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 internally
Least 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 computerising
current systems rather than
producing new systems
that will work well
when computerised.”
“Shortage of technical
expertise 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

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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.
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