TREND 4

Tailored public services

Digital technology is enabling greater personalization by government.
These tailored services can be more effective and equitable.
Jaimie Boyd, Chew Chiat Lee, Henry Ennis, John O’Leary, and Sushumna Agarwal

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Toward a “government for one”

policy for digital transformation, since it tends toCompanies have long used demographic informa-

An individual’s unique life experiences may generatetion to tailor offerings to customers. Governments

unique service needs and delivery requirements. Age,are also using advances in digital technology togender, income level, disability or even geographic

personalize services to constituents’ diverse needs.

location can impact access. Approaches such as

It could be something as simple as scheduling acustomer microsegmentation and life event-trig-

building inspection for someone who applies for agered services can help governments better tailor

construction permit or generating a tax ID number

services to individuals by enabling deeper insights

automatically alongside a birth certificate. Or it

about their needs.

leave the socioeconomically disadvantaged behind.

could be ambitious enough to revolutionize how
people interact with government.

Tailored digital services can also enhance customer
perception. A Deloitte survey conducted in 2022 acrossThanks to advances in digital technologies, insights

companies in Europe and Africa found that person-from behavioral science, and new data manage-

alized service was the most important factor among

More personalized services may not always be feasi-

ment tools, governments are making strides in

respondents for driving customer satisfaction. Anotherble or necessary. However, customer segmentation,

providing more personalized services. There are

Deloitte survey found that a positive digital experience

proactive service delivery, and personalization caneven examples of government service tailored to

was a major factor in boosting respondents’ trust

help governments deliver highly tailored services

the individual—referred to as “government for one.”in government.

when “one-size-fits-all” approaches don’t serve wellor are not equitable. Wherever they are used, tailored

Tailored services can help deliver more equitable

services should respect the privacy of those receiving

services. The UN warns against a one-size-fits-all

the services.

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FIGURE 1

Walls coming down

The personalization spectrum
Government for one

Personalized/proactive

Individual design•
Fully tailored•
Individually customized (designed around constituents’ needs)•
Personalized (Modified based on expressed
preferences. For example, “Contact by text, email
or phone.”)•Most
tailored•Life events triggered•
Births•Deaths•Job losses

Between multiple government agencies andcritical data about individuals: Individuals’
needs often cross bureaucratic boundaries.
Government agencies, by appropriately sharing information about the people they serve,
can tailor their efforts to ensure there are

Demographic targeting•
Elderly•
Low-income•
VeteranBroad services, such as•
Road repair•
Fire protection services

equitable access to vital services, dissolving
citizens.

“no wrong doors” for those seeking service.
Data-sharing can enable a “single front door”
approach that meets varied customer needs.

Geographic targeting•
By region•
By zip codeOne-size-fits-all

they serve: Tailored services can help ensurebarriers of red tape between government and

Suggested services•“If you qualify for X, you may also benefit from Y.”
Customer segmentation

Between governments and the individuals

Personalizing services requires governments tounderstand their citizens through data. Research
Leasttailoredfindings indicate that a favorable environment
exists in this regard as most citizens are comfortable with government agencies collecting their

Source: Deloitte analysis.

data for various purposes (see infographic, By the
numbers: Tailored public services).

deloitte.com/insights.com

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By the numbers: Tailored public services

Over the next five years,
cities, globally, plan to prioritize
using a digital platform

70%
plan to use a digital platform
to address multiple citizen
needs through one
personalized interface

Africa

49%

Asia

49%
27%

MENA

17%

Citizens are willing toshare data withgovernment forlife-event services

Birth of a baby

Prevent crimes

76%

Track diseases

75%

Offer access to transportation

Citizens who agree that their city’s digital services provide good
customer experience

North America

Citizens are comfortable with government agencies collecting theirdata to:

Most
agree

Provide social care services

67%

Design personalized services

67%

Recommend jobs

Least
agree

44%

Unemployment

37%

Death of a loved one

36%

70%

61%

60%
of citizens say thatbeing asked for
repetitive information
by government
agencies is a hassle

Sources: Thoughtlab, “A roadmap for the next phase of urban transformation,” accessed February 10, 2023; Deloitte Digital citizen survey, 2023.
deloitte.com/insights.com

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Trend in actionneed them most can benefit—both in terms ofor wants, the best service might be a “no-touch”

technical access as well as digital literacy which,self-service portal, a “low-touch” webpage with

Approaches to segmenting services

in some cases, can be a more significant challenge.

an AI chatbot to assist them, or a “high-touch”

The “same” event can impact different people inapproach that involves interaction with a live

different ways. The COVID-19 pandemic, for example,

A secure digital identity is foundational to providing

disproportionately impacted the elderly. Similarly,

tailored digital services. In Singapore, SingPass forthe “same service” can feel very different to different

individuals (and CorpPass for companies) are the

Recognizing this, governments are increasingly

groups. A program that requires extensive paper

digital identities used to access more than 2,000

focused on designing services for specific citizen

documentation could be insurmountable to people

services from more than 700 government agencies

groups. For segmentation to be most effective, it

who are homeless, who may neither have spaceand businesses. SingPass can be used to shareshould be guided by three important principles: equity,

to store documents nor access to technology to

official personal information, such as address andto ensure that all groups’ needs are met; efficiency,

view or print them.

next-of-kin information needed during an emergency,

so that the service can be delivered within budget;

upon consent.

and experience, to keep the focus on delivering a

The accelerated shift to the digital world appears toperson.

great service experience. When considering how

have highlighted inequities in the design and delivery

Governments should consider a “no wrong door”

to segment their users, many governments useof some public sector services. Online permitting

philosophy that allows individuals to access“personas” to explore in-depth the wants and needs

can disadvantage rural users who lack reliable cell

services through whatever means they can. Thisof various groups. For example, it is often helpful

service. Oftentimes, inadequate access to essential

also goes by the name “omnichannel support,”

to think about how to serve newcomers to a ser-services such as broadband disproportionately

which allows governments to integrate informa-

vice compared to frequent flyers who may already

impacts low-income individuals and disadvantaged

tion that comes in through a variety of channels,

understand the process. Moreover, segmenting cancommunities. So, as more services shift online, it

including text, email, webpage inputs, or a phoneallow the design of communications to be tailored to

becomes critical to ensure that the groups thatconversation. Depending on an individual’s needs

different groups. Bringing the philosophy of respon-

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sive design to user interfaces can greatly enhance

Once registered, users receive detailed instructions

The United Kingdom’s “levelling up” initiative is athe service experience. Segmenting can deliver

to help them reach their destinations, including

long-term plan to reduce geographic economic

better performance (equity, experience) at a lower

photos of landmarks and a reminder to ring the

disparities, including policies designed to morecost (efficiency).

bell when approaching the correct bus stop. It

equitably distribute infrastructure and other forms

even tracks the rider and can send a notificationof productive capital. The plan aims to invest at least

In June 2020, Singapore wanted to give disadvantaged

to a friend or family member if they deviate from

55% of the total R&D funding outside the Greater

senior citizens a chance to escape the isolation

the path provided. Ingrid Falaise, stepmother to a

South East by 2024–25, funneling £100 millionof the pandemic and participate in digital society.

child with autism from the pilot program, told theinto three new innovation accelerators to create

They introduced Seniors Go Digital, a program that

local TV news, “He’s getting more self-confidence.

new clusters of research excellence, and setting

connected seniors to young people to help upskill

He’s just like anyone else and can take public tran-

up educational institutions where educational

their digital competencies. The program mobilized

sit by himself. It’s a big step.” In the United States,

attainment is the weakest.

ambassadors to train senior citizens through one-

where roughly 6 million individuals have dementia,

to-one personalized coaching and small groups.

transit systems in Olympia, Washington and RockThe US federal government’s Justice40 initiative

For those with financial challenges, the program

County, Wisconsin have introduced programs to help

seeks to allocate 40% of the benefits of specificeven subsidized smartphones and mobile plans.

people with dementia successfully access publicfederal programs for disadvantaged communities.

transportation.

Investment aims to address issues such as climate

Around 15% of the world’s population lives withchange, clean energy, affordable housing, andsome form of disability. In Canada, Laval, Quebec

Location/geography-specific services

launched a smartphone app to help citizens with

In most countries, economic prosperity is unevenly

special needs, such as autism or intellectual dis-

distributed geographically. Some regions blossom,

India, a country eager to level rural inequality, launchedabilities, ride a city bus. The app aims to reduce

while others stagnate in comparison. To address

free legal aid via videoconference for rural villagers.

travelers’ anxiety, increase their independence,

this disparity, many governments tailor services

The Tele-Law initiative was piloted in 500 village

and improve their overall public transit experience.

by geography.

workforce development.

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councils in the northern states of Uttar Pradesh

service until recently. Tribal officials reached out

Event-based services

and Bihar, and then rolled out across the rest of

to the state government, which connected them

Life-event service delivery is triggered by an

the country. The service is expected to eventuallywith SpaceX’s Starlink team to discuss accessing its

event experienced by constituents, such as the

be available in 22 languages. Hundreds of village

new satellite internet service. The timing seemed tobirth of a child, death of a loved one, or loss of awomen will be trained as paralegal volunteers toline up well for both parties; Starlink was planningjob. These events often entail services from mul-

act as the first point of contact for rural citizens.

beta trials for that region and was able to provide

tiple government agencies. By rethinking what

early access to the tribe. This tweet from the Hohconstituents need in these circumstances, government

Tribe says it all:can proactively offer related services, achieving

Access to high-speed internet opens up crucial
digital-age economic opportunities. Yet, a 2021 Pew
Research Center analysis concluded that 28% of rural
Americans lack a high-speed internet connection.
Unfortunately, laying miles of fiber-optic-based
internet cable often isn’t economically feasible.
New technologies such as low-earth-orbit (LEO)
satellites can offer rural populations broadband
access. In March 2021, more than 5,000 satellites
were in LEO; that number is expected to rise exponentially. Satellites and 5G can make high-speed
connectivity in rural and mountainous regions
much more feasible. The Hoh Tribe of western
Washington, for example, lacked reliable internet

mission outcomes and removing challenges for"What a difference high-speed
internet can make! Our children
can participate in remotelearning, residents can access#healthcare. We felt like we’dbeen paddling up-river with aspoon on this. @SpaceX Starlink
made it happen overnight.
Thanks @WAStateCommerce for
introduction."users. An essential aspect of a life-events modelis the “once-only” approach: Individuals contacting
government should never need to provide the same
information more than once because departments
should be able to seamlessly share this data behindthe scenes.
Research in the United Kingdom has shown thatafter a death, some citizens had to contact thecentral government and local authority departments up to 44 times, to complete tasks ranging
from cancelling passports to stopping pensions. To
tackle this problem, the UK government adopted

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a once-only approach for death notification andservices tailored to individual life events. It allows

and other means. Finland’s artificial intelligence

administering an estate. “Tell Us Once” notifies

citizens to apply for benefits, make payments,

program AuroraAI, which continues to evolve, uses

up to 30 different services, saving the government

register a birth, file taxes, renew a passport, andboth personal data and population-level data toan estimated £20 million a year in vestigial benefit

access other government services through voiceprovide proactive, seamless services based on life

payments, and saving the bereaved time and effort.

commands. As the government’s chief data officer

events. The program might suggest popular classes

According to one study, 98% of citizens surveyed

Ott Velsberg stated, “Bürokratt is Siri on steroids.”

to a worker needing retraining, or show college

felt favorably about their experience of the “Tell

It will offer personalized information based on theapplications to a graduating student.

Us Once” service.

user’s data and proactively contact citizens toremind them when tasks require their attention.

More recently, in 2021, the UK government launched

It’s noteworthy that Aurora is designed with thelong-term future in mind and data ethics built

a “One Login” for government program—a multiyear

Government for one

into its foundations. The flexible framework allows

project to simplify access to central government

Government for one refers to government services

public and private entities to connect to Aurora’s

services. The program aims to improve the digital

personalized to the individual level. This represents

network of services. Finns can opt to share theirexperience and replace duplicative systems so

the deepest level of customization, wherein services

data with an entity at the tap of a smartphone.

that users will not need to enter same information

are tailored not just for a segment of the population

Hypothetically, with buy-in from tax authorities,

multiple times for different services. Research

but for a particular citizen. The creation of uniquerealtors, and a bank, a citizen could share all thefound that 61% of UK citizens were positive about

services derived from crowd-based insights hasdata, public and private, necessary to close on

sharing information with the government and werebeen termed the “billion-to-one” experience.

a home, and not have to ferry paperwork fromcomfortable with departments sharing that data.

office to office.
This personalization is made possible due to the

The Estonian government is developing an AI virtualavailability of data on thousands or millions ofContextualizing a user’s behavior with aggregate

assistant called Bürokratt to provide integrated

other individuals through mobile devices, sensors,data may allow for better intuiting a unique user’s

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needs. Adding a layer of human-centered design to

The province moved its Seniors Card program tothis offers governments an opportunity to delivera digital platform on the Service NSW app in April

products or services with features that customers

2022. Since then, around 30,000 seniors a month

The boundaries of an agency’s jurisdiction often

desire. In 2021, Deloitte research found that one inhave enrolled in the program, alongside 6,500 busi-

won’t match the interlocking needs of individual

three Australian citizens surveyed would be morenesses, earning a customer satisfaction rating ofusers. A family dealing with poverty may need

likely to use government websites if they were better

90%. The registration process for business, which

housing assistance, financial assistance, andtailored. Four-fifths of the respondents would beonce required a four-week wait, now takes lesshelp with finding a job, but the various agencies

willing to use a personalized service.

than 10 minutes.

charged with delivering these services typicallyMoving forward

operate independently, resulting in a patchwork
Understanding citizens’ needs and pain points,

In some cases, governments are devoting resourcesof services. Delivering more personalized andthrough both qualitative and quantitative analyses,

to personalized one-to-one services. This has

tailored services generally requires data-sharing,can enable more efficient services. The UK Officeprimarily affected areas like education and skill

clear communication about responsibilities, andfor National Statistics has combined new surveys

development, where success may not only depend

funding that rewards cooperation. One key issue

with existing census data to better understand theon the quality of service delivered but also on theto tackle is often executive branch leadership

impact of the COVID-19 pandemic on demographic

individual's unique circumstances. In the Unitedand funding. Agencies should work diligently on

subgroups, which enables targeting improvements

States, children with disabilities are eligible forthe back end to ensure simplicity for users at theto those services.

Individualized Education Programs (IEPs) where

front end. Agencies that retain a siloed approacha team of individuals from different educational

may struggle to work across boundaries to deliver

In New South Wales, Australia, officials noteddisciplines, with help from family members, may

integrated services unless there are changes tothat senior citizens didn’t appreciate the hassle

create an IEP for the child.

their incentives and accountability.

of carrying a physical card for senior discounts.

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Through it all, leaders should constantly review thedata that provides both hard measures of performance (average wait time on a call, percentage ofsuccess in completing an online transaction) as well
as softer perception measures (customer satisfaction
ratings). Bringing down the walls between agencies
can help provide a more complete data picture of
the services being provided, and ultimately deliver
the best service possible.

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My takeMark Raymond09

the public. We believe research-led delivery paired

The next step was modernizing the Department

with the resident’s comfort in using technology lendof Motor Vehicles (DMV), a “brick and mortar”

all the conditions required for success.

facility residents would have to visit to receive any

Chief information officer for theState of Connecticut

services. Now, less than two years later, with the
Our journey started shortly after Governor Lamont’s

ability to access 20 DMV transactions online, 60%

initial inauguration. Connecticut adopted a cloud-of all of residents’ transactions with DMV are now

Realizing Connecticut’s vision of better service through digital government

based technology platform with a single identity

conducted online and not “in-line.”

When Governor Ned Lamont took office in Jan-account for online services. Today, almost half a

Recent work also supports children and families.

uary of 2019, he challenged the State to create

million of Connecticut’s 3.5 million residents have

Last year, the launch of the Care 4 Kids (Child Care)the first all-digital government. No longer should

created an account. Good-bye multiple usernames

Self-Service Parent Portal made it easier to learn

a resident be confused or stressed after working

and passwords.

about childcare options, pre-screen, and apply—

management solution, enabling one state-basedwith a complex or repetitive government service.

especially timely for parents looking to return toInstead, government would be simple, accessible,

With this foundation, the collective team took awork, postpandemic. Since launching the portal,and efficient. And we have progressed Governor

human-centered design approach, emphasizing

the office has seen a 50% reduction in phone calls,

Lamont’s vision through the lenses of user needfield-based observations, research, and data-driven

a 52% reduction in incomplete applications, and a

and human-centered design.

insights. Early efforts included the 2020 launch

24% reduction in illegible applications.

of Business.CT.gov, an efficient set of tools for
Generally, the idea of electronic government hasentrepreneurs looking to start their business in

These are a few examples of what “becoming

progressed through various methods, and with

Connecticut. Residents can generate a custom-

digital” means in Connecticut. The journeyvaried success. Today’s digital approach drives

ized checklist to start a business in nine minutes;

continues, and our guiding North Star is thedevelopment activities from the point of view of

93% of all business filings within the state are now

resident experience.

filed online.
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Endnotes
1.

William Eggers, et al., Seven pivots for government’s
digital transformation, Deloitte Insights, May 3, 2021.

2.

Jack Aldane, “UN warns against ‘one-size-fits-all’ policy
for government digital services,” Global Government
Forum, October 4, 2022.

12.

Kelly Greig, “'It's a big step': Laval launches public
transit app for people with intellectual disabilities,” CVT
News, August 18, 2021.

23. Michael Kan, “Native American Tribe Gets Early
Access to SpaceX’s Starlink and Says It’s Fast,” PCMag,
October 8, 2020.

13.

National Aging and Disability Transportation Center,“2021 Trends Report,” accessed January 20, 2023.

24.

3.

Deloitte Digital, “Customer Service Excellence Survey
2022,” May 2022.

14.

HM Government, “Levelling Up the United Kingdom,”
accessed January 20, 2023.

4.

John O’Leary, et al., Improving trust in state and local
government, Deloitte Insights, September 22, 2021.

15.

The White House, “Justice40 A Whole-of-Government
Initiative,” accessed January 20, 2023.

5.

Lindsay M. Monte, Daniel J. Perez-Lopez, "How the Pandemic Affected Black and White Households,” United
Census Bureau, July 21, 2021; Carolina Sánchez-Páramo,“COVID-19 will hit the poor hardest. Here’s what we cando about it,” blog, WorldBank, April 23, 2020.

16.

United Nations, “Reducing poverty and inequality inrural areas: key to inclusive development,” May 20, 2021.

17.

India Department of Justice, “Tele-Law Scheme,” accessed January 20, 2023.

6.

Singpass, “Singpass - Your Improved Digital ID,” accessed January 20, 2023.

18.

The Hindu, “India launches free legal aid via video conferencing to villagers,” June 13, 20177.

SeniorsGoDigital, “Project Aims,” accessed
January 20, 2023.

19.

Emily A. Vogels, “Some Digital Divides Persist Between
Rural, Urban and Suburban America,” Pew ResearchCenter, August 19, 2021.

8.

Gov.sg, “Mission: Digital training for 100,000 seniors,”
September 09, 2020.

9.

Ibid.

10.

World Health Organization, “Disability and Health,”
November 24, 2021.

11.

Société de Transport de Laval, “STL Compagnon Program,” accessed January 20, 2023; Mass Transit, “TheSTL Launches the STIL Compagnon Program To Help
Special-Needs Clientele Ride Its Regular Bus Network,”
August 18, 2021.

20. Aaron C. Boley and Michael Byers, “Satellite Mega-Constellations Create Risks in Low Earth Orbit, the Atmosphere and on Earth,” Nature, May 20, 2021.
21.

Brian Greenberg et al., 5G in Government: The Futureof Hyperconnected Public Services, Deloitte Insights,
August 28, 2020.

22. Jason Murdock, “SpaceX Starlink Internet ‘Catapulted
Us Into the 21st Century,’ Native American Tribe Says,”
Newsweek, September 10, 2020.

Twitter, “Tweet from the Hoh Tribe,” October 7, 2020.

25. William Eggers, et al., How government can deliver
streamlined life event experiences, Deloitte Insights,
July 12, 2022.
26. Gustav Jeppesen, “One And Done: A Human
Approach To Government Service Delivery,” Forbes,
October 11, 2022.
27.

Sir David Varney, "Service transformation: A better
service for citizens and businesses, a better deal for the
taxpayer," Gov.uk, December 2006.

28. Gov.uk, “What to do after someone dies: Tell Us Once,”
accessed January 20, 2023.
29. Gov.uk, “100% coverage, an increase in online users
and award nominations for Tell Us Once,” accessed
January 20, 2023.
30. SCOOP4C, “United Kingdom's Tell Us Once project,”
accessed January 20, 2023.
31.

Gov.uk, “20 September 2022: One Login for Government
Accounting Officer assessment,” September 29, 2022.

32.

Gov.uk, “One Login for Government: December 2021
update,” December 1, 2021.

33. Global Government Forum, “Estonia steps up virtual
civil servant project,” July 26, 2022; e-Estonia, “Government Chief Data Officer Ott Velsberg: Bürokratt is Sirion steroids,” January 21, 2022.
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Endnotes
34. William Eggers, A billion to one: The crowd gets personal, Deloitte Insights, January 15, 2015.

savings, more businesses, better Seniors Card Program,” November 9, 2020.

35. Jaana Leikas, et al., “Governing Ethical AI Transformation: A Case Study of AuroraAI,” Frontiers in Artificial
Intelligence, February 10, 2022.

44. NSW Government, “More savings, more businesses,
better Seniors Card Program."

36. Jaana Leikas, et al., “Governing Ethical AI Transformation: A Case Study of AuroraAI;” Ministry of Finance,“Implementation of the national AuroraAI programme,”
accessed January 20, 2023; William Eggers, Pankaj Kishnani, Jason Manstof, Jean Barroca, “Pandemic Hastens
Governments’ Digital Transformation,” The Wall Street
Journal, August 31, 2021.
37.

45. Access computing, “What is an Individualized Education Plan,” accessed January 20, 2023.

Susan Fourtané, “AuroraAI: Finland's National Artificial
Intelligence Program,” InterestingEngineering.com, July09, 2020.

38. Deloitte, “A blueprint for enhanced citizen experiences,”
accessed January 20, 2023
39. Ibid.
40. Ibid.
41.

Office for National Statistics, “Impact of COVID-19 on
ONS social survey data collection,” accessed
January 31, 2023.

42. NSW Government, “Seniors Card goes digital for 30th
anniversary,” April 1, 2022; NSW Government, “100,000
Seniors now using digital Seniors Card,” July 28, 2022.
43. NSW Government, “100,000 Seniors now using digital
Seniors Card,” July 28, 2022; NSW Government, “MoreTailored public services

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Acknowledgments
The authors would like to thank Glynis Rodrigues from the Deloitte Center for Government Insights for driving the research and development of this trend and Meenakshi Venkateswaran for helping design the graphics of the article. They also thank Jean Barocca and William D. Eggers for their insights and thoughtful feedback.

About the authors
Jaimie Boyd

Chew Chiat Lee

Henry Ennis

jaiboyd@deloitte.ca

chewlee@deloitte.com

hennis@deloitte.com

Jaimie Boyd is Deloitte Canada’s national Digital

Chew Chiat Lee is an executive director for Deloitte

Henry Ennis is a leader in Deloitte’s Digital

Government leader. She works with clients toConsulting and the Government & Public Services

Government Transformation practice where heaccelerate digital change in the public sector,

leader for Deloitte Southeast Asia. He has moreadvises clients on accelerating the adoption ofhelping governments to better serve citizens using

than 27 years of consulting experience serving

emerging technologies to improve government

modern technologies. She previously served as thegovernment clients in Singapore, Malaysia, Brunei,

service delivery. Ennis has 15 years of experi-

chief digital officer for the Government of British

Indonesia, Myanmar, and Vietnam, with a focus

ence defining and implementing innovative andColumbia and has held a variety of leadershipin strategy and operations, technology, and large

practical enterprise and program strategies forroles in the Government of Canada. Recognizedpublic sector program implementation and opera-

global government, private sector, and nonprofit

as one of the World’s 100 Most Influential People

tions. As an industry veteran, he brings insights into

organizations.

in Digital Government, Boyd is a frequent speaker

government and public service as well as regionalon service modernization, data-driven leadership,

experience to government clients.

and the future of government.
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John O’Leary

Sushumna Agarwal

jpoleary@deloitte.com

sushagarwal@deloitte.com

John O’Leary is a senior manager with Deloitte Services

Sushumna Agarwal is a research specialist with the

LP and is the state and local government research

Deloitte Center for Government Insights, Deloitte

leader for the Deloitte Center for Government Insights.

Services LP. She researches workforce issues atPrior to joining Deloitte, he served as the vice president

the federal, state, and local government levelsof communications and executive reporting with Stateand her primary focus is on applying quantitative

Street Bank. O’Leary previously served in multiple

techniques to enable data-driven research insights.

senior leadership roles for the Commonwealth of
Massachusetts and was a distinguished research
fellow at the Kennedy School of Government at
Harvard University. He is the coauthor of the 2009
Washington Post bestseller If We Can Put a Manon the Moon.

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Contact us
Our insights can help you take advantage of change. If you’re looking for fresh ideas to address your challenges, we should talk.

Practice leadership
Jaimie Boyd
Partner | National Digital Government Leader+1 250 888 3354 | jaiboyd@deloitte.ca
Jaimie Boyd is Deloitte Canada’s national Digital Government leader. She works with clients to accelerate digital change in the public sector, helping governments
to better serve citizens using modern technologies.

The Deloitte Center for Government Insights
William D. Eggers
Executive director | Deloitte Center for Government Insights | Deloitte Services LP+1 571 882 6585 | weggers@deloitte.com
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.
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About the Deloitte Center for Government Insights
The Deloitte Center for Government Insights shares inspiring stories of government innovation, looking at what’s behind the adoption of new technologies andmanagement practices. We produce cutting-edge research that guides public officials without burying them in jargon and minutiae, crystalizing essential insights
in an easy-to-absorb format. Through research, forums, and immersive workshops, our goal is to provide public officials, policy professionals, and members of themedia with fresh insights that advance an understanding of what is possible in government transformation.

Deloitte's Diversity, Equity, and Inclusion (DEI) consulting services change the world by taking a systemic approach to help organizations access and engage
a more diverse workforce; build inclusive leadership capabilities; foster a culture of belonging; and embed equity and inclusion across every business function. To learn more, please visit Deloitte.com.

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Editorial: Ramani Moses, Abrar Khan, Arpan Kumar Saha, Emma Downey, Aparna Prusty, and Shambhavi ShahCreative: Natalie Pfaff, Jaime Austin, Meena Sonar, Rahul B, and Govindh Raj
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Cover artwork: Natalie Pfaff
About Deloitte Insights
Deloitte Insights publishes original articles, reports and periodicals that provide insights for businesses, the public sector and NGOs. Our goal is to draw upon research and experience from throughout our professional
services organization, and that of coauthors in academia and business, to advance the conversation on a broad spectrum of topics of interest to executives and government leaders.
Deloitte Insights is an imprint of Deloitte Development LLC.
About this publication
This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or its and their affiliates are, by means of this publication, rendering accounting, business, financial,investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect yourfinances or your business. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. None of Deloitte Touche Tohmatsu Limited, its
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