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Ten bold plays: Help drive action with these ambitious goals

by Mark Price, William D. Eggers
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    07 February 2018

    Ten bold plays: Help drive action with these ambitious goals The State Policy Road Map: Solutions for the Journey Ahead

    07 February 2018
    • Mark Price United States
    • William D. Eggers United States
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    • 1. Create a single view of the customer
    • 2. Go all in on digital, AI, and cognitive
    • 3. Make business compliance easier
    • 4. Revamp IT procurement
    • 5. Modernize state workforce rules and embrace the future of work
    • 6. Declare a war on fraud
    • 7. Build a classroom-to-workforce pipeline
    • 8. Embrace “nudge thinking”
    • 9. Conduct a stem-to-stern efficiency review
    • 10. Build an integrated mobility ecosystem

    ​In some cases, a strategic initiative driven from the corner office can jump-start state innovation. Here are some bold ideas that could drive positive change in state government. 

    1. Create a single view of the customer

    Most state governments have multiple views of a single customer, unable to link one to the other. Imagine the possibilities if every department in a state government used the same identifier to build a coordinated customer experience. Goal: Boost efficiency and improve the customer experience of citizens and businesses by creating a foundation of a unique customer identifier.

    2. Go all in on digital, AI, and cognitive

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    Many states’ IT infrastructure is outdated, which means that they are spending to operate and maintain stand-alone, legacy systems. By investing in digital platforms and transformative technologies, states could create a better citizen experience for less. Goal: Leverage cutting-edge technologies to perform repetitive tasks, freeing state employees to focus on more complex service delivery.

    Compliance without tears

    Read more about how states can make compliance easier in Compliance without tears.

    3. Make business compliance easier

    In some cases, the biggest cost of regulatory compliance for companies lies in figuring out what they need to do and dealing with manual state processes. Complying with multiple rules around licensing, permitting, and assessments, such as those around unemployment insurance and workers’ compensation, often creates hidden costs for business. Goal: Make it simpler for regulated businesses to follow the rules by considering digital compliance and other tools.

    4. Revamp IT procurement

    Agile in Government series

    Read more about how states can adopt an Agile approach to IT procurement in Deloitte’s Agile in Government series.

    The traditional way states procure IT can be cumbersome and too slow to keep pace with rapidly changing technologies. Newer approaches, such as the Agile approach to software procurement, cloud, and software as a service (SaaS), may offer chances to improve in this important area. Goal: Practice more effective IT procurement.

    5. Modernize state workforce rules and embrace the future of work

    Outdated job classifications and descriptions, the challenge of appropriately rewarding top performers, and other practices can limit the effectiveness of any workforce. Upgrading work spaces, instituting work-from-anywhere protocols, and other innovative approaches can help the state attract and retain the best employees. Goal: Improve the state workforce through updated workforce rules.

    6. Declare a war on fraud

    Shutting down fraud, waste, and abuse

    Read more about fighting fraud, waste, and abuse in Shutting down fraud, waste, and abuse.

    From the SNAP program to Medicaid, state-run benefits programs too often send cash to fraudsters rather than to intended recipients. As states look to tighten their belts and increase credibility with potentially skeptical taxpayers and voters, analytics-based anti-fraud initiatives should gather steam. Goal: Ensure that state programs benefit intended recipients.

    7. Build a classroom-to-workforce pipeline

    Skilled workers are in high demand, but our education pipeline doesn’t always deliver the skill sets that some businesses need. Successful education won’t always culminate in a PhD. Consider programs that may better align and integrate education and business needs, establishing lifelong learning opportunities and easing mid-career transitions for workers displaced by technology shifts. Goal: Grow a work-ready workforce.

    8. Embrace “nudge thinking”

    States expend a lot of energy trying to get citizens to do things—such as paying their taxes, making their child support payments, and encouraging students to stay in school. For the Medicaid population, states would likely love to get individuals to exercise, take their meds, and keep their doctor’s appointments. Goal: Use behavioral economics principles to boost compliance rates, improve program impact, and lower costs.

    9. Conduct a stem-to-stern efficiency review

    Consider launching a statewide effort with the goal of identifying sources of cost efficiencies, such as potentially redundant agencies, areas where technology could reduce costs, and unnecessary boards and commissions. Goal: Make more efficient use of scarce tax dollars.

    10. Build an integrated mobility ecosystem

    Commit state resources to promoting a more integrated transportation ecosystem that allows for sharing of critical data and platforms to facilitate multiple modes of transport. Making the future of mobility a priority could improve both economic growth and enhance the quality of life. Goal: Create platforms to support an integrated mobility ecosystem.

    Authors

    Mark Price, based in Boston, MA, is a vice chairman of Deloitte and leads the US Public Sector practice. 

    William D. Eggers is the executive director of Deloitte’s Center for Government Insights, where he is responsible for the firm’s public sector thought leadership. He is based in Arlington, US.

    Acknowledgements

    This article benefited greatly from the contributions of Purva Singh of Deloitte Services India Pvt. Ltd.

    Topics in this article

    Public Sector , State Government , Digital Transformation , Regulation and reform , Information Technology , Talent , Behavioral economics and management
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    Mark Price

    Mark Price

    Principal | Deloitte Consulting LLP

    Mark is a principal at Deloitte Consulting and the lead client service principal (LCSP) for our work with the Internal Revenue Service (IRS). He is a leader in the US Government & Public Services (GPS) practice and the Global Consulting leader of our Civil Government Sector. Mark has lived and worked in North America, Asia-Pacific and Europe and has more than 30 years’ experience leading strategy, operations and technology transformation programs for a wide range of government, healthcare, and higher education clients. Mark has worked across many government domains, including tax and revenue, healthcare, human services, transportation, motor vehicles, energy, resources, finance and administration, technology and digital government. Mark has also led major transformation projects for several healthcare clients around the world and some of the leading higher education institutions in the US. Prior to joining Deloitte, Mark served as Head of Strategy and Business Planning for the University Hospital of Wales, one of the largest academic medical centers in the UK, where he worked directly with the CEO. Previously, Mark served as consultant with a boutique strategy firm in the UK where he conducted international strategy engagements. Mark contributes significantly to Deloitte research and publications and has been called upon to speak on the topic of transformation in government, healthcare and higher education across the US and overseas. Mark holds a degree in Business Economics from the University of Wales, UK.

    • maprice@deloitte.com
    • +1 617 585 5984
    William D. Eggers

    William D. Eggers

    Executive director

    Bill is the executive director of Deloitte Services LP’s Center for Government Insights where he is responsible for the firm’s public sector thought leadership. His latest book is Delivering on Digital: The Innovators and Technologies that are Transforming Government (Deloitte Insights, 2016). His eight other books include The Solution Revolution: How Government, Business, and Social Enterprises are Teaming up to Solve Society’s Biggest Problems (Harvard Business Review Press 2013). The book, which The Wall Street Journal calls “pulsating with new ideas about civic and business and philanthropic engagement,” was named to ten best books of the year lists. His other books include The Washington Post best seller If We Can Put a Man on the Moon: Getting Big Things Done in Government (Harvard Business Press, 2009), Governing by Network (Brookings, 2004), and The Public Innovator’s Playbook (Deloitte Research 2009). He coined the term Government 2.0 in a book by the same name. His commentary has appeared in dozens of major media outlets including the New York Times, Wall Street Journal, and the Washington Post.

    • weggers@deloitte.com
    • +1 571 882 6585

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