• New Mexico Department of Workforce Solutions

    Behavioral science can sometimes help government agencies solve the trickiest problems. The New Mexico Department of Workforce Solutions used behavioral tactics to nudge honesty among unemployment insurance claimants and reduce improper payments.

    To learn more see pages 232-233 in Chapter 7

     

  • New York City’s iZone

    The New York City Department of Education’s initiative iZone paired educators with designers to co-create new education technology and models to promote their adoption. Partnership and collaboration with different ecosystems can accelerate the mpact of redesign.

    To learn more see pages 229-230 in Chapter 7

  • Santander Smart City

    How can government agencies leverage the collective intelligence of the wider community? The Spanish City of Santander involved its residents to co-create new solutions and models of service delivery

    To learn more see pages 228 in Chapter 7

  • Bristol Smart City

    ‘Bristol is Open’ is a futuristic joint research project by the City of Bristol and the University of Bristol to develop a programmable city. The City of Bristol is trying to revolutionize how citizens experience interactions with local government.

    To learn more see pages 225-226 in Chapter 7

  • Barcelona Smart City

    Governments are now working towards building digitally transformed smart cities of the future. Barcelona is creating a single unified operating system for the city to become one of the world’s smartest cities.

    To learn more see pages 224-225 in Chapter 7

  • Helsinki Transport

    Today’s digitally enabled mobility ecosystems can help solve public policy issues such as congestion, air pollution, traffic accidents, etc. Then why do these benefits remain largely unrealized? Because innovative transportation business models tend to operate in silos. In Helsinki, digital innovators are embarking on an exciting new era of smart mobility driven by groundbreaking technological innovations.

    To learn more see pages 222-223 in Chapter 7

  • Western Governors University

    Riding the digital disruption wave in higher education, colleges and universities are using technology to redesign their programs with a student focus. Western Governors University’s competency-based education program shows this model in action.

    To learn more see pages 219-220 in Chapter 7

  • New South Wales’ Child Story

    ChildStory, a new child welfare system in Australia, is flipping the traditional need-based service delivery model of social service, making children the focus of their system and one of its actual users. Systems such as these illustrate that improving human services systems requires thoughtful redesign, not just better IT.

    To learn more see pages 216-218 in Chapter 7

  • US Cyber Challenge

    How can government agencies plug their cyberskills gap? Collaborating with the private sector to identify and train candidates in a variety of information security disciplines could be a start like the US Cyber Challenge did.

    To learn more see pages 202-203 in Chapter 6

  • Estonia’s X Road

    Imagine a unique, uniform digital ID that allows you to register a corporation, vote in national elections, sign a legally binding document from your computer, and eliminates the pain of entering the same information twice. Sound Utopian?  Estonia, a small country which emerged from the Soviet occupation in 1991, embarked on a journey of digital transformation and successfully adopted the uniform digital identity system for its entire population.

    To learn more see pages 163-166 in Chapter 5

  • Chicago Smart Data

    Can agencies expand their data layer? Yes, by tapping into unstructured sources of information like video feeds, surveillance cameras, public tweets, geo-tagged 311 reports, and 911 calls. Chicago’s SmartData project employed open data and analytics to gain insights into problems like examining 311 call patterns to anticipate and prevent rodent breakouts.

    To learn more see pages 160-161 in Chapter 5

  • New Orleans Fire Prevention

    Using analytics, cross-agency collaboration, and data integration, cities can optimize their resources to protect their citizens. For example, the City of New Orleans used the power of data to address the issue of fire fatalities in the city.

    To learn more see pages 159-160 in Chapter 5

     

     

  • New York City’s Office of Data Analytics

    A cost effective solution to tackling complex government problems is horizontal data sharing. A group of geeky problem solvers used data from siloed programs to tackle New York City’s barrage of city problems—everything from illegal building conversions to the distribution of prescription drugs.

    To learn more see pages 156-159 in Chapter 5

  • National Information Exchange Model

    How can government create systems built around data exchanges? The National Information Exchange Model provides a good example. Created as a result of the September 11, 2001 attacks, NIEM was developed to facilitate information exchange in emergencies and on a day-to-day basis.

    To learn more see pages 152-155 in Chapter 5

  • US Federal Communications Commission

    Can agencies scale and reuse systems according to their needs? Using plug-and-play models—developing smaller lightweight models of code that can be remixed as per demand—could be the answer. Read how the Federal Communications Commission (FCC) saved almost $3 million and improved responsiveness using the plug-and-play model.

    To learn more see pages 145-150 in Chapter 5

  • Indiana Infant Mortality

    Data can be the government’s biggest ally when making big changes or solving complex problems. Data helped Indiana bring down departmental silos to tackle a stubborn but critical issue: the troubling low infant mortality rate across the state.

    To learn more see pages 143-144 in Chapter 5

  • Philadelphia FastFWD

    How can governments open up the solutions space while paying only for the results? Cost effective alternatives of traditional procurement such as prize incentives and challenges engage a diverse group of problem solvers while widening the net of potential solutions. That’s one approach Philadelphia has used to develop innovative solutions to its crime problems.

    To learn more see pages 126 in Chapter 4

  • US Citizenship and Immigration Services

    The Agile model for procurement and development can help governments minimize risks in IT projects. How? Instead of taking up one megaproject, agencies take on very small requirements at a time and push them all the way through production quickly. That’s why the US Citizenship and Immigration Service adopted a fast and modular approach to procurement.

    To learn more see pages 119-123 in Chapter 4

     

     

  • US Department of Health and Human Services’ Buyer’s club

    A “Blind marriage”—that’s what traditional IT procurement has been like. Innovators are now ditching this system in favor of show-and-tell systems, asking vendors to create prototypes instead of RFP’s. See how the Department of Health and Human Services’ Buyers club is using this innovative procurement method.

    To learn more see pages 116-119 in Chapter 4

  • AltSchool

    Digital ecosystems are disrupting traditional value chain models and engaging with customers throughout the production process instead of placing them at the end. AltSchool, a San-Francisco based network of K-8 schools, is using technology to redefine the value chain for education and offer more personalized learning experiences.

    To learn more see pages 100-101 in Chapter 3

  • VicRoads

    Using analytics and feedback loops, organizations can uncover “desire paths” and improve their services to address changing customer needs. VicRoads, the second-busiest government website in Victoria, Australia was overwhelmingly complex with a fatally disjointed user experience. Learn how they used user research techniques to transform the user experience.

    To learn more see pages 96-98 in Chapter 3

  • US Department of Veterans Affairs – MyVA

    After massive scheduling backlogs shook the Department of Veterans Affairs, it embarked on a journey of transformation with the veteran at the heart. Providing veterans with proactive, real time, courteous, and coordinated service in a timely fashion was at the core of the MyVA transformation.

    To learn more see pages 91-93 in Chapter 3

  • Transport for London (TfL)

    User-centric design, agile development, and employee engagement are critical while improving user and employee experiences. Explore how TfL, one of the world’s largest transit agencies transformed both.

    To learn more see pages 82-88 in Chapter 3

  • Texas Health and Human Services Commission

    How can digital projects minimize users’ pain points? By understanding user behavior and focusing on the user perspective while designing the project. That’s exactly what the Texas Health and Human Services Commission (HHSC) did when they integrated eligibility systems for all federal and state programs and also launched a mobile app for document verification.

    To learn more see pages 79-81 in Chapter 3

     

  • Access Health Connecticut

    Connecticut developed one of the most successful models for an online health insurance exchange. How did they do it? By focusing on user-centric design and testing, to eliminate pain points, address glitches, and prepare for contingencies.

    To learn more see pages 71-75 in Chapter 3

  • Amtrak

    Interaction with end users adds a depth and authenticity that’s essential to good design. The key is to keep the user in mind at all times, even when testing prototypes. Read on to see how Amtrak redesigned its customer experience using user research and user validation.

    To learn more see pages 77-79 in Chapter 3

  • New York City Big City Apps

    How can governments tap into the external ecosystem of top-notch digital talent? Incentivized prizes, challenges, and hackathons bring forth solutions that governments may struggle to develop in isolation. See how New York City solved some of its problems through the Big Apps competition.

    To learn more see pages 62-63 in Chapter 2

  • New Zealand MBIE

    How can the private sector contribute to developing public services? Through co-design and co-delivery of services with public sector. Explore how the government of New Zealand engaged digital startups to help solve a critical issue the business community faced: the huge costs of interacting with the government.

    To learn more see page 62 in Chapter 2

  • US Department of Energy Sunshot Catalyst

    Can governments crowdsource digital talent? They can when there exists a broader tech ecosystem including borrowed, freelance, and open-source talent that government can tap into to do cutting edge digital work. Read on to see how the US Department of Energy’s (DoE) Sunshot Catalyst Program solved a vexing solar energy problem using crowdsourcing.

    To learn more see pages 59-62 in Chapter 2

  • UK Department of Work and Pensions Digital Academies

    Agencies can prepare for digital transformation by addressing digital skills gaps and investing in resources and technologies to help build a culture and capabilities supporting the digital transition. But how do you train tens and thousands of employees and get them ready for the transformation? Read how the UK Department for Work and Pensions (DWP) created a boot camp–style digital academy to train and upskill staff and got the organization digital-ready.

    To learn more see pages 54-59 in Chapter 2

  • 5.18F-Hiring

    18F

    Apart from conventional recruitment criteria, evaluating candidates’ motive for joining the team and testing whether they are a good cultural fit play a role in hiring the right individuals for the job. Read on to learn how Greg Godbout and his team reengineered, or “hacked,” the government’s hiring process to build a digital dream team at 18F.

    To learn more see pages 50-54 in Chapter 2

  • UK Government Digital Service

    Digital transformation requires a political sponsor to champion the initiative and a hard-charging executive to drive it through the bureaucracy. Sir Francis Maude, an astute political leader, and Mike Bracken, a digital expert, were the two people who helped launch the UK’s Government Digital Services (GDS).

    To learn more see pages 46-48 in the Chapter 2

  • Consumer Financial Protection Bureau (CFPB)

    The digital era calls for government to switch from traditional recruiting methods to unconventional ones that appeal to the young digital talent they seek. That’s what the CFPB adopted in their digital approach.

    To learn more see pagers 40-45 in Chapter 2

  • Utah MyCase Portal

    The state of Utah digitized more than 1,100 basic government processes, saving about $500 million a year and even made services such as public assistance benefits paperless. Much of what government does is information-based and therefore, inherently digital and convertible to bits and bytes. A majority of these tasks can be digitized end-to-end, which in theory would result in huge cost savings and far better and a more personalized customer experience for citizens.

    To learn more see page 11 in the Introduction

  • Estonia’s digital revolution

    In the digital age, the overwhelming majority of all governments’ tasks—from taxes to unemployment insurance, from disbursing public assistance benefits to handling business license applications—can be digitized end-to-end. Read how Estonia, a small country of 1.3 million people, provides a blueprint and sets the standard for digital transformation among central governments.

    To learn more see pages 8-10 in the Introduction