Keeping Pace - Government's technology transformation

Keeping pace?Government’s technology transformation

Keeping pace? | Government’s technology transformation

This information is based on a survey conducted with civil servants in the summer of 2017. We had 815 respondents.

2

The role of technology in the public sector


3

Top 3 technologies expected to have the greatest impact on…

Transformation of existing IT

Cyber security

Data analytics

Public sector organisations are rightly focusing on the

mainstream technology developments which are more likely to generate service improvements for citizens and drive

savings internallyLeast likely to impact department

operations or service delivery

Department operations Service delivery

Online interaction with citizens

Cyber security

Transformation of existing IT

Blockchain Internet of things

Digital currencies


4

It will be important of course for public sector CIOs to keep a “watching brief” on new

technology: things that were new tech last year can quickly become mainstream as the

technology matures functionally and the price point reduces.

Insight


5

Adoption of new technologies in the public sector


6

78%Transformation

of existing IT

Whilst 72% view online interaction with citizens as important

only 46% have explored relevant

technology.

64%Cyber security

56%Mobile technology

54%Data analytics

59%Cloud computing

Top 5 technologies explored by respondent organisations


7

50% of civil servants feel their organisation is ahead or in line with

other public sector organisations in technology adoption

Only 19% feel the same when compared with private sector

organisations


8

Fear of new technologies

Least important barriers

Senior management

82% say lack of budget

say cost of new technology74% say shortage of skills to design

and implement technologies62%

Top 3 barriers to technology adoption in the public sector


9

Develop a coherent business case that clearly describes the benefits from the investment: this can help achieve buy-in

and ensure the project is appropriately prioritised.

Have a clear Digital Strategy that supports the delivery of the business strategy: leadership and direction are at

the core of driving successful technology adoption.

Involve citizens and service users in the design and delivery of new technology: critical to realising benefits

and delivering ‘fit for purpose’ solutions.

Work closely with procurement teams to encourage technology innovation and accelerate the procurement process.

Insight


10

Skills and training


11

We asked where the gaps are in digital skills and capabilities within

government organisations“The organisation is

reactive rather than proactive.”

Respondents said…

“We insist on computerisingcurrent systems rather than

producing new systems that will work well

when computerised.”

“Shortage of technicalexpertise in business

processes and software.”

41%

Only 8%

39% 38% 37%

cited technological development

stated that their

organisation has NO GAPS.

cited service design

cited user research

cited technical architecture

A significant 19% do not know where their gaps are.


12

“Digital skills training is lip service, sharing answers in teams.”

“There needs to be a standardised set of digital skills for all staff to undertake training.” “Digital skills

programme in place but in infancy.”

“Too much emphasis is placed on the jobholder to upskill, without the time being given (on top of learning their job).”

65% - Learnt skills needed ‘on the job’

58% - Informal best practice sharing

43% - Digital skills training

42% - Self-directed study

23% - No training

14% - Already competent

10% - Part of formal induction

What has been done to ensure civil servants have the digital skills required for their role?


13

Involve HR professionals in skills analysis, including the digital skills required for the entire workforce as well as the more specific skills for the IT team. The principles behind training

needs analysis are still as relevant as they ever were: identifying people’s current skill levels and any gaps is crucial to IT benefits delivery.

Embed a structured training programme based on the skills analysis.

Consider partnerships with universities, local employers and trusted suppliers. Some of the skills needed in the public sector can be accessed in small bites. For example, skills with

particular new technologies do not require long-term continuity of resource. External resources can deliver pace, capability and – with larger suppliers – an element of risk transfer that can

justify the higher cost in the short and medium term.

In-house academies and training programmes can be used to upskill the existing workforce. Well-designed programmes can have a big impact on culture and levels of buy-in. Delivering

programmes or partial programmes via e-learning will be time efficient and help to keep skills up-to-date.

Insight


14

Cyber


15

56%confident or

very confident

28%unsure 16%

not confident

Confidence in the organisation’s ability to withstand a cyber attack


16

It is clear that the public sector understands the positive impact of strong and robust cyber

security technology.

Organisations should adopt a holistic approach to cyber security including people, process and

technology, and use the clear interest in cyber to promote awareness amongst staff.

Insight


17

Key findings


18

The more ‘mainstream’

technology developments are

the focus for exploration and

adoption.

Civil servants appreciate the

potential of new technologies in supporting their

work.

Whilst online interaction

with citizens is seen as crucial for the majority,

less than half have explored

this area.

Lack of budget, perceived high costs, and skills shortages

are the top barriers to technology adoption.


19

Clear skills gaps exist and there is an

over-reliance on learning digital skills ‘on the job’.

Only 19 per cent feel that they are in line or ahead of private sector organisations

when asked about technology adoption.

Cyber is well accepted as a present risk however almost half of civil servants are not sure or not confident of their organisation’s ability to deal with a cyber attack.


20

This publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte LLP accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication.

Deloitte LLP is a limited liability partnership registered in England and Wales with registered number OC303675 and its registered office at 2 New Street Square, London EC4A 3BZ, United Kingdom.

Deloitte LLP is the United Kingdom affiliate of Deloitte NWE LLP, a member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”). DTTL and each of its member firms are legally separate and independent entities. DTTL and Deloitte NWE LLP do not provide services to clients. Please see www.deloitte.com/about to learn more about our global network of member firms.

© 2017 Deloitte LLP. All rights reserved.

Designed and produced by The Creative Studio at Deloitte, London. J13343

Business

Keeping Pace - Government's technology transformation