd disproportionately impacts low-income individuals and disadvantaged communities.5 So,as more services shift online,it becomes critical to ensure that the groups that need them most can benefitboth in terms of technical access as well as digital literacy which,in some cases,can be a more significa

331、nt challenge.A secure digital identity is foundational to providing tailored digital services.In Singapore,SingPass for individuals(and CorpPass for companies)are the digital identities used to access more than 2,000 services from more than 700 government agencies and businesses.SingPass can be used

332、 to share official personal information,such as address and next-of-kin information needed during an emergency,upon consent.6Governments should consider a“no wrong door”philosophy that allows individuals to access services through whatever means they can.This also goes by the name“omnichannel suppor

333、t,”which allows governments to integrate informa-tion that comes in through a variety of channels,including text,email,webpage inputs,or a phone conversation.Depending on an individuals needs or wants,the best service might be a“no-touch”self-service portal,a“low-touch”webpage with an AI chatbot to assist them,or a“high-touch”approach that involves interaction with a live person.Recognizing this,g