A Digital Future - Transforming NSW Government [Presentation]
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This is the Digital Strategy I developed for NSW Government in 2012. This is the presentation version of the document which I presented to Premier & Cabinet. It must be read in conjunction with the Word Version document which includes all the narrative - http://www.slideshare.net/martinwalsh/a-vision-for-a-new-digital-future-v8
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A Digital Future - Transforming NSW Government [Presentation]
- 1. A vision for getting to a new digital future Thinking about transforming NSW 19 December 2012 Please make sure you read this associated word document for all the narrative and background for this presentation - http://slidesha.re/1BRNML6
- 2. Today - Imagine how digital could be different - Suggested strategic principles - Approaches for more Joined-up digital experiences - What might a new digital future look like? - Potential next steps
- 3. Imagine how ‘digital’ could be different across government …
- 4. We Have a Burning Platform
- 5. But we have a major opportunity
- 6. Which requires a paradigm shift
- 8. Purpose:
- 9. What might a set of strategic principles be?
- 10. 1. Technology for people’s sake We must implement technology for people’s sake, not for technology’s sake. Technology doesn’t innovate, people do. People must be our focus both externally and internally.
- 11. 1. Technology for people’s sake 2. Solutions & policies: best for the people Develop solutions and policies that are best for the people, not best for the Government.
- 12. 1. Technology for people’s sake 2. Solutions & policies: best for the people 3. Information: easy to discover, access & read Provide information that’s easy to discover, access, read and understand, not just easy to upload.
- 13. 1. Technology for people’s sake 2. Solutions & policies: best for the people 3. Information: easy to discover, access & read 4. Make information open to everyone Make information, engagement, consultation, services & transactions open to everyone and across all devices.
- 14. 1. Technology for people’s sake 2. Solutions & policies: best for the people 3. Information: easy to discover, access & read 4. Make information open to everyone 5. We cannot manage what we don’t measure. We must introduce a culture of being data driven. We cannot improve if we don’t collect, analyse and respond to the right information and right data at the right time.
- 15. 1. Technology for people’s sake 2. Solutions & policies: best for the people 3. Information: easy to discover, access & read 4. Make information open to everyone 5. We cannot manage what we don’t measure 6. Trust is the new currency across digital Trust is the new currency across digital channels and without it we will fail. Through greater transparency, accessibility, engagement and communication we can build trust.
- 16. 1. Technology for people’s sake 2. Solutions & policies: best for the people 3. Information: easy to discover, access & read 4. Make information open to everyone 5. We cannot manage what we don’t measure 6. Trust is the new currency across digital 7. Build foundational partnerships We must build foundational partnerships both internally and externally to reduce risk and increase our digital knowledge, skills and capability.
- 17. 1. Technology for people’s sake 2. Solutions & policies: best for the people 3. Information: easy to discover, access & read 4. Make information open to everyone 5. We cannot manage what we don’t measure 6. Trust is the new currency across digital 7. Build foundational partnerships 8. Significantly shift the way we think & operate To truly embrace digital, we have to significantly shift the way we think and operate internally in order to effect change externally.
- 18. 1. Technology for people’s sake 2. Solutions & policies: best for the people 3. Information: easy to discover, access & read 4. Make information open to everyone 5. We cannot manage what we don’t measure 6. Trust is the new currency across digital 7. Build foundational partnerships 8. Significantly shift the way we think & operate 9. Build services and capabilities, not structures. Build a shared capability of digital services and technologies. We need to avoid monolithic structures and create flexible services which integrate across different applications, channels and systems and importantly customer scenarios.
- 19. 1. Technology for people’s sake 2. Solutions & policies: best for the people 3. Information: easy to discover, access & read 4. Make information open to everyone 5. We cannot manage what we don’t measure 6. Trust is the new currency across digital 7. Build foundational partnerships 8. Significantly shift the way we think & operate 9. Shared capability of services, not structures 10. We need a paradigm shift, not evolution Incremental change has not worked for the past 10 years. We need to dramatically shift the way we approach and affect a digital transformation across government.
- 20. 1. Technology for people’s sake 2. Solutions & policies: best for the people 3. Information: easy to discover, access & read 4. Make information open to everyone 5. We cannot manage what we don’t measure 6. Trust is the new currency across digital 7. Build foundational partnerships 8. Significantly shift the way we think & operate 9. Shared capability of services, not structures 10. We need a paradigm shift, not evolution
- 21. Design Principles for delivering more “joined up” digital experiences across government
- 22. 1. Start with needs
- 23. 1. Start with needs 2. Do Less
- 24. 1. Start with needs 2. Do Less 3. Design with Data
- 25. 1. Start with needs 2. Do Less 3. Design with Data 4. Build for inclusion
- 26. 1. Start with needs 2. Do Less 3. Design with Data 4. Build for inclusion 5. Build digital services, not websites
- 27. 1. Start with needs 2. Do Less 3. Design with Data 4. Build for inclusion 5. Build digital services, not websites 6. Understand context
- 28. 1. Start with needs 2. Do Less 3. Design with Data 4. Build for inclusion 5. Build digital services, not websites 6. Understand context 7. Be consistent, not uniform
- 29. 1. Start with needs 2. Do Less 3. Design with Data 4. Build for inclusion 5. Build digital services, not websites 6. Understand context 7. Be consistent, not uniform 8. Iterate. Then iterate again
- 30. 1. Start with needs 2. Do Less 3. Design with Data 4. Build for inclusion 5. Build digital services, not websites 6. Understand context 7. Be consistent, not uniform 8. Iterate. Then iterate again 9. Do the hard work to make it simple
- 31. 1. Start with needs 2. Do Less 3. Design with Data 4. Build for inclusion 5. Build digital services, not websites 6. Understand context 7. Be consistent, not uniform 8. Iterate. Then iterate again 9. Do the hard work to make it simple
- 32. If we want this, here’s five suggested Core Directions…
- 33. 1. Inspire citizens and business to collaborate and engage more with government to design and deliver better policies, services and community and economic outcomes for NSW.
- 34. 2. Simplify engagement between citizens, business & government with easier-to- find, easier-to-access government information, services, transactions & data.
- 35. 3. Lead the transformation to a new era of digital public services, consultation and engagement.
- 36. 4. Enable NSW residents, visitors, businesses and an increasingly mobile workforce to access and engage with high quality government information, services and data, anytime, anywhere and on any device.
- 37. 5. Empower government employees to use world’s best practices to deliver and engage with citizens and businesses through efficient, effective and scalable digital channels and technologies.
- 38. What might a new digital future look like?
- 39. Old Model
- 40. New Model
- 41. How would we get there?
- 44. lead Digital Services Team Common Technology Remove Barriers Management Information Education, Skills
- 48. Centralised Digital Services Team
- 49. Centralised Digital Services Team
- 50. Centralised Digital Services Team
- 51. Centralised Digital Services Team
- 52. Centralised Digital Services Team
- 53. Centralised Digital Services Team
- 54. $2-5M $100-150M
- 55. $2-5M $100-150M
- 56. What might it look like for citizens and business?
- 61. Key Dependencies Privacy Legislation Other Legislation Agency Policies Skilled Resources / Vendors Budget
- 62. Next Steps Required Enabling Actions
- 63. 1. Audit existing digital systems Audit existing digital systems, infrastructure and associated costs. For example; website content management systems, hosting, technology agreements, services & support agreements etc.
- 64. 1. Audit existing digital systems 2. Finalize full NSW Digital Strategy Continue to develop and flesh out the full NSW Digital Strategy including resource requirements, budgets, priorities and timelines. 1. Internal version 2. Public version
- 65. 1. Audit existing digital systems 2. Finalize full NSW Digital Strategy 3. Develop user personas Develop Personas and User Centric Research for DPC and Service NSW to help drive strategy, design, channel scenarios, UX, information architecture and content.
- 66. 1. Audit existing digital systems 2. Finalize full NSW Digital Strategy 3. Develop user personas 4. Project Macquarie Deliver Project Macquarie to demonstrate best practices across; user centric design, cross device compatibility and accessibility, digital communications and engagement, measurement and analytics.
- 67. 1. Audit existing digital systems 2. Finalize full NSW Digital Strategy 3. Develop user personas 4. Project Macquarie 5. Digital Marketing Platform prototypes Deliver the Digital Marketing Platform prototypes for Project Macquarie and Service NSW. For example; CRM, Measurement / Business Intelligence / Content Management System, Email Marketing, Search, Video, Social Media, Mapping etc.
- 68. 1. Audit existing digital systems 2. Finalize full NSW Digital Strategy 3. Develop user personas 4. Project Macquarie 5. Digital Marketing Platform prototypes
- 69. Next Steps From concept to decision
- 70. 1. If you’re excited by this future, what can you recommend to help get us there?
- 71. The three most powerful words in history have changed because of digital technology and consumer behaviour.
- 72. I<3U
- 74. Digital at (@) heart (<3) NSW Digital@<3
- 75. Thank you
Notas del editor
- Imagine if it was different! (What’s at stake?) Burning platform: we’ve already lost a decade in digital and we’re getting further behind. By treating eGov, Gov 2.0 and now Digital as a technology issue to be driven and led by IT, ICT, CIO’s CTO’s and related consultants, we continue to forget that Digital is really about people; their needs, wants, desires, attitudes, behaviours and expectations, not technology. We need a completely user centred, agile and truly digital at heart approach which means throwing out much of the old and bringing in and establishing a new capability. We also need to transform our economy from being heavily reliant upon natural resources, towards new services and digital based opportunities. Base industries are disappearing but we are not transposing jobs, skills and the economy to newer, more sustainable opportunities. Even newer industries are being pressured by digital disruption; Silicon Valley itself is currently seeing $1 trillion dollars of wealth being transferred from the old guard of enterprise software incumbents to nimble upstarts and SaaS providers. This is just the tip of the iceberg in terms of opportunities for our economy and opportunities to re-engineer the way we deliver government services and engage with citizens and business. Size of the opportunity: We have an opportunity to dramatically increase the agility and effectiveness of Government communication, engagement and transparency - and at scale - across all digital channels by transforming what and how we deliver government internally and externally. Substantial productivity benefits can be realised through streamlined digital first experiences, content, communication and collaboration both internally and externally. And of course there is an opportunity for substantial cost savings through the consolidation of existing websites, technology and infrastructure – from a conservative, preliminary estimate of $2-5m all the way up to $100-150m. Required cultural and paradigm shift: This is about designing and building true multichannel digital experiences, dramatically changing the way we write and develop content, services & transactions, agile development, iterative design and testing and much more. The fundamental shift is to stop designing things from the inside out and start designing things from the outside in. We need to embed digital skills into our organisational DNA, developing a culture that puts people’s needs first so we plan and design our services around what users need to get done, not around the ways government want them to do it. A paradigm shift needs to take place and we cannot simply muck around the edges, trying to incrementally evolve and expect things to be different. It hasn’t worked over the past 10 years and nothing will change without a dramatic shift. This is not about simply creating less websites and or creating newer basic websites which anyone can do. Digital has evolved dramatically and almost any company can say they can build a basic website but that is not what we need to do to succeed. *See the Design Principles. We have a unique opportunity to be world class and to leap frog what many other governments are trying to do in this area.
- We’ve lost a decade in digital, getting further behind. Treating eGov, Gov 2.0 and now digital as a technology issue to be driven by IT, ICT, CIO’s, we continue to forget digital is really about people; their needs, wants, desires, attitudes, behaviours and expectations. We need to be agile and user centric and this means throwing out the old and bringing in new thinking and capability. We need to transform our economy. $1 trillion of wealth being transferred from Silicon Valley old guard to new nimble upstarts and SaaS providers.
- We have an opportunity to dramatically increase the agility and effectiveness of Government communication, engagement and transparency - and at scale - across all digital channels by transforming what and how we deliver government internally and externally. Substantial productivity benefits can be realised through streamlined digital first experiences, content, communication and collaboration both internally and externally. And of course there is an opportunity for substantial cost savings through the consolidation of existing websites, technology and infrastructure – from a conservative, preliminary estimate of $2-5m all the way up to $100-150m.
- This is about designing and building true multichannel digital experiences, dramatically changing the way we write and develop content, services & transactions, agile development, iterative design and testing and much more. The fundamental shift is to stop designing things from the inside out and start designing things from the outside in. We need to embed digital skills into our organisational DNA, developing a culture that puts people’s needs first so we plan and design our services around what users need to get done, not around the ways government want them to do it. A paradigm shift needs to take place and we cannot simply muck around the edges, trying to incrementally evolve and expect things to be different. It hasn’t worked over the past 10 years and nothing will change without a dramatic shift. This is not about simply creating less websites and or creating newer basic websites which anyone can do. Digital has evolved dramatically and almost any company can say they can build a basic website but that is not what we need to do to succeed. We have a unique opportunity to be world class and to leap frog what many other governments are trying to do in this area.
- The fundamental shift is to stop designing things from the inside out and designing things from the outside in.
- Start with needs - The design process must start with identifying and thinking about real user needs. We should design around those — not around the way the ‘official process’ is at the moment. We must understand those needs thoroughly — interrogating data, not just making assumptions — and we should remember that what users ask for is not always what they need.
- Do Less - Government should only do what only government can do. If someone else is doing it — link to it. If we can provide resources (like APIs) that will help other people build things — do that. We should concentrate on the irreducible core.
- Design with Data - Normally, we’re not starting from scratch — users are already using our services. This means we can learn from real world behaviour. We should do this, but we should make sure we continue this into the build and development process — prototyping and testing with real users on the live web. We should understand the desire paths of how we are designing with data and use them in our designs.
- Build for inclusion - Accessible design is good design. We should build a product that’s as inclusive, legible and readable as possible. If we have to sacrifice elegance — so be it. We shouldn’t be afraid of the obvious, shouldn’t try to reinvent web design conventions and should set expectations clearly.
- Build digital services, not websites - Our service doesn’t begin and end at our website. It might start with a search engine and end at the post office. We need to design for that, even if we can’t control it. And we need to recognise that someday, before we know it, it’ll be about different digital services again.
- Understand context - We’re not designing for a screen, we’re designing for people. We need to think hard about the context in which they’re using our services. Are they in a library? Are they on a phone? Are they only really familiar with Facebook? Have they never used the web before?
- Be consistent, not uniform - Wherever possible we should use the same language and the same design patterns — this helps people get familiar with our services. But, when this isn’t possible, we should make sure our underlying approach is consistent. So our users will have a reasonable chance of guessing what they’re supposed to do.
- Iterate. Then iterate again - The best way to build effective services is to start small and iterate wildly. Release Minimum Viable Products early, test them with real users, move from Alpha to Beta to Launch adding features and refinements based on feedback from real users.
- Do the hard work to make it simple - Making something look simple is easy; making something simple to use is much harder — especially when the underlying systems are complex — but that’s what we should be doing.
- Use digital tools and techniques to engage with and facilitate consultation with the community and businesses. Raise awareness of digital services so that more people know about and are inspired to use them. Develop an X-Prize style program to inspire industry, citizens, education and research organisations to design and develop better services and outcomes for NSW, using Open Data where relevant, and lead the re-education and up-skilling of the workforce to a new digital & services led economy. Bring front line specialists together with ad agency Creative Directors, User Experience gurus from Microsoft, Google, Ideo, Facebook and others.
- Consolidate and transform the conflagration of 800+ disparate, disconnected and poorly designed user experience websites into three primary Government digital engagement experiences. Project Macquarie Service NSW Corporate website for major agencies Consolidate the conflagration of 1,000+ Government URL’s into one single government URL; www.nsw.gov.au Service NSW in partnership with DPC and DFS will lead the redesign of all government services and transactions to be digital by default by 2015.
- Create a new centralised digital services team (CDST) with full responsibility for the overall user experience across all government digital channels and real estate. CDST & DFS will lead in the definition and delivery of a new suite of common technology platforms which will underpin the new generation of digital services. CDST will lead in the removal of legislative and or policy barriers which unnecessarily prevent the development of streamlined and convenient digital services. CDST will define, develop and lead the implementation, collection, storage, sharing and presentation of a consistent set of management and performance information for digital experiences, engagement, services and transactions. CDST will lead and support the education, transformation and improvement of digital skills and capability across government. CDST will assist major agencies in identifying and or recruiting an active Digital Leader within their organisation. CDST will lead the development of new digital skills, experience, capability and feature requirements for the selection of appropriate vendors for a new approved digital services panel. CDST in partnership with the private sector and education institutions will lead the development of new courses and curriculums across digital, marketing and ICT to create a 21st Century skillset within NSW.
- Ensure digital experiences are no longer website and PC specific. All information, engagement, services and transactions should be available and accessible across any device; smartphone, PC, tablet and smart TV at any time. We should focus on standards like HTML5, CSS3 and XML etc. We should not be building native mobile apps unless it is a hero app to showcase to the private sector, a specific area/issue in need. Where relevant, enable government information, services and transactions in multiple languages across digital channels. Ensure that government agencies make available key information through standard data sets and API’s.
- CDST will develop and deploy a new, shared, digital marketing platform which will enable government employees to create, publish, communicate, collaborate and engage both internally and externally in an efficient and timely manner and when required to do so at scale. CDST will build Digital Centres of Excellence accessible by all government employees which will provide on demand learning, playbooks, guides, policies, cheat sheets, FAQ’s and social collaboration relating to digital communication, engagement, marketing and technology.
- Project Macquarie – The Government Premier The Cabinet Government Policy (High level) Strategic Initiatives Consultation And Related: News, Announcements, Speeches Communications Information Content Engagement Contact Us Social Outposts
- Service NSW Services Transactions Services & Transactions related: Information Content Engagement Support Social Outposts
- Inside Government – Corporate Agency Websites About Us / What we do Minister/s and Management News, Announcements & Speeches Policies Publications Consultations Minister Contact Us