WIXLIB

Labor can engage in focus groups and annualsurvey rounds to maximize valueFollow on discussionswith topic experts withmore detail on prioritydimensions and actionablerecommendations toaddress identified painpointsFocus group discussionswith other participatingagencies to share insightson survey learnings andbest practices acrossgovernmentUpdated federalgovernment average dataas respondents increase;future rounds of surveycompletions to assessmaturity progression, etc.

APPENDIX: Priority Dimension AdditionalDetails

Platform modernization links IT to valueand enables flexible & lower-cost platformsIndustry X.0ExperienceEconomyPersonalisationNext gen.engagementE2E DigitalJourneyDigital SCMCoordinate the customerjourney across all touchpointsUse Case CentricExperience LayerSystems of innovation to orchestrate customer journeysfor seamless UXBest-of-BreedBest of Breed systems todeliver lean processes at scaleDifferentiatingSystems of differentiation toincrease public valueModernised core to deliver non-differentiating processes withefficiency, compliance and stabilityData PlatformMaintain pace and demonstratevalue through leveraging dataLegacy ComponentsEncapsulate, contain, andgradually decommission legacycomponentsSingle System of Insight to bridge ‘insight-to-action’ gap and governdata creation and consumption, centrallyCo-exist with platform for phased migration over timeEnabling and EmergingCapabilitiesAPI IntegrationCover high-value gaps withmore flexible best-of-breedappsCreate personalised anddifferentiating digital apps andservice journeysLean CoreIoT HubReduce cost at the core bysimplifying back to a lean andvanilla stateCybersecurityDevOps ToolchainCloudAI/RPAContainerisation

DDP approach takes a mental flip: linkstrategic priorities with the digital WHAT andthen combine it with the HOWCore elements of the overall DDP roadmapWHYWHATHOWApproachExisting business strategyI Improvecitizen VResilient andfuture proofV Sustainability &ResponsibilityDigital use cases driving valuePolicyData & digitalplatformsService design &innovationServicedevelopment &implementationOrganizationand peopleService deliveryand supportGovernanceUnderstand tech & digital levers to reimagine and accelerate the strategicprioritiesIdentify and prioritize tangible digital usecases that drive value using: Digital maturity assessment Best practice benchmarks Pain points along key customergroups and employee journeysDerive the right target technology,organization and execution model to deliverthose digital solutions at scale whilst payingoff past debt

Myriad opportunities exist for public sectorentities to leverage digital and technologyPolicy, new services& business modelsCitizen experiences& service deliveryOperations Evidence-based policies (data-informed& adaptable policies through the use ofdata & AI) Personalized and Proactive ServiceDelivery Always-on Transformation (timelyresponse to the ever- changingenvironment & needs) Augmented Decision Making(augmented intelligent systems in dailytasks) Joined-up services designed aroundcitizen life events Public Infrastructure and AssetOptimization (data-informed investmentdecisions) Government as a Platform (serviceexpansion through collaboration withthe broader ecosystem) E-Participation (proactive engagementof citizens in decisions making andrunning of government) that's open,transparent and ethical Procurement and other Digital SupportFunctions (end-to-end digitalization ofback-office processes eg. HR, Finance)

A unique DDP architecture enables valueoutcomes with modularity, flexibility,scalability, speed & securityModular architecture with microservicesallowing reuse and easy adaptationData LayerCore Transaction LayerInfrastructure LayerCybersecurity & PrivacyAPIsIntegration managementSmart Business LayerExposure of data and services via APIsfor flexible access to build new use cases—data and services built onceData and analytics platform to decouple corefrom digital and provide value-addingcapabilities (e.g., AI, ML)Lean core systems for solid and stable backend processesCloud services and autom. provisioning forscalable infrastructure backboneCybersecurity and privacy is embedded acrosslayers to unlock full DDP potential

Moving from monolithic systems tomodular architecture liberates thedata & supports new technologies Current complex landscapeTo be: A Digital and Data PlatformOmni-channelsService centerOmni-channelsOtherService centerDigital ERPCRMhybris Core systemsKLTPS Legacy systems Mobile appWebsiteOtherCross-channel mechanisms and business componentsPersonalisationDataContact CenterEligibility engine Jr. orchestration ERPWorkflow ex. TransactiondataCitizen dataData lakeSearch CRMDWHTPSSecurityMobile appAPI ManagementSitefront-end

Key ingoing question: What are youoptimizing for?IT Efficiencyand CostAgility andBusiness ValueDigital Capabilitiesand CultureStability andSecurityWhat is the right target ITcost level for your company?What is the right future IT orgstructure (e.g., Numberlayers, span of control)?How to ensure that theIT/Tech workforce isequipped with the right digitaland tech capabilities?How to successfully combineoperational stability withagility that meets and/orexceeds marketexpectations?How much to invest inchange to ensure futurereadiness?How to increase the share ofdirect/value-addingactivities?How to achieve effectivebusinessand IT collaboration?How to reducecomplicatedness in IT and atthe interface of business andIT?How to ensure that theIT/Tech function is able torecruit and retain talent?How to incorporate securityby design in IT services andapplications to mitigaterisks?

To build a World Class Technology Function,need to increase digital capabilities andresilience/simplification. to build a World Class TechnologyFunctionLowStability & Security ImprovementneedCapabilities & CultureWorld ClassTech functionDigitalcapabilitiesLowAgility & Business Value Digital focusEfficiency & Cost High Enhance digital capabilities andresilience/simplification .Resilience/Simplif. focusHighResilience/Simplification

Specific levers to build a World ClassTechnology FunctionLevers to boostDigital capabilitiesLevers to boostResilience/Simplification1Application, data, ITinfrastructureBuild a modern data and digital platformembracing digital design patternsSimplify application, data and IT infra. landscapeby reducing redundancies and number of platforms2Operating model &Bus./Tech collaborationImprove business tech collaboration byapplying agile ways of workingSimplify IT/Tech organization, governance andprocesses end-to-end3Workforce,leadership & cultureBuild world class tech and engineeringcapabilitiesIncrease workforce effectiveness by shifting fromindirect to direct activities and selective insourcingof critical skills4Sourcing& EcosystemBuild the digital ecosystem and enhanceagile sourcingSimplify supplier portfolio and improve suppliermanagement5CybersecurityImplement de-risking of agile delivery andestablish security end-to-endPrevent, detect, respond, and recover from cyberattacks6Digital product& operational TechBecome a player in digital productand service technologyRealize synergies by combining IT and OT wherepossible

DACAMA is based on the Data Capabilitiesframework (aka “the pyramid”)Leadership, change & enablementData Capabilities FrameworkVisionKey issues to address (simplified) Why are we interested in data? What are we trying to achieve? Improvement of current practices or radical transformation?Use cases Which are the main macro use-cases? How much value/ do we expect from each? Do we have the right end-to-end ownership and accountability for our use cases?Analytics Set-up Do we have the right talent pool? Have we implemented the right analytics functions? Do we have a thorough analytics process, leading to concrete results?Data GovernanceData PlatformEcosystem & Partnerships Do we have in place a Data Management organization? Have we launched basic Data hygiene actions (incl. defining quality and KQIs)? Do we have an infrastructure suitable to our vision and future use cases (incl.technologies and operating model)? Is it end-to-end (modeling- industrialization)? Do we understand and leverage the data ecosystem around us? How should we manage the ecosystem? What role should we play in it? How do we handle change management from legacy to a data-driven company? Do we leverage the new ways of working?

Fully leveraging Data requires severalcapabilities working together in a cohesiveoperating modelLeadership, change & enablementData Capabilities FrameworkVisionUse casesData Governance is a fundamental data capabilityAnalytics Set-UpData GovernanceData PlatformEcosystem & Partnerships Do we know the value that good data quality represents for us?Do we have a trustworthy and useful description of our data?Have we defined and measured current data quality?Have we launched basic Data hygiene actions?Do we have a set of data policies adapted to our needs?Do we have in place a data governance organization

Data governance must cohesively integratewith other capabilities to drive value fromdataType of issues if delivered individually Data Governance brings solutions Analytics use cases industrialization isconstrained and remains at PoC stage dueto e.g., Access issues to the Data within the legacy Misunderstanding related to master andreference data Biased results due to lack of data quality(freshness, granularity, accuracy or integrity)VisionUse casesAnalytics set-upData Governance IT-driven architecture projects often fail todeliver ambitioned results by lack of e.g., Data sourcing strategy (identification of theright source, ingestion patterns,transformation rules, exposition needs, ) Data migration plans (business priorities notconsidered and value of new technologies notgrasped timely enough)Data PlatformEcosystem & PartnershipsData capabilities modelBy remaining pragmatic and avoiding the “Ministry ofData” trap, data governance identifies and deploysthe right organization, roles, policies and tools inorder to ensure Data access in line with business needs(validated across the agency) A single point of truth for all master andreference data objects (data dictionary andmetadata repository) A high level of quality of main data objects (viaprioritized and efficient data hygiene actions) Data mapping by business domains Allocated responsibilities on key datasetsto ensure quality and consistency of therelated data Data tracking and understanding of datausage by the business (functional and technicaldata lineage) Privacy, regulatory and security compliance

Government Service Delivery FrameworkGovernment servicedelivery objectivesEnablersBusiness modelChannelsOperating modelDimensions ofgovernment servicedeliveryObjectives and vigationalservicesPhysical points of presenceDriving andcoordinatingcitizen ngplatformsContact CentresDriving digitalmigrationDigitalTechnological enablers and platformsGovernanceFundingStructure and processesCulture, leadership and talent

There are a wide range of dimensions ofgovernment service alservices requirean exchangebetweengovernment andcustomer. Thereare a variety oftypes, and eachdiffer incomplexity,sensitivity anddeliveryDeliveringnavigationalor advisoryservicesDriving andcoordinatingcitizen journeyprojectsNavigationalservices help steercustomers throughgovernmentprocesses, makingit easier totransact andinteract h customerjourney projectsbreaks the tradeoff between costand customerexperienceBeing afunctionalacceleratorBeing a centre ofexcellence forservice deliveryand provingleadership, bestpractices and/ortraining for othergovernmententities in specificfunctional arease.g. roboticprocessautomationBuildingplatformsDriving digitalmigrationBuild and managestandard ICTsolutions/platformsthat enableservices to be builtand modifiedquickly and atreduced riskDrivegovernment'sdigital agenda byvigorously pushingservice deliverytowards onlinechannels

These challenges are exacerbated bycustomers’ rising expectations of howgovernment services should be deliveredHorizons for using digital technology in service delivery transformationCURRENT EMPHASISRECENT FOCUSRising customerexpectation for simple andseamless cross-channelexperienceIntelligent automationapplied to optimise manualintensive processesDigital identity as a gamechanger by enablingwidespread ‘tell-us-once’approachCustomer journey-ledservice design around keylife eventsDigital technologies utilisedto boost social inclusion fordisadvantaged communitiesSophisticated use of socialmedia for analysingcustomer sentiment and forcommunicating brandpersonalityCustomers expect to be able totransact efficiently throughchannel of choice (usuallydigital preferred)Customers expect a highquality end-to-end experiencethat seamlessly meet theirneedsEMERGING HORIZONProactive and personalisedservices based onintegrated customer dataArtificial intelligencedelivering high qualityrecommendations anddecision-making inputSustain ideas generationand customerempowerment throughplatform-based crowdsourcingCustomers expect servicestailored to their specific needsand context, more proactiveand more personalized

Three step approach to improving digitalskills and attracting digital staff inyour agencyIdentify current skill gaps through strategicworkforce planningUnderstand future capability demandrequired to deliver the digital transformationstrategyDevelop a baseline skills map to understandcapability supplyAnalyse gaps between desired capability andcapability demandClose skill gaps through training,acquisition and redeploymentIdentify capabilities that can be trained orneed to be acquiredClose skill gaps by focusing on thefollowing areasRecruiting digital skillsTraining and PathwaysSkill redeploymentChange the way your agency approachesdigital skillsBuild in measurement systems to track thedigital skills in your organisationUse analytics to understand skill gaps toinform hiring and trainingDevelop real time performancemanagement platformsReform back end governanceand processes to allow forworkforce flexibilityOngoing people retention effortBuild in system for feedback (e.g.,engagement measurements, exitinterviews, pulse checks)Change governance and processes to beable to respond to feedbackDevelop an environment where staff withdigital skills feel supported and empowered(e.g., through new waysof working)

Three step approach to improving digitalskills and attracting digital staff inyour agencyIdentify current skill gaps through strategicworkforce planningDoes you agency know the key digitalcapabilities required to implement thedigital strategy?Do you have an understanding of whatthe current capabilities of your staff are?Do you understand where the priority skillgaps that need to be filled are?Close skill gaps through training,acquisition and redeploymentIs there a clear training plan, includingidentified staff?Does your agency know what makes aorganisations attractive for people withdigital skills?Are there any staff whose skills would bebetter utilised in another part ofthe agency?Is there a system in place to trackimprovements in capability?Change the way your agency approachesdigital skillsDoes your agency have the capability totrack staff skills and capability needs inreal time?Do staff have the ability to easily moveacross the agency to where their skillsare best used?Have people in your agency hadexposure to private sector digital skills?Ongoing people retention effortDoes your agency understand the drivers ofemployee dissatisfaction?Does your agency have the ability torespond to employee dissatisfaction?Is your agency one where staff feelsupported and empowered by leadership?

Six high value actions you can takeimmediately to start improving your digitalskills and attracting digital people1Understandcapabilities requiredWrite a short term skills map that details the core capabilities required to deliver plannedinitiatives over the short term2Focus on hiring people withdigital skillsRefocus hiring efforts through channels where people with digital skills are, as well as makingdigital positions more attractive3Offer flexibility to move todigital programsAllow staff with demonstrated expertise in digital to self-select into project teams that requiredthose digital skills4Expose people to digitalMove high performers into areas of the agency that are working in digital, to create exposureand understanding of digital to the next generation of leaders5Offer digital trainingand secondmentsProvide digital training and secondments to digitally mature agencies to provide theopportunity for staff to develop their skillsets in digital6Start creating asupportive environmentCreate an environment where people can thrive by introducing agile ways of working andem

Data & digital. maturity Often unclear vision Isolated initiatives Organisation not yet digitally enabling Clear vision/strategy Roadmap defined Digitally enabling governance in place Key data and digital capabilities Digitalised processes Strong digital mindset and agile culture Data and digital visionaries