A report by Deloitte Center
for Government Insights

Government
trends 2023

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Table of contents
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The nine trends reshaping government in 2023

Fluid government workforce models

Bridging the data-sharing chasm

39

51

66

Tackling funding silos

Tailored public services

Back-office innovations improving
mission performance

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94

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Regulation that enables innovation

Teaming up to deliver whole healthEnd-to-end justice

Introduction

Trend 3

Trend 6

Trend 1

Trend 4

Trend 7

Trend 2

Trend 5

Trend 8121

Trend 9Security by network
Government Trends 2023

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The nine trends reshaping
government in 2023
Governments are tearing down walls to deliver solutions
William D. Eggers, Beth McGrath, and Jason Salzetti

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The change is happening at all levels of government.

We see six ongoing paradigm shifts—discontinu-

In both thought and practice, visible both insideities—that are driving this change:and outside public buildings: Walls are coming

1.

4.

Blurring of the lines between public and private. While still focused on profits, businesses

Accelerated technology. Governments areare also embracing social and environmental

down. The silos inside governments and between

using technologies such as cloud computing,responsibilities, with many adopting pur-government agencies and between government

data analytics, and AI to build connections

pose-driven business models that can help

and the private sector—all of these boundaries are

between people, systems, and different

deliver public solutions.

increasingly being dissolved in the service of results.

government agencies.
5.

Rise of networked power. Hierarchical andConvergence of physical and digital realms.

centralized power structures are giving

vital shift with broad impact. In an age of disconti-

Technologies such as Internet of Things (IoT)

way to more networked, decentralized, andnuity, governments are moving from hierarchies toand digital twins enable the convergence ofshared models of authority.

networks to enable intragovernment collaboration

physical and digital realities at a rapid pace,to achieve intended outcomes. Silos are being

allowing government at all levels to make in-eliminated in areas such as data, funding, andformed decisions, anticipate problems, andin government is nearing historic lows.2

workforce to pool resources and capabilities. In an

gain reliable insights into the future.

Complex problems often involve numerous

This year’s Government Trends report highlights a2.

1

age of vexing challenges, public officials, business6.

From public to “network” trust. Public trust

players, and citizens are increasingly looking
Decline of “the theory of the firm” and rise of

to businesses and nonprofits to take action

public-private ecosystems to take advantage of“the theory of the ecosystem.” Most individu-

on cross-cutting societal challenges. This

shared knowledge and unique strengths to drive

al organizations increasingly see themselves

shift is reframing the paradigm away fromsolutions.

as part of the larger community. Why labor“government should solve X” to public lead-in isolation when you can achieve win-win

ers guiding ecosystem-driven solutions that

results through collaboration? Datafication,

tap into a broad network of solution providers.

leaders, and nonprofits are nurturing collaborative

3.

digitization, and connectivity are dissolving
traditional boundaries.

Introduction

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These six discontinuities are reframing how govern-

among levels of government, between sectors,

While many people might claim to put little faith inments approach their role in delivering public value.

and across global boundaries.

government, they implicitly look to government totackle our biggest problems. This year’s Government

The result: Walls are coming down, which will enable
governments to be more effective and connected toConsider COVID-19. It would be nearly impossible toTrends report illustrates that the solutions are rarely

those across and outside of government.

diagram all the players involved in the global battle

the public sector’s sole province: Getting the job

against the pandemic—not because the players aredone requires multiple actors collaborating acrossunknown, but because they are so numerous andsectors. Achieving public policy goals increasingly

woven together in webs of enormous complexity. An

depends on coordinated effort by government

expansive array of national government agencies,

and the private sector—working in concert withstate and local governments, private companies,

academia, social enterprises, and nonprofits.

The silos inside governments andbetween government agencies
and between government andthe private sector—all of theseboundaries are increasingly
being dissolved in the serviceof results.

and nonprofits contributed, working on key tasks
such as vaccine development and distribution.3

Businesses’ rising sense of purpose and desire

Making the response effective required—still

to contribute meaningfully to society offers

requires—keeping all the players moving in thegovernments an important new partner in tacklingsame direction.

society’s most pressing issues.5 Purpose-driven
enterprises, both for-profit and nonprofit, canA convergence of public and private
actionThe pandemic response won’t be the last time

amplify public sector resources. They also help

the world needs government to convene such agovernment keep pace with technological inno-

The traditional mechanisms of government—siloed

whole-of-society response. From climate change

vation. Links with universities and nonprofitsand hierarchical—are ill-equipped to handle ourto cybersecurity, challenges are becoming morecan provide both theoretical and frontline under-

current age of discontinuity. Increasingly, the realcomplex, affecting the private and public sectors

standing of challenging problems. Collaboration

work of public policy happens within networks

alike, not respecting the boundaries of institutions

with the private sector can even enhance publicthat have been created to address them.

4

Introduction

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trust in government, since global surveys sug-whole-of-government projects supported by a teamgest that business is now society’s most trusted

of senior officials from multiple agencies.

Dissolving boundaries—the unifying
theme of the 2023 Government Trends
reportWhile pooling capabilities can help agencies enhance

Our 2023 trends report identified nine distinct trends

Whole-of-government/whole-of-society
approaches are key to tackling toughchallenges

service delivery, working at the cutting edge also

related to the overall trend of cross-boundary col-requires proactive collaboration with commercial

laboration. The report distills extensive research on

entities. To establish a reliable supply of semicon-

government and explores what’s happening in the

Government leaders increasingly recognize that nav-

ductors, both the European Union and the Unitedtrenches. This year’s report also includes several

igating a world of discontinuity necessitates coming

States have passed legislation, most notably the“My Take” sections from public officials who aretogether. The massive scale and complexity of big€43 billion EU Chips Act and US$52 billion CHIPS

helping to pioneer these innovative trends.

7

challenges, such as climate change, cybercrime,

Act. Instead of creating a new agency to build

and, pandemics, are beyond any single agency’s

chip-making facilities, these laws direct multiple

The first Government Trends report was publishedability to address. One major trend this year isagencies to achieve this goal by working with com-

in 2019. Four years is a relatively short period, andthe emphasis on collaboration between different

mercial chip manufacturers, encouraging businessthe themes covered in the first four reports remain

agencies of government—a whole-of-government

entities to increase semiconductor manufacturing

relevant today. Figure 1 looks at all of the trends

approach—in dealing with vexing problems.

capacity within certain regions.

covered in the first four reports, how they are related,8

institution.

69and how they have evolved. Some issues, such as
Governments around the world are experimenting
with cross-agency approaches to deliver services.
Singapore, for example, has used shared-funding
mechanisms to encourage interagency collaboration, with the prime minister’s office, coordinating

Government leaders increasingly
recognize that navigating a worldof discontinuity necessitatescoming together.

digital government, have been a constant theme
over the years. Other issues, such as embedding
resilience, have rapidly emerged as governments
increasingly grapple with disruptive shocks.

Introduction

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Government trends evolution 2020–2023
Human-centeredexperience

Fostering
innovation

2020

Anticipatory government
The rise of data and AI ethics
Smart government
AI-augmented government
Digital citizen
Nudging for good
Citizen experience in government
Cloud as innovation driver
Innovation accelerators

Embeddingresilience

2021

Government as a cognitive system
Fluid data dynamics
Accelerated digital government
Sustaining public trust in government
Inclusive, equity-centered government
Government’s broader role in cyber
Agile government
Location liberation
Seamless service delivery

Trustworthy andequitable government

2022

Data-fueled
government

Digital governmenttransformation

Data-fueled government
Digital access for all
Designing for inclusive government
New era of global health partnerships
Climate-resilient government
Reshoring and "friendshoring"
supply chains
Future-proofing the labor force
Reimagining social care
Linked-up government
Government as catalyst

2023

Bridging the data-sharing chasm
Tailored public services
Security by network
Fluid government workforce models
Teaming up to deliver whole healthEnd-to-end justice
Tackling funding silos
Back-office innovations improving mission
performance
Regulation that enables innovation

Source: Deloitte analysis.

deloitte.com/insights.com

Introduction

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The top trends transforming
government in 2023

job descriptions and positional requirements,

State of play: Government has long held vast amounts

and are taking early steps toward a skills-basedof data. Today, government is increasingly putting

What makes a trend a trend? To begin with, eachapproach to workforce management. To further

this data to use to solve problems and improve lives.

trend must be evident in many different govern-

enhance flexibility, agencies are embracing talentments around the world—it doesn’t count if it isn’tmanagement practices that were rapidly rolled out

Trend 3: Tackling funding silos. Government leaders

happening in multiple places, having moved beyondin 2020 to better support hybrid work in the wakeincreasingly recognize that solving boundary-spanning

small pilots of experimentation to be authenticallyof the pandemic.

issues, such as climate change and homelessness,

emerging. Moreover, a trend must have relevance inrequire shared-funding approaches—indeed, isolated

governments and economies of various sizes. The

State of play: Governments are redesigning thefunding silos can stymie innovation. Historically,

trends in this report are divided into two major cat-public-sector workforce to become more flexible,

dismantling those silos has been a frustratingly

egories: cross-cutting trends, which are happening

skills-based, and collaborative.

slow process. Today, however, more and moreacross government verticals, and domain-focusedgovernments are moving toward shared funding

trends within government sectors such as justice,

Trend 2: Bridging the data-sharing chasm. Smart

health and regulation.

technologies are commonplace, generating data

to incentivize collaboration between agencies.

as never before. The public sector has access toState of play: Extensive interagency cooperation

Cross-cutting trends

vast amounts of data which, if used to its potential,

is a perennial challenge for governments. While

Trend 1: Fluid government workforce models. Whencan provide agencies with greater insights to makethere is still much work to be done, shared-funding

it comes to government talent, increased agility ismore informed decisions. Through a focus on datamechanisms are showing promise in addressing

the name of the game. To achieve a future-readygovernance and usage, leaders are breaking downboundary-spanning issues.

workforce, many agencies are embracing flexible

barriers to data-sharing across government, andmodels such as internal talent marketplaces, gig

tapping into other data sources to drive innovation,

Trend 4: Tailored public services. Individuals arework, and on-demand talent. Leaders are replacing

deliver better services, and improve lives.

unique, as are their needs and requirements, andtraditional public talent models, including detailed
Introduction

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traditional one-size-fits-all government services

State of play: Enhanced back-office systems withcosts, government providers are shifting toward

have systemically disadvantaged various sections

new tools and technology are proving to be launch-“whole health” models that integrate various typesof the population. Thanks to advances in digitalpads for improving mission performance.

of care. To provide integrated health and social

technologies, insights from behavioral science,care services, public health agencies are forging

and new data management tools, governments

Domain-focused trends

alliances with other agencies and the private andare making strides in providing more tailored andTrend 6: Regulation that enables innovation. As

nonprofit sectors.

personalized services by sharing data and collab-

sweeping technological changes alter the regu-

orating between government agencies.

latory environment, many regulators aren’t justState of play: Governments are actively working

reacting—they are proactively anticipating andtoward restructuring complex, multilayered healthState of play: Governments are increasingly tailoring

facilitating wider societal innovation. At a time ofcare systems to deliver integrated patient-centeredservices as a way to improve the user experience

disruptive change and rapidly evolving business

whole health.

and promote equity.

models, industry is increasingly looking to regulators
to help catalyze the innovation landscape.

Trend 8: End-to-end justice. A fair, functioning justice

Trend 5: Back-office innovations improving mission

State of play: Regulators are playing an instrumental

system needs broad involvement. Achieving desired

performance. Agencies increasingly recognize thatrole in shaping innovation ecosystems, including

justice results—whether a reduction in crime orback-office operations (e.g., finance, human resources,

regulatory sandboxes, digital twinning, and a hostswifter court operations—requires collaborationetc.) are critical to mission delivery. Through techof other approaches.

to positively influence communities. Justice orga-

innovation and process reconfiguration, back offices

nizations worldwide are prioritizing collaboration

are making better use of information to enhance

Trend 7: Teaming up to deliver whole health. Healthby establishing structures for intragovernment

service delivery and achieve mission objectives.

care historically has focused on treating illness

cooperation and fostering a public-private ecosys-

in silos using medical specialists and targeted

tem of problem-solvers that includes tech firms,

health centers. But to tackle rising health care

nonprofits, and universities.

Introduction

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State of play: Efforts to reform justice operations
by collaborating more closely across other areasof government, such as social services and mental
health, have increasingly taken root around the globe.
Trend 9: Security by network. Globalization andcross-border collaboration continue to boost the
influence of companies, nonprofits, and individuals,
independent from sovereign government action.
These nongovernmental entities are making decisions that have implications for everything fromnational security and diplomacy to technology
innovation and climate change. As the balanceof influence shifts, governments are finding ways
to build greater cooperation with these entities,
actively developing mechanisms to align incentives
with national interests.
State of play: Government leaders are driving greatercollaboration and coordination on global matterswith commercial entities to achieve shared goals.

Introduction

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Endnotes
1.

Eamonn Kelly and Jason Girzadas, Leading through an
age of discontinuity, Deloitte, 2022.

2.

Pew Research Center, “Public trust in government:
1958–2022,” June 6, 2022; Edelman, 2023 Edelman Trust
Barometer Global Report, January 2023.

3.

Claire Klobucista, “A guide to global COVID-19 vaccine
efforts,” Council for Foreign Relations, December 05,
2022.

4.

The RAND Blog, “Who calls the shots during a pandemic, the US government or states? Q&A with RAND
experts,” April 16, 2020.

5.

Shira Beery, John Mennel, and Kwasi Mitchell, How
purpose delivers value in every function and for theenterprise, Deloitte, 2022.

6.

Edelman, 2023 Edelman Trust Barometer Global Report.

7.

Steven C. Morgan, Boardroom Cybersecurity 2022
Report, Cybersecurity Ventures, 2022.

8.

GovTech Singapore, “Whole of government (WOG)
platforms and tools,” accessed January 02, 2023.

9.

European Commission, “European Chips Act—questions and answers,” press release, February 08, 2022.

Introduction

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About the authors
William D. Eggers

Beth McGrath

Jason Salzetti

weggers@deloitte.com

bmcgrath@deloitte.com

jsalzetti@deloitte.com

William D. Eggers is the executive director ofBeth McGrath is Deloitte’s global leader for Gov-

Jason Salzetti leads the US Government andDeloitte’s Center for Government Insights, where heernment and Public Services. In her role, she is

Public Services (GPS) industry—a 26,000-person

is responsible for the firm’s public sector thought

committed to strengthening synergies across global

team that works with hundreds of federal, state,leadership. His most recent book is Delivering on

Industries and government and public Services

local, higher education, and nonprofit clients.

Digital: The Innovators and Technologies that Are

with a focus on client mission needs and solutions.

Salzetti has nearly 30 years of experience asTransforming Government (Deloitte University

McGrath has broad, multidisciplinary, strategic, anda trusted advisor to clients and an innovative

Press, 2016). His other books include The Solution

operational management experience acquired fromtechnology leader, specializing in large-scale

Revolution, the Washington Post best-seller If We

25+ years of successful performance in the United

digital transformation projects that have

Can Put a Man on the Moon, and Governing by

States government sector. As a member of Deloitte’s

modernized public sector organizations andNetwork. He coined the term Government 2.0 in a

Strategy practice, she advises government andenhanced citizen services. He also serves onbook by the same name. His commentary has ap-

commercial organizations on strategies that help

Deloitte’s US Board of Directors.

peared in dozens of major media outlets including

further innovation and improve business operations.

the New York Times, the Wall Street Journal, and
the Washington Post.

Introduction

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TREND 1

Fluid government workforce models

To tackle changing citizen preferences, employee needs, and talent shortages, governments are
exploring new workforce models and prioritizing flexibility
PJ Rivera, Jacqueline Winters, Stephen Harrington, Amrita Datar, and Sushumna Agarwal

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Introduction

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Increasingly, government agencies are embracing:•

Flexible talent models to mobilize skills in theNothing in organizations today is static—not org

face of talent shortages, especially in areas such

charts, not challenges, not employees. Many pri-as cybersecurity, artificial intelligence (AI), datavate sector companies have been experimenting

science, and adaptation to climate changewith flexible workforce strategies for decades, butpublic sector agencies have largely stuck with•Taking early steps toward a skills-based

traditional approaches. Even if they are no longer

workforce approach that places skills at thestrictly command-and-control, most public sector

center rather than traditional jobs (with specificorg charts, hierarchies, and workforces have stayed

descriptions and requirements)

comparatively static from year to year.
•

Adapting talent management practices to bet-

But that is beginning to change. Government agen-ter support hybrid work and the overwhelmingcies face constantly shifting needs from employees,

demand for workforce flexibility

citizens, and oversight bodies, along with rolling
talent shortages. Many leaders are responding by
driving a shift toward workforce fluidity, making

Walls coming down•

Within the government workforce: Withwalls coming down within public sector
agencies and interdepartmental work becom-•

Focusing on collaboration as a core workforce

ing increasingly common, many agencies

competency and mission priority

are granting workers mobility across vari-

flexibility the routine rather than the exception.

ous functions, agencies, departments, andThe result is the outline of a public sector workforce

even between public and private sectors—afor the future; one that is mobile, flexible, skills-

trend that can be mutually beneficial forbased, and collaborative.

experience-hungry workers and skill-seeking
public employers.

Fluid government workforce models

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Between traditional and new ways oftices such as remote or hybrid work, virtual

working: Government workplaces are see-service delivery, and asynchronous work, withing deeper changes as the adoption of newworkers adopting flexible work hours. Manag-

and more flexible ways of working accelerate.

ers are increasingly tapping into fluid talent

Agencies are continuing pandemic-era prac-models such as freelancing and gig work.1

By the numbers: Fluid government workforce models
More organizations are moving to a skills-focused approach85%of HR executives acrosssectors are considering
redesigning the way
work is organized sothat skills can be flexibly
ported across work.

77%of business and HR
executives say flexibly
moving skills is criticalto navigating future
disruptions.

87%of employers are providing enhanced
location and time flexibility toempower their workforce.

75%

of government workers in Denmark,Norway, and the Netherlands can
opt to telework.

Sources: Sue Cantrell et al., Building tomorrow’s skills-based organization: Jobs aren’t working anymore, Deloitte, accessed February 8, 2023; Deloitte, "Fall 2022 Fortune/Deloitte CEO Survey," accessed
February 8, 2023; William D. Eggers, Pankaj Kamleshkumar Kishnani, and Shruthi Krishnamoorthy, Transforming government post–COVID-19: How flipping orthodoxies can reinvent government operating
models, Deloitte Insights, June 15, 2020.
deloitte.com/insights.com

Fluid government workforce models

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•

Trend in action

Mobility within an agency. Internal mobility•

Mobility between agencies. Some gov-

platforms can match talent to opportunities

ernment agencies are using exchanges to

Flexible talent models, talent marketplaces, and project-based deployment

within an agency, directing people to where

facilitate employee movement within thetheir skills are needed or where they mightpublic sector, keeping workers engaged andWorkers retiring today have held an average ofbe able to learn new skills. For example,

current while ensuring their talents stay closea dozen jobs during their careers, and younger

NASA’s internal talent marketplace offers

to home. A Belgian program networks 21 pub-workers could look forward to even more, likely

workers a platform to identify and takelic and semipublic organizations, allowing

spanning a range of roles, industries, geographies,

part in rotations, detail assignments, andmembers with specific skill needs to placeand employers. Mobility has become such a core

special projects. Since the early days of

temporary requests for talent from othervalue of the modern workplace that many public

the pandemic, use has expanded, withorganizations.7 Similarly, a program called

sector leaders are adopting talent models that

virtual- and flexible-work arrangements

Canada’s Free Agents offers qualified pub-enable workers and their skill sets to move withinenabling employees to access opportu-

lic employees the flexibility to take on workand even—temporarily—outside the public sector.

nities previously limited by geography.

that matches their interests with agency

2

3

4

projects demanding specific skill sets. 8
This may be driven partly by challenge (the shortage

In a similar vein, the US Nuclear Regulatoryof specialized skills that many agencies face) andCommission is offering rotational assign-

Indeed, some agencies are working to embed

partly by opportunity (boosting worker retention,

ments to early- and mid-career employees—aworker mobility into their culture. In 2021, theengagement, and learning through internal mobility

type of program familiar to many private sec-

Australian Public Service offered rotation

options). If done right, flexible talent models can be

tor employees. Through these temporary

opportunities to university graduates, aimed

a win-win for managers and workers. Government

assignments, workers can gain experience

at instilling a culture of mobility among young

agencies are exploring various types of arrange-

working with different teams on different proj-

employees from the beginning. Results mate-ments, including:ects and broaden their skills.

rialized quickly: Mobility among Australian

5

6

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public servants reached a 20-year high in 2021,

offering wellness counseling and making

solved rather than traditional jobs.14 In a recent

with 5.7% of employees moving to anothermany pandemic-era flexible work arrange-

Deloitte survey, nearly two-thirds of executives

agency, compared to the earlier range ofments permanent.

who responded said work in their organizations is

12

1.5%–3.9%.

currently performed in teams or projects outside

9•

Mobility between the public and private sectors. Through fellowships and “tours of duty”
such as those offered by the White House andagencies such as the General Services Administration’s 18F that helps other government
agencies build, buy, and share technology
products, US federal agencies are bringing
in skilled talent from outside government.

10

The Central Intelligence Agency recently
set up a technology fellowship program thatenables private sector employees to work at“We’re never going to be able
to match in the US government
the kind of salaries or economic
benefits that you can find in lotsof parts of the tech sector as
well. What we can offer, though,are fascinating problems tosolve.”

of employee’s core job descriptions. And over the—CIA director Bill Burns, on the agency’s
Technology Fellows program13

adoption of skills-based hiring practices—a nota-

the agency for periods of one to two years.

next three years, 85% of HR executives expect toat least consider redesigning the way work is organized so that skills can be flexibly ported acrossthe workplace.15
Agencies are beginning to shift toward a skillsbased direction, particularly in hiring. For example,
the US Office of Personnel Management recently
released guidance on the federal government’s
ble step for federal hiring, historically reliant on a
candidate’s educational credentials and self-as-

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Toward skills-based agencies

sessments to gauge ability to perform in a job.16

The government of Singapore, facing rising

Skills are increasingly becoming the organizing

Agency director Kiran Ahuja notes, “By focusing

attrition levels among civil service employees,

language of workplaces. In the private sector,

on what an applicant can do—and not where theyis looking to shore up retention by expanding

some companies are moving toward organizing

learned to do it—skills-based hiring will expand

job rotations in the public sector, along withtalent practices around skills or problems to betalent pools by making it easier for applicants

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without a bachelor’s degree to demonstrate their

Organizing talent by skill set can also make workers

skills necessary in the short-to-medium term toskills and will help remove barriers to employment

with specific skill sets more discoverable, creat-achieve net-zero emissions by 2050 already exist.23

for historically underrepresented groups.”17

ing more opportunities for candidates. Agencies

In the past year, LinkedIn
reported a 21% increase in US
job postings that advertiseskills and responsibilities
instead of qualifications andrequirements.18

are increasingly realizing that their current job

Talent management systems to support
a flexible and fluid workforce

classification may not reflect a worker’s true skill

Without the right kinds of support, promising

set—and that they may have overlooked available

workforce flexibility models can fall flat; in any

pools of in-demand skills. Through the Defense

organization, walls and silos that have come down

Innovation Unit’s AI-enabled GigEagle platform,

can quickly rise again if enough challenges arise

the DoD aims to match skills needed for short-or benefits can’t be sustained. Agencies looking

term projects with the skill sets and experience

to bolster the skills-based shift and lock in greaterof interested DoD reservists and National Guard

workforce mobility and flexibility are taking steps

At the state level, in 2019, the Indiana Office ofmembers.

to revamp their talent management systems.

skills-based hiring with a connected apprenticeshipGreater visibility into employees’ skills, combined•

program; Indiana has since become a leader inwith offering them the opportunity to augment

management functions have spent decades

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employing a skills-first approach for technical roles.

their skills through training and education, caninstilling a taxonomy of jobs, roles, andMaryland has followed suit, dropping a four-year

give agencies strength and flexibility when shifting

résumés. If skills are to be the primary basis

college degree as a prerequisite for thousands offocus or launching new initiatives. For example, as

for hiring and structuring talent going forward,

state jobs and aiming to ensure that “qualified, non-governments look to aid broad decarbonization

organizations should have a common lan-degree candidates are regularly being consideredefforts, Deloitte Economics Institute’s mapping

guage or taxonomy to standardize skills—andfor these career-changing opportunities.”of existing workforce skills shows that 80% of thea credentialing system to share skills data.

such as the US Department of Defense (DoD)

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Technology was the first state agency to implement
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Skill tracking and credentialing. Talent

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Performance management. Agencies are

Performance evaluation should also considertransferable, the US Navy recently launchedacknowledging that today’s workforce

how individuals build skills and apply them toa platform called MilGears. It enables service

needs demand new performance manage-

create value. Again, the private sector offers

members and veterans to put in one place allment processes. Since the shift began topotential models: Google’s performancethe skills acquired through training, educa-

remote- and hybrid-work models, agencies

management process aims to balance skills

tion, and on-the-job experience over theirin countries such as the United States, Can-and outcomes, encouraging employees toentire military career. Records are connectedada, Australia, Denmark, and the United Arabwork with their managers to determine andto the federal O*NET platform, which links to

Emirates have released guidance, toolkits,

document their “priorities” for their own

jobs across the US economy; service mem-and training resources for managing remote

development and identify specific learningbers can see how their skills might apply toor hybrid teams.

opportunities based on these priorities to act

civilian or nonmilitary occupations, and cantoward innovative private sector models;

identify skill gaps that further experience

for instance, to better support distributed

can fill.

teams, Adobe uses “check-in” dashboards

To make skills more interoperable, visible, and

24

•

26

Agencies can also lookon over future quarters.28•

Career paths and progression. With fluidity

for employees and supervisors to managechanging traditional systems and org charts,

performance, goals, and development.

government agencies—like any employer—

27

could give workers a way to understand how to

According to a recent Deloitte survey, 79% of surveyed workers are open
to having their employer capture skills data about them to make decisions,such as matching them to work.25

move to various roles in the organization andbeyond. What might career progression look
like for them in a new workforce plan? How
can people grow into specific roles and fields?

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The US Cybersecurity and Infrastructure

ipation. Each worker earns anywhere fromcreating incentives to collaborate, and building

Security Agency developed an interactive

two points for attending a lecture to 100 for

structures, platforms, and systems for formal andtool aimed at helping employees explore work

an in-depth class—and must earn 60 points

informal collaboration.

roles, illustrating 52 work roles and five distinct

annually to qualify for promotion. By offeringskill communities. By reviewing roles’ com-and tracking education in soft and hard skills,

mon and distinct aspects, users can quickly

Argentina’s program is designed as a skills-

from the Organization for Economic Co-op-

identify which knowledge, skills, and abilities

based approach that can adapt to challenges.

eration and Development (OECD) has

31

they would need to acquire to qualify—and•

Honing the collaboration skill set. Research

explored the key skills needed for collab-

they can get a clear sense of how positions

Building a collaboration mindset

orating through networks. They foundinteract, and how to move between them.

Government is increasingly faced with the taskthat public officials should have a cadre ofof addressing cross-sector challenges such as

strong horizontal leaders with a mix of skills,

The Government Lab of Argentina’s Design

climate change, public health, cybersecurity, andincluding trust-building, systems thinking,Academy is likewise focused on directly

homelessness. Collaborating and coordinatinginterpersonal, consensus-building, creative

connecting skills development and careerefforts across and beyond government can be a

problem-solving, and effective communica-

progression. Looking to develop a flexible,

critical part of this.

tion.32 In a similar vein, in a Deloitte survey

29

data-fluent public sector, the agency edu-of senior US federal executives, respondents

cated more than 15,000 public servants inGovernment workforces should be adept at building

said that strategic thinking, developing trust-

its first three years. Employees are given the

cross-sector collaborations, making connections

worthy relationships, and creating a culture

opportunity to attend classes, events, or lec-with different levels of government, and increasingof collaboration are the top three skills

tures and study subjects from prototyping

public value by catalyzing action across organiza-

needed to achieve effective cross-sector

to agile methods to data visualization, with

tions. To develop this competency in their workforce,collaborations.33

an economy of credits incentivizing partic-

governments are focusing on skills development,

30

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Developing platforms and exchanges forservice under multiple categories. The One

building connections. It is critical for public

Civil Service Award recognizes collaboration

officials to connect, discuss, and collaborate

across jurisdictional boundaries and levels

Organizations and the environments they operatewith each other and external stakeholders onof government, while the Productive Part-in are constantly changing. Government agencies

cross-sector challenges. A wide range of dig-nerships Award recognizes teams that build

should continue their ongoing shift toward fluidity,

ital platforms can help government agencies

and maintain strong partnerships with otherworking to tap employee capabilities through skills-

reach a wider swath of expertise within andpublic sector entities, the private sector, andbased workforce structures. As more agencies

outside government. The Canadian federal

nonprofits.

move in this direction, agency HR leaders should

36

Moving forward

government employs a series of digital plat-consider the following actions:forms, called GCTools, to allow public officials

Go deeper with your skills-based approach toto collaborate, network, and access relevant

talent. While skills-based hiring is a good start,

content. The platforms include GCcollab

agencies can benefit from embedding the skills

for collaboration and coordination between

focus in other areas, such as:

and within agencies and GCpedia for knowl-•

34edge-sharing between federal government

Reorganizing work as a dynamic portfolio oftasks to be done or problems to be solved

employees.

35

•
•

Understanding and using the existing talent

Rewarding collaborative behavior. Rewarding

policies and authorizations available, which

and recognizing collaborative behavior can

could help further a skill-based approach

help encourage it within the public sector
workforce. For example, the UK Civil Service
Awards acknowledge excellence in public•

Thinking of public sector workers as individuals, each with unique abilities to make

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contributions and a portfolio of skills and ca-

development of public sector workers can be apabilities that match the work

powerful tool for affecting mindset change.

Using skills, rather than jobs, to make deci-

Embed diversity, equity, and inclusion into all tal-

sions about work and the workforce—froment processes. Whether it’s a hybrid-work policy or

who performs what work to hiring to perfor-changes to a performance management process,mance management to rewards

make sure that the change supports—rather than
inadvertently impedes—greater workforce diversity•

Building a “skills hub”—an engine of skills

and inclusion. For example, skills-based hiring anddata, technology, and governance to power

the use of apprenticeships can help attract morethese decisions

diverse candidates to occupations: More than onefifth of the 420 firefighters that the US Forest Service•

Using “skills analytics” to understand future

recruited through its apprenticeship program wereskill gaps and identify strategies to close them

women, while underrepresented racial and ethnic
groups comprised nearly half.37 Another data set

Create specialized roles and tracks in govern-

to consider is measures of a worker’s potential,

ment around collaboration. Incentives such ase.g., factors like drive, empathy, and conceptual

funding, data, and recognition can help drive col-thinking. These pieces of data, alongside skills,

laboration, but agencies should also make it a partcan help organizations identify talent with highof career-growth discussions. Building specialized

potential, offsetting the risk that a focus on skills

roles that focus on collaboration or making collab-

systemically disadvantages those that have hadoration skills a core element of the professionalless access to education.

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Endnotes
1.

2.

William D. Eggers et al., Hybrid hiccups: Moving to
distributed work in the public sector—Overcoming
hybrid work environment challenges, Deloitte Insights,
January 14, 2022.
US Bureau of Labor Statistics, “Number of jobs, labormarket experience, marital status, and health: Resultsfrom a national longitudinal survey,” news release,
August 31, 2021.

3.

Eggers et al., Hybrid hiccups.

4.

According to Jane Datta, NASA’s chief HR officer, “Itreally just pushes open the doors of opportunity to our
workforce to consider projects, rotations, details, andthese kinds of experiential learning opportunities thatmight not ever have been possible or even thought ofor considered before.” See: Nicole Ogrysko, “Hybrid
work brings new professional development possibilities
to NASA,” Federal News Network, December 17, 2021.

5.

6.

“Roaming from coast-to-coast: The life of a Free Agent,”
Government of Canada, March 12, 2020.

7.

OECD, Ageing and talent management in European
public administrations, October 2021.

8.

Government of Canada Wiki, “Canada’s Free Agents,”
accessed February 15, 2023; That public servant,

Ibid.

18.

Roy Maurer, “LinkedIn launches skills-based approach
to hiring,” SHRM, June 10, 2021.

19.

Indiana Department of Workforce Development, “Indiana Office of Technology becomes first state agency toearn SEAL certification,” press release, December 16,
2019.

9.

Australian Public Service Commission, “Movement of
employees,” accessed February 15, 2023.

10.

18F, “About,” accessed February 15, 2023.

11.

Central Intelligence Agency, “CIA makes changes toadapt to future challenges,” October 7, 2021.

12.

Adeline Tan, “More public servants quit last year: Chan
Chun Sing,” Straits Times, February 17, 2022.

13.

Justin Doubleday, “White House developing cyberworkforce strategy to be more ‘action oriented’,” Federal News Network, September 9, 2022.

21.

14.

For instance, IBM’s SkillsBuild program offers training topotential hires at a range of educational levels, creatinga pipeline for candidates with nontraditional backgrounds. And Unilever offers employees the opportunity to grow their skill sets through cross-functional
learning. “We’re beginning to think about each role at
Unilever as a collection of skills, rather than simply ajob title,” says Anish Singh, head of HR for Unilever inAustralia and New Zealand. See: Therese Raft, “Unileveris turning the work week toward skills building,” Financial Review, April 27, 2022.

22. Defense Innovation Unit, “Transforming DoD’s accessto talent,” April 21, 2022.

For instance, Adobe uses a data-driven “career discovery” tool to help employees explore new roles based onmoves that others at similar levels have made previously. See: Brian Miller, “How we inspire great performanceat Adobe,” Adobe Blog, May 9, 2022.
Drew Friedman, “How agencies are trying to keep
early-career employees in federal jobs,” Federal News
Network, November 8, 2022.

17.

15.

Sue Cantrell et al., The skills-based organization: A new
operating model for work and the workforce, Deloitte
Insights, September 8, 2022.

16.

OPM, “OPM releases skills-based hiring guidance,”press release, May 19, 2022.

20. Dennis Trinkle, “How skills-based hiring will help resolve
Indiana’s biggest tech talent challenges,” TechPoint,
May 24, 2022.
Kathy Gurchiek, “In search for qualified workers, Maryland drops requirement for 4-year degree,” SHRM, April
21, 2022.

23. Deloitte, Work toward net zero: The rise of the Green
Collar workforce in a just transition, accessed February
15, 2023.
24.

American Institutes for Research, “Measuring skills
at work: Lessons from the field,” accessed February
15, 2023; MilGears, “Empower your career planning,decision making, and professional growth,” accessed
February 15, 2023.

25. Sue Cantrell et al., Building tomorrow’s skills-basedorganization: Jobs aren’t working anymore, Deloitte,
accessed February 15, 2023.
26. Medarbejder og Kompetence Styrelsen, “Virtual
ledelse: Inspiration og værktøjer,” November 2020;
Fluid government workforce models

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Endnotes
Government of Canada, “Tool kit for virtual and hybrid
teams (TRN2-J05),” March 19, 2020; UAE Federal Authority for Government Human Resources, “The guideof remote working system in the federal government,”
2020; US Office of Personnel Management, “Hybrid
workplace tips for supervisors,” accessed February 15,
2023.
27.

Adobe’s dashboard tracks progress on how an employee’s work aligns with personal and business goals,
documents actions resulting from conversations withmanagers, and collects real-time feedback. See: Miller,“How we inspire great performance at Adobe.”

35. Government of Canada Wiki, “GCTools/achievements
2020–2021,” accessed February 15, 2023.
36. UK Civil Service, “The Civil Service Awards 2022,” accessed February 15, 2023.
37.

Drew Friedman, “It’s not just low pay causing retention
issues for federal firefighters,” Federal News Network,
November 21, 2022.

28. Cantrell et al., Building tomorrow’s skills-based organization: Google, “Googler reviews and development,”
accessed February 15, 2023.
29. National Initiative for Cybersecurity Careers and Studies, “Cyber career pathways tool,” June 9, 2022.
30. OECD Observatory of Public Sector Innovation, Design
Academy for Public Policy (LabGobAR), accessed
February 15, 2023.
31.

Apolitical, “In Argentina, public servants get promoted
for learning how to innovate,” September 7, 2018.

32.

OECD Public Governance Reviews, “Skills for a highperforming civil service,” accessed February 15, 2023.

33. Deloitte survey of members of the US Senior Executive
Association (SEA), October 2022.
34. Government of Canada, “GCTools: re-imagined for you,”
November 2, 2016.

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Acknowledgments
The authors would like to thank Aishwarya Rai from the Deloitte Center for Government Insights for driving the research and development of this trend and Meenakshi Venkateswaran for her help in designing the graphics of the article. They also thank Nicole Overley, Sarah Smith, and William D. Eggers for their insights andthoughtful feedback.

About the authors
PJ Rivera

Jacqueline Winters

PJ Rivera is a principal and the Futures leader in

Jacqueline Winters is a principal in Deloitte Consult-social science research to help leaders to influence

Deloitte’s Government & Public Services practice.

ing’s Government & Public Services Human Capitaltheir organization to perform better and to achieve

He has worked across the public and private sectors

practice. She has more than 20 years of experience

ambitious goals.

as public health leader in the federal government,in consulting, during which she has assisted federal

global vice president at Marriott International,

leaders to execute their most complex priorities. As

and as a consulting executive. To date, Rivera has

the leader of Deloitte’s Change Strategy & Analytics

led whole-of-government and other large-scale

practice, she designs agile organizations, empowers

consulting transformations across four countries,

leaders, and develops teams to be prepared for themultiple states, Native American groups, multiple

constant disruptions of today’s digital age. Winters

Fortune 500 companies, and seven federal executive

has pioneered Deloitte’s Human Centered Changebranch departments.

framework, which employs the use of data andprivera@deloitte.com

jawinters@deloitte.com

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Stephen Harrington

Amrita Datar

Sushumna Agarwal

stharrington@deloitte.ca

amdatar@deloitte.ca

sushagarwal@deloitte.com

Stephen Harrington is Workforce Strategy and Future

Amrita Datar is a research manager at the Center for

Sushumna Agarwal is a research specialist with theof Work Advisory leader for the Canadian market,

Government Insights where she develops research

Deloitte Center for Government Insights, Deloittewith a dedicated focus on public sector clients. He

publications and thought leadership focused onServices LP. She researches workforce issues atbegan writing and advising clients on the impact

emerging trends at the intersection of technology,

the federal, state, and local government levelsof the 4th industrial revolution in 2011. Throughbusiness, and society, and how they could influ-

and her primary focus is on applying quantitative

the pandemic, he has been helping clients adjustence the public sector. Her previous publications

techniques to enable data-driven research insights.

workforce strategy to the new realities and shifting

cover topics such as customer experience, digital

attitudes of the postpandemic employment market.

transformation, innovation, and future trends ingovernment.

Fluid government workforce models

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TREND 2

Bridging the data-sharing chasm
Although public sector data-sharing has increased, there’s more to do to balance
its upside with challenges
Adita Karkera, Mahesh Kelkar, Joe Mariani, and Dr. Kellie Nuttall

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Expanding the canvas for safe,interoperable data-sharing

While government leaders increasingly recognize

Data is a coin of the realm. Many have seen how

the dangers: The more data in circulation, the higher

is an increase in data-sharing between agen-companies—in fact, entire sectors—have come tothe privacy and security risks can be.

cies and levels of government to improvedata’s importance to improving mission performance,
many are learning how to balance the upside with

Walls coming down•base their business models and value propositions

Between agencies and government: There

operational efficiency and decision-making

on effectively using information, analyzing data to

How can agencies alleviate the tension, balancing(see infographic, By the numbers: Bridging

meet customers’ rising expectations and gain aefforts to break down data silos with protecting

the data-sharing chasm to know about thecompetitive advantage.

citizens’ data? The answer lies in effective data

data types being used for operational effi-

governance. One way is developing interopera-

ciency and decision-making).

Agencies, too, are finding ways to tap the power

bility frameworks that allow cross-jurisdictionalof information to both serve citizens and improveand cross-sector organizations and databases tooperations. Thanks to democratization of data,safely interact and share information. It requires

Broader data-sharing with the private sector

there is more data about public interests than evengovernments to not only secure stakeholder

is creating business value and benefitting

before. The boost that data-sharing has received

buy-in—especially when dealing with external

the public interest.

across government, companies, and individuals is

citizen and private-sector data—but also showcase

driving innovation, enhancing public services, andthe meaningful change that expanded data use

improving people’s lives. But in collecting and using

can bring.

1

•

•

Betweenpublicandprivatesectors:

Between citizens and government: Calls forheightened data privacy and security are in-data, the public sector faces different challenges

creasingly being heeded in government

and perhaps higher stakes, dealing with morecircles.

sensitive and personal information—and, often,
mandatory participation.

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By the numbers: Bridging the data-sharing chasm
Citizens are willing to share data for public good
To prevent crime

51%

Selling personal data

19%

Most positive

Bottom three

Top three
Least positive

City leaders are focused on making data more accessible
to citizens
Now

Data types used by city governments to support operations anddecision-making

Biometric90%

Behavioral

Administrative89%

Crowd-sourced

IoT

81%

Geospatial

52%
43%
34%

In the next five years

Global Average

29%

Asia Pacific29%

Africa

49%
60%

14%

North America
Latin America

62%
31%

20%

37%
36%

Lagging
regions

Leading
regions

Citizens view state data privacy
and security to be bigger
challenges than city leaders
44%

Citizens
City leaders

24%

More work is needed at the city level toimprove data-sharing and tap into
external data
35%
of city government executives sharedata across jurisdictional boundaries

45%of city governments work withbusinesses and other entities togather data

Source: Thoughtlab, “A roadmap for the next phase of urban transformation,” accessed February 10, 2023.
deloitte.com/insights.com

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Trend in action

to facilitate research and discovery, pandemic

Data-sharing among government, nonprofits, theresponse, and even contact tracing. Also, for some

private sector, and social enterprises can also help

Data is increasingly central to government operations,of the most complex policy issues of our times,

address stubborn human services challenges. To

from back-office activities to delivering services tothe best possible evidence to inform government

cite a particularly visible example, homelessness—

constituents, and more leaders are recognizing thedecisions could come from multiple departments

worsened by the COVID-19 pandemic and thevalue of effectively sharing information. For example,

and agencies.

housing crisis in many cities worldwide6—demands

3

by funneling data from many different city agencies

an ecosystem approach that taps into real-time,

into a single command center, the Portuguese city

Finland’s Carbon Neutral Tourism project aims tointegrated data for more effective prevention andof Cascais has made mobility, construction, waste

use data collaboration to improve energy efficiency

mitigation strategies.

management, law enforcement, and emergency

in the tourism industry and move toward carbon

management more efficient.

neutrality.4 The cities of Helsinki, Turku, and Tampere

In the United States, the Department of Housing

are working together to balance business and societal

and Urban Development collects a great deal of

Data as a tool for public good

benefits, collecting information across jurisdictional

information on homelessness, but this does not

Businesses, individuals, and agencies increas-

boundaries, including data on air traffic, road traffic,

give a complete picture, with much data residing

ingly view data as a tool for public good rather

environment, and hotel bookings. Insights basedin jurisdictional silos, making solutions harder tothan a commodity to be monetized. Government

on such integrated data can help drive industry

develop.7 Some promising initiatives, based on

can derive value by convening and collaborating

stakeholders to make more sustainable choices

local and regional data collaboration, suggest a

within and outside its boundaries; businesses

and reduce carbon emissions, from forward-looking

way forward for others. For instance, Los Angeles

need to willingly relinquish control over some

hotel investments to city services nudging tourists

County aims to better target prevention programs

data and work with policymakers to design viabletoward environment-friendly options.

by identifying people at risk of homelessness, using

2

5

solutions. There were glimpses of this during thea tool developed by researchers at UCLA’s California

pandemic when governments shared data widely

Policy Lab. The tool combines and analyzes data

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As AI technology has improved
organizations’ ability to process
volumes of information, manyagencies have moved toward
storing and presenting data informats that are FAIR: findable,
accessible, interoperable,
and reusable.

Human–machine communication is only one

If data can help serve the public good, more data

Interoperability is an important FAIR concept, but

European Interoperability Framework for Smartsources can multiply the benefits—assuming usage

discussions generally revolve around semantic

Cities and Communities project aimed to tap

is safe, responsible, and effective. The last two

interoperability—data exchanges, data formats,into the knowledge from other EU initiatives anddecades have seen agencies and organizations gain

and data vocabularies—basically the structuring

projects,13 looking beyond technology to consider

access to vast volumes of data previously stored inand codification of data. For instance, the Aus-

the human, social, and ethical aspects of large-scale

government silos with real results. As AI technology

tralian Department of Finance’s framework—adata usage. The organization developed a gover-has improved organizations’ ability to process vol-critical step toward transforming the nation’s digitalnance model relevant at the local level, enlisted

umes of information, many agencies have moved

records—focuses on semantic interoperability toboth public and private stakeholders, and helped

toward storing and presenting data in formats thatallow humans and machines to clearly understandto engage different communities. While the earlier

are FAIR: findable, accessible, interoperable, andinformation’s context. A similar effort in India since

framework made government agencies responsible

reusable. The FAIR principles emphasize machines’

2015 through the Interoperability Framework forfor providing integrated public services, the newability to assimilate and use data—in other words,

e-Governance (IFEG) has aimed to improve open

version includes the private sector, nonprofits, andmaking information machine-actionable.

data standards and constituent services.

community organizations.14

from eight county agencies—with an algorithm
incorporating some 500 data points—to pinpoint
the most effective intervention points. The tool
identifies critical and “at-risk” areas where services
currently reach few people. Similarly, the National
8

Alliance to End Homelessness has created a “Stateof Homelessness” portal that aggregates data fromacross the nation and represents it in visual form.

9

Improved data fluidity

10

11

12

factor that impacts data interoperability amongagencies, departments, and levels of government.
Discussions should also include cultural and legal
interoperability.
In 2020, the European Union refreshed its 2017
interoperability framework to include common
principles, which cities and communities canuse to deliver better constituent services. The

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This seemingly minor framework change has

For more than a decade, the city of Boston’s Mayor’s

offering information on the project, an explanation

massive implications, demanding a more mature

Office of New Urban Mechanics (MONUM) hasof the eventual data use, and a site for people tocultural interoperability: understanding social, cul-convened an ecosystem of technology vendors,share comments.18

tural, political, and ideological differences between

start-ups, academia, and other government agen-individuals and organizations. It requires debatescies to create technology solutions to benefit city

Getting public buy-in for data-sharing can be

and discussions between different stakeholders

residents. Since its launch in 2010, MONUM haschallenging, but business leaders are often evento find ways to build consensus on interoperability

successfully deployed a range of digital applications

more wary, citing low trust in data platforms andchallenges and solutions while operating in different

aimed at assisting citizens with street parking,the inability to demonstrate business or social

legal and regulatory environments—particularly

flu shots, and more; labs continue to generatevalue. A World Economic Forum study in 34 cities

with regard to the tricky area of data-sharing.

prototypes and solutions in housing, playgrounds,

globally found limited private-sector participation in

public spaces, and education.

citywide open-data platforms, due in part to a lack15

16

Building trust, transparency,
and ethics

Transparency has been a key element in MONUM’s

Data interoperability frameworks can lower tech-

success. One project involves using cameras tonical challenges to data-sharing, but they may notcollect data on street usage, to improve safety for

A lack of trust in the broader data-sharing eco-necessarily illustrate the benefits to stakeholders.

pedestrians, bikers, and other traffic. But sincesystem can slow down advances dependent on

Agencies, companies, and other parties can be far

such broad data collection raised obvious privacy

collaboration. For instance, the technology has longmore willing to participate if they see clear value

concerns, the team focused on noninvasive sensor

been in place to scale smart-kilometer or road-user

and trust their would-be collaborators. Government

data, making sure to neither collect nor store visuallycharging solutions to urban areas, but data gover-can help build that trust, and encourage information

identifiable images of faces and license plates. And

nance remains a stubbornly thorny issue for the

sharing, by adopting a clearly articulated set of ethics

to alleviate public wariness, the team placed signs

transportation ecosystem. Vehicle manufacturers,

to guide transparent sharing of how stakeholders’with scannable QR codes at data collection spots,

government agencies, and other players have strug-of confidence in government’s ability to address

17

data misuse and prevent breaches.19

data is used and what’s in it for them.
Bridging the data-sharing chasm

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gled to agree how best to protect drivers’ privacy

guidelines and with privacy-by-design principles inwhen collecting data about where and how muchmind; the program uses a federated data systemthey drive. Similar problems continue to hinder

in which the city’s tax agency is made aware of

progress on data-sharing in a number of domains.

the vehicle miles driven within a geographic zone

20

only—not where or on which route. Only the SmartBrussels has aimed to solve the problem by building

Move app user can see all of this information in one

data governance and privacy into its SmartMove

place. The city is live-testing the application withsmart kilometer-charge program from the beginning.

1,500 residents and plans to scale it to the whole

The city developed SmartMove to adhere to GDPR

city in the next couple of years.21

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Moving forward

data officers, chief privacy officers, and chief•

Go beyond semantic interoperability:

blend their data and their ethical and secu-

Enabling semantic interoperability—func-

rity expertise to provide an environment thattioning data exchanges and common datastakeholders can trust.

information security officers, may need toformats—is foundational to improving
data-sharing. But government leaders should•

Develop a value proposition for the private

also focus on building cultural and legal

sector: In creating plans for a data-sharing

interoperability to enable collaboration

ecosystem generating public benefits, gov-

between agencies, the private sector, andernment leaders should showcase businesscitizens.

value to encourage private-sector participation.

•

Be laser-focused on data privacy andsecurity: Constituents’ and businesses’ will-•

Identify where to get started: Government

ingness to provide consent and share moreleaders should not boil the ocean but rather

data with the broader ecosystem will depend

be more strategic in choosing the right policyon their trust in the data ecosystem. But cre-area and solutions. They should proactively

ating that trust is beyond the scope of any

identify leading practices and success stories

individual government leader. Rather, chiefin different priority areas and test them further to show broader benefits on the ground.

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My takeRen Essene
Chief data officer, US Consumer
Financial Protection Bureau

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Therefore, from the beginning our charge was to

We have built a series of campaigns, one for eachmake data available to regulators and the publicpriority, to drive the progress across a three year

to bring greater sunlight to market practices andhorizon. We have engaged our business and techni-

improve competition and encourage innovation.

cal stakeholders throughout the process and haveTo achieve that, our data strategy is built aroundcampaign leaders from multiple offices. We are

five priorities:

focused on incremental wins and delivering value

1.

Increase the accessibility and volume ofon mission priorities. By improving our data prac-public data

tices, we can help to create more fair, transparent,

A good data strategy is key to mission success
The US Consumer Financial Protection Bureau(CFPB) is a relatively new organization born inand competitive markets to ultimately improve the2.

Create a modern data platform by migrating

the digital age, giving us a unique advantage.

to the cloud, managing costs, and enabling

While other public sector agencies may haveanalytical capabilities

lives of consumers.

legacy system issues or may have their data in silos
across the agency, the CFPB has had a centralized3.

approach to data since our inception. Data is at the

Improve the quality of data and leverage modern
tools to support research and analysis

heart of our mission and is in our DNA.
4.
The CFPB’s mission is to implement and enforce

Increase staff’s awareness and understandingof CFPB data assets

federal consumer financial law and to ensure thatmarkets for consumer financial products are fair,

5.

Foster data literacy and upskill staff

transparent, and competitive, a task that is impossible
without data about how those markets function.

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Endnotes
1.

Adita Karkera, Data-fueled government: Breaking down
silos with turbo-charged data, Deloitte Insights,
March 24, 2022.

11.

Australian Government Department of Finance,“Australian Government Records Interoperability
Framework,” July 2, 2021.

2.

Deloitte Cloud, A city sees what’s possible for its
citizens and visitors with a cloud-based command
center, 2019.

12.

Government of India Department of Electronics andInformation Technology, “Interoperability Framework
for eGovernance, version 1.0,” October 2015.

3.

Juergen Klenk et al., Fluid data dynamics: Generating
greater public value from data, Deloitte Insights,
March 4, 2021.

13.

European Commission, “Proposal for a European
Interoperability Framework for Smart Cities and Communities (EIF4SCC), accessed October 2, 2022.

4.

6Aika, “Results: Carbon Neutral Tourism,” April 20, 2022.

14.

Ibid.

5.

Maxim Chantillon et al., “Final study report: Proposal fora European interoperability framework for smart cities
and communities,” Deloitte and KU Leuven for theEuropean Commission, July 2021.

15.

Author interview with Deloitte Portugal team,
September 9, 2022.

16.

City of Boston, “New Urban Mechanics,” accessed
December 13, 2022.

17.

New Urban Mechanics, “Numina street sensors,”November 10, 2021.

18.

New Urban Mechanics, “Digital transparency in the
public realm,” November 10, 2021.

19.

World Economic Forum and Deloitte, Governing smart
cities: Policy benchmarks for ethical and responsible
smart city development, July 2021.

6.

German Lopez, “Homeless in America: The homelessness crisis is getting worse,” New York Times, July 15,2022; Kirsten McRae, “The global housing crisis: A crisis
unlike any other,” Urbanet, October 25, 2022.

7.

Tiffany Fishman and et.al., Disrupting housing insecurity and homelessness, Deloitte Insights, January 5, 2022.

8.

9.

10.

Emily Alpert Reyes, “A computer model predicts whowill become homeless in L.A. Then these workers stepin,” Los Angeles Times, June 12, 2022.
National Alliance to End Homelessness, “Stateof Homelessness: 2022 edition,” accessed
December 12, 2022.
Klenk et al., Fluid data dynamics: Generating greaterpublic value from data.

20. Tiffany Fishman et al., Transportation trends 2022–23:
Making the most of a huge infusion of federal funds,
Deloitte Insights, November 8, 2022.
21.

Author interview with Deloitte SmartMove team,August 20, 2022; SmartMove, “SmartMove sets Brussels on the right track!,” accessed December 13, 2022.

Bridging the data-sharing chasm

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Acknowledgments
The authors would like to thank Apurba Ghosal from the Deloitte Center for Government Insights for driving the research and developmentof this trend and Meenakshi Venkateswaran for helping design the graphics of the article. They also thank William D. Eggers for his insights andthoughtful feedback.

About the authors
Adita Karkera

Mahesh Kelkar

adkarkera@deloitte.com

mkelkar@deloitte.com

With more than 22 years of industry experience,

As an advisor and thought leader, Karkera is dedi-

Mahesh Kelkar is the Smart Cities research leader

Adita Karkera serves as the chief data officer forcated to improving public service. She has served on

for the Deloitte Center for Government Insights.

Deloitte Consulting LLP’s Government and Public

numerous industry boards and data management

His research focuses on understanding the impact

Services where she leads the data strategy to foster

industry forums. She is a pioneer in articulating theof technology, innovation, and policy on the future

value creation from the organizations’ data while

importance of data literacy especially in acceleratingof cities. He closely tracks the federal and state

facilitating trust. Karkera also serves as a thought

advanced analytics and trustworthy AI adoption

government sectors and focuses on conducting

leader and fellow in the Deloitte AI Institute forin government.

in-depth research on the intersection of tech-

Government where she strategically advises gov-

nology with government operations, policy, andernment clients on maximizing business value indecision-making.

the areas of data management, strategy, advanced
analytics, and AI.

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Joe Mariani

Dr. Kellie Nuttall

jmariani@deloitte.com

knuttall@deloitte.com.au

Joe Mariani is a senior research manager with

Kellie Nuttall leads Deloitte’s Artificial Intelli-

Deloitte’s Center for Government Insights. His

gence offering and is passionate about working

research focuses on innovation and technology

with organizations to turn complex data into richadoption for both national security organizations

insights, as well as embedding AI and cognitiveand commercial businesses. His previous work

technologies into business and government toincludes experience as a consultant to the defense

deliver a better world. Nuttall is a leading expert

and intelligence industries, high school sciencein understanding how to best use AI, digital twins,

teacher, and Marine Corps intelligence officer.

and other emerging technologies to optimize
complex operational systems and value chains.
She also works extensively with organizations todesign their AI operating models to best deliver
high-value business benefits and outcomes. She
is also a faculty member at Singularity University,where she helps to create better transport systems
through exponential technologies.

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TREND 3

Tackling funding silos

Fostering greater collaboration and shared problem-solving
to create greater public value
Ed Roddis, Mark Bussow, Tiffany Fishman, and Ursula Brennan

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Introduction

cumulative quick-over-good tech debt, to giving

In the sections that follow, we highlight some ofmore control over funding and decision-making to

the models governments are using to drive more

By design, government agencies are set up as

those closest to the problem at hand.

shared problem-solving and collaboration–from2

specialized, hierarchical organizations funded andshared-funding initiatives, to delegating moregoverned in silos, providing visibility and account-

The Next Generation EU (NGEU) plan represents

funding authority to lower levels of government

ability on how public funds are used. But that defined

one of the most recent, largest-scale initiatives

to provide more flexibility to coordinate around

scope itself can act as a roadblock to the creation

to date. Focused on digitization, innovation, andspecific community needs. The infographic below

of greater public value. Indeed, siloed budgets, reg-sustainability, the NGEU plan aims to support

provides an overview of some innovative funding

ulatory constraints on fund transferability, limited

transformational change by distributing over €800

models deployed by government agencies aroundflexibility, and a lack of incentives to collaborate

billion to state ministries, regional governments,

the world.

can lead agencies to narrow their efforts even as

local governments, and state-owned enterprises

challenges such as climate change, homelessness,to assist in postpandemic recovery, helping to put

and intergenerational poverty demand a coordinatedthe European Union on the path toward resilient

whole-of-government response.

economic growth. Structure and accountability are1

key: The plan establishes a governance framework
Governments have long recognized the need tothat links disbursement stages with the fulfillment

break down funding barriers to achieve betterof milestones and targets.3 Some countries areoutcomes. And though efforts may be at different

maximizing opportunities by supplementing thestages, an increasing number of jurisdictions are

funding with local money, and the NGEU plan islooking to overcome silos where they impede

acting as a catalyst for greater private investment

progress on major agenda items, from shifting totoward a more digital, sustainable, and inclusive

a citizen-centric service delivery model oriented

future for EU businesses, governments, and citizens.4

Governments have longrecognized the need to break
down funding barriers to achieve
better outcomes.

around life events, to addressing government’s
Tackling funding silos

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Walls coming down
•

09

•

Increased interagency funding mechanisms
to address common challenges acrossMore issue-focused funding initiatives thatagencies.

multiple agencies draw on to tackle wicked
problems.

•

Greater funding authority delegated to local/
regional governments.

•

Emergence of new governance models tooversee shared-funding programs.

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By the numbers: Tackling funding silos£2.6 billion

CA$327.6 million

The Shared Prosperity Fund provides new funding to further
the UK government’s ambitious Levelling Up agenda.

Canada’s horizontal Initiative to Take Action Against Gun and Gang
Violence allocates over $300 million to provinces and territories tocombat violence in their communities.

SG$70+ million

Singapore's Smart Nation and Digital Government Office provides
cross-agency funding and support for the development and implementationof digital technologies and services across the government.

Initial funding

US$1 million

Annually for four years

US$2.5 million

AU$7.5 billion

Shared between multiple agencies, Australia's 'wellbeing
budget' is aimed at tackling the rising cost of living, providing
affordable child-care, and increasing paid parental leave.

New Zealand's Better Public Services Seed Fund provided initial funding for
SmartStart, an inter-agency program for infant care. Recurring annual funding has
been appropriated to maintain life-event initiatives.

Note: Singapore dollar value represents the annual operating budget.
Sources: Gov.uk, “UK Shared Prosperity Fund: prospectus,” August 1, 2022; Government of Canada, “Public safety Canada,” accessed February 9, 2023; Government of Singapore, “Budget 2021,” accessed
February 9, 2023; William D. Eggers et al., How government can deliver streamlined life event experiences, Deloitte Insights, July 12, 2022; Jack Aldane, “Australia’s ‘wellbeing budget’ inspired by New
Zealand—with related targets to come,” Global Government Forum, October 26, 2022.

deloitte.com/insights.com

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Trend in action

solutions designed to bolster the nation’s finances

Some local and regional governments are using

and social services, reaffirm its digital transformation

similar models. The city of Houston’s “The Way

Deploying shared-funding models forcross-sector collaboration

leadership, and even shore up national defense.

Home” program built an ecosystem of business-

Across the globe, governments are setting up

Some countries have adopted an issue-based

agencies to help people without homes get intoshared-funding initiatives that aim to increase

funding model in which multiple agencies work

permanent housing with supportive services.10

intergovernmental and cross-sector collaboration.

together to tackle a particular wicked problem. To

This large-scale effort draws on funding from a US

Over the last decade, Singapore’s whole-of-gov-

advance clean energy nationwide, the Australian

Department of Housing and Urban Development

ernment approach has used funding mechanisms

federal government established the Rewiring theEmergency Solutions Grant and Community De-

to encourage agency collaboration, generating

Nation initiative with AU$20 billion in funding tovelopment Block Grant, in addition to state, local,

programs such as Life SG and One business. The

transform the country’s electric grid. Low-costand private-sector funding.11 In 2022, Houston,prime minister’s office coordinates and oversees

financing will enable new transmission lines,

Harris County, and the Coalition for the Homelesswhole-of-government projects supported by a7boosting economic activity and job creation.

collective received US$45 million in federal funds12

team of senior officials from multiple agencies.

Projects include the construction of the VNI Westand allocated US$100 million in COVID-19 relief.13

The funding is allocated to the agency leading(KerangLink) transmission line between Victoria

The Bezos Day 1 Families Fund also awarded the city

the effort and is then dispersed to supporting

and New South Wales (NSW) and the Marinus Link

a one-time US$5 million grant to help area families

agencies.

transmission line between Tasmania and Victoria

move to permanent housing.14 To date, the effort

using a combination of low-cost financing andhas reduced the number of Houston-area people

Building on these, Singapore has embarked on an

commonwealth equity investment. Additionally,

without homes by 63%, moving more than 25,000

even more ambitious “whole-of-nation” approachan AU$7.8 billion joint agreement was reachedpeople into housing.15

wherein agencies actively collaborate with busi-

with NSW to support eight crucial transmission

nesses, citizens, and other stakeholders to develop

and renewable energy zone projects. Funding is

56es, nonprofits, churches, and federal government

8

available to all states.9
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Other cities have launched similar efforts. The

Modernization Fund, an innovative funding vehicle

to accelerate whole-of-government digital trans-

nonprofit Family League of Baltimore pools funds

that supports federal projects to modernize tech-formation and fund cross-agency projects such as

from multiple public and private sources to help

nology and make them more equitable, secure, andlife-event initiatives, shared digital assets, legacy

Baltimore children, focusing on them being bornuser-centric. The fund has invested over US$500

systems modernizations, and government workforce

healthy, succeeding in school, graduating highmillion in 33 projects across 18 federal agencies,

capability building.21 NSW is now starting to seeschool, and transitioning into higher education

ranging from implementing single sign-on experience

the benefits from the fund’s investments. To date,

and the workforce.

across government portals to digitizing temporary

the fund has disbursed AU$2.2 billion, supporting

worker visa programs. These investments havemore than 140 projects, saving more than 3,000

While shared governance is key for collective fund-been directed at improving citizen data protections,working days of customer time, and generating

ing, in certain cases central government entities

strengthening cybersecurity across government

AU$2.3 billion in economic returns.22

take charge of governance and accountability tosilos, saving taxpayer dollars, and advancing pub-effectively facilitate funding across silos.

lic-facing digital services.19 With an additional US$1

16

17

18

billion from the 2021 American Rescue Plan and

The creation of intergovernmental collective funding mechanisms

Delegating funding authority to improve
regional coordination

US$175 million from the annual budget process,In an effort to drive shared objectives, somethe fund aims to continue financing modernization

governments are providing regional authorities

Government agencies often default to working as

projects.

more flexibility to deploy funds and coordinate

20

single-purpose organizations, with inconsistentmultiple siloed funding streams around specifichorizontal coordination between agencies. ThisAt the state and regional levels, some governments

community needs in the jurisdiction.

siloed approach can create costly inefficiencies

have created funding mechanisms that are set

when it comes to common problems such as tech-up and run by one agency but are accessible to

The state of California created the Community

nology modernization. To tackle this issue, in 2017,

others that meet established criteria. In Australia,

Economic Resilience Fund to promote regional

the US government established the Technology

NSW established the Digital Restart Fund in 2019

resiliency, equity, sustainable growth, and inclu-

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sive planning.23 Thirteen regions will get funds forbetter understand the needs of the constit-

shared-funding models by revisiting historicalplanning and implementing road maps arounduencies they serve that transcend individual

governance policies and regulatory frame-

climate change, regional infrastructure, workforce

business units and agencies. These needs

works that hinder the scope of cross-sector

development, and other areas. Three state agencies

can inform the development of a road map

financing.

together form the fund’s leadership team, tasked

for targeted collaboration initiatives.

with managing the program, creating program•

guidelines and conducting oversight.24

Create a culture of collaboration in funding.
Governments can encourage collaboration

Further north, the Canadian Community-Buildingby establishing cross-sectoral committees orFund permanently provides funds for provinces andworking groups to encourage those working

territories to support local infrastructure priorities.

on similar issues to promote shared-funding

The fund disburses some CA$2 billion annually tomechanisms.

3,600 communities across the country, supporting
approximately 4,000 projects each year. Munic-•

Utilize data and technology to measureipalities can pool, bank, and borrow against this

impact and drive outcomes. Data-driven

funding, giving them greater financial flexibility.

processes can help enable shared gover-

25

nance, track the impact of cross-sector
initiatives, and pivot goals as required to de-Moving forward•

liver desired outcomes.

Adopt an outside-in view. By putting themselves in the shoes of citizens and businesses
transacting with government, agencies can•

Shift from siloed to shared governancemodels.

Governments

canpromoteTackling funding silos

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My take09

integrated governance structures, giving GMCA

In broad terms, this devolution agenda gives local

and the mayor of Greater Manchester additional

authorities more budgetary control and incentivizes

Sir Howard Bernsteinauthority, flexibility, and budgetary responsibility

a more collaborative model by providing broader

Former chief executive ofover policing, fire services, transportation, skills

flexibility to coordinate multiple siloed funding

Manchester City Council

strategy, planning, and economic regeneration.

streams around specific community needs.32 In 2022,

27(1998–2017) and former head

the UK government published a blueprint for creat-of Paid Service for the Greater

GMCA also oversees Greater Manchester’s adulting more regional mayors across England, with the

Manchester Combined Authority

education budget, allowing the authority to de-

expectation that they will be able to allocate funds(2011–2017)velop a bespoke skills strategy tailored to needs,

and administer programs more effectively.33 Driven

and is responsible for providing employment

by the United Kingdom's central government, theDevolution in the United Kingdom: Greater
Manchester Combined Authority

support for long-term unemployed and disabled

move aims to stimulate a more equitable spread of

workers. Greater Manchester was one of theeconomic opportunity around the country–an

In 2016, the UK government passed the Cities andfirst regions to include health and social care in

agenda dubbed “levelling up.”34

Local Government Devolution Act, establishingits devolution plan, which studies have linked to

combined regional authorities with a directly elected

better health outcomes.29 Collaborating with themayor. Greater Manchester was one of the first areas

NHS allows GMCA to exert partial control over a

to seize this opportunity. Greater Manchester Com-

£6 billion health and social care budget, with NHS

bined Authority (GMCA), an umbrella organization

England granting the region control of its sharecomprising 10 constituent local authorities, wasof the national sustainability and transformation

formed as part of the devolution agenda, allowing

fund (£450m).30 Greater Manchester also received

the combined power to identify problems and create£243 million from the Transforming Cities Fund forevidence-based interventions. Officials formulatedtransport investment.31

26

28

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Endnotes
1.

2.

3.

Pia Andrews, “Breaking government silos throughholistic service integration,” Apolitical, March 23, 2022;
originally in William D. Eggers et al., Linked-up government: Building connections for greater impact, Deloitte
Insights, March 24, 2022.

8.

Australian Government, Department of Climatechange, Energy and Environment and Water, “Rewiring
the Nation supports its first two transmission projects,”
October 19, 2022.

William Eggers et al., How government can deliver
streamlined life event experiences, Deloitte Insights,
July 12, 2022.

9.

Maximilian Freier et al., “Next Generation EU: A euroarea perspective,” European Central Bank, January
2022.

10.

Coalition for the Homeless, “The Way Home partner
portal,” accessed January 4, 2023.

11.

Coalition for the Homeless of Houston/Harris County,“The Way Home partner portal,” accessed
January 2, 2023.

12.

Atirikta Kumar, “Houston’s fight to decriminalize mental
illness and homelessness,” Real News, July 15, 2022;
Michael Murney, “Houston City Council approves $7.1
million in COVID funding to clear homeless encampments,” Chron, July 29, 2022; Sofia Gonzalez, “Bezos
Day 1 Families Fund gives $5M to Coalition for theHomeless of Houston/Harris County,” Houston Business Journal, November 22, 2022.

13.

Lucio Vasquez, “Houston receives $45 million in federal
funds to combat homelessness,” Houston Public Media,
March 15, 2022.

14.

Catherine Villarreal, “City of Houston and Harris County
announce unprecedented investment to house thehomeless,” Coalition for the Homeless of Houston/Harris County, January 26, 2022.

4.

Italy, for example, has supplemented its NGEU fundswith a €30.6 billion “complementary fund;” see: Andrea
Poggi, Next Generation EU funding and the future ofEurope, Deloitte, October 28, 2021.

5.

GovTech Singapore, “Whole of government (WOG)
platforms and tools,” accessed January 2, 2023; Kharina
Zainal, “Reviewing whole-of-government collaborationin the Singapore public service,” Civil Service College
Singapore, January 6, 2011.

6.

Yasmine Yahya, “Public service to go from
‘whole-of-government’ to ‘whole-of-nation,’” Straits
Times, May 9, 2018; SG101, “A whole of nation approach,” December 10, 2022.

7.

advancing industrial development,” Ai Group,
November 23, 2022.

Katharine Murphy and Adam Morton, “‘Rewiring thenation:’ Albanese and Andrews governments to jointly
fund renewable energy zones,” The Guardian, October
19, 2022; Aneeq Sarwar and Jeffrey Wilson, “The National Reconstruction Fund—Australia’s newest vehicle forAustralian Government, DCCEEW, “Rewiring the Nation
deal to fast-track clean energy jobs and security in
NSW,” December 22, 2022.

15.

Michael Kimmelman, “How Houston moved 25,000
people from the streets into homes of their own,”
New York Times, June 14, 2022.

16.

Family League of Baltimore, “About us,” accessed January 2, 2023; Jitinder Kohli and Anne De Biasi, Supporting healthy communities, Deloitte Insights,
August 2, 2017.

17.

Technology Modernization Fund, “Mission & guiding
principles,” accessed January 2, 2023.

18.

US General Services Administration, “New Technology
Modernization Fund investments to boost network
security for critical services,” June 21, 2022; Technology
Modernization Fund, “Investments,” accessed January
2, 2023; US General Services Administration, “Technology Modernization Fund is making it easier and more secure for veterans to access benefits and services,” April
19, 2022; US General Services Administration, “TMF
invests in improving public-facing services, bolstering
cybersecurity,” August 3, 2022; US General Services
Administration, “The Technology Modernization Fundannounces $9 million for transformative projects toprotect personal data, modernize key systems at two
agencies,” March 7, 2022.

19.

US General Services Administration, “GSA highlights
progress on citizen-facing digital services, cybersecurity in first year of American Rescue Plan,” March 10,2022.

20. US General Services Administration, “Technology Modernization Fund is making it easier and more securefor veterans to access benefits and services,” April

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Endnotes

21.

19, 2022; US General Services Administration, “TMF
invests in improving public-facing services, bolstering
cybersecurity,” August 3, 2022; US General Services
Administration, “The Technology Modernization Fundannounces $9 million for transformative projects toprotect personal data, modernize key systems at two
agencies,” March 7, 2022.

27.

NSW Government, “Is my project eligible?," accessed
January 2, 2023; Alita Sharon, “Digital Restart Fundsupports more projects in New South Wales,” OpenGov
Asia, August 18, 2022.

30. Hugh Alderwick, “Understanding the impact of
devolution in Greater Manchester on health,” HealthFoundation, September 29, 2022.

22. Urbis, “Evaluation of the Digital Restart Fund,” NSW
Department of Customer Service, March 23, 2022; NSW
Government, “2021–2022 in review,” 2022.
23. California Labor and Workforce Development Agency,
Governor’s Office of Planning and Research, andGovernor’s Office of Business and Economic Development, “Community Economic Resilience Fund Program(CERF),” April 2022.
24.

Governor’s Office of Planning and Research, “Community Economic Resilience Fund,” 2022.

25. Government of Canada, “The Canada Community-Building Fund,” July 13, 2022.

Institute for Government, “Devolution to Greater
Manchester,” June 20, 2022.

28. Ibid.
29. University of Manchester, “Study links devolution in
Greater Manchester to modest improvement in life
expectancy,” September 29, 2022.

31.

Intelligent Transport, “£69.5 million transportfunding boost considered in Greater Manchester,”January 25, 2021.

32.

Greater Manchester Combined Authority,“Devolution,” 2017.

33. West Midlands Combined Authority, “Plans to give
greater powers to the West Midlands welcomed as
Levelling Up strategy is published,” February 2, 2022.
34. Daniel Harari and Matthew Ward, “Levelling up: What
are the Government’s proposals?,” House of Commons
Library, February 18, 2022.

26. HM Treasury, George Osborne, and Philip Hammond,“Devolution to the Greater Manchester Combined Authority and transition to a directly elected mayor," Gov.
uk November 22, 2017; Local Government Association,“Experiences of employment and skills devolution:
Greater Manchester Combined Authority,”
September 10, 2020.
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Acknowledgments
The authors would like to thank Glynis Rodrigues and Thirumalai Kannan from the Deloitte Center for Government Insights for driving the research and developmentof this trend and Meenakshi Venkateswaran for helping design the graphics of the article. They also thank Chew Chiat Lee, Steve Hamilton, Wade Horn, Cecelia
Hill, Carsten Joergensen, Enrique Egea, and William D. Eggers for their insights and thoughtful feedback.

About the authors
Ed Roddis

Mark Bussow

Tiffany Fishman

eroddis@deloitte.co.uk

mbussow@deloitte.com

tfishman@deloitte.com

Ed Roddis is director of Government & PublicMark Bussow is a specialist leader in Deloitte’s

Tiffany Fishman is a senior manager with the De-

Services research at Deloitte in the United King-

Government and Public Sector Strategy offering,loitte Center for Government Insights. Her researchdom. As author of the United Kingdom’s annual

focusing on strategy development and organizationaland client work focuses on how emerging issues

State of the State report, Roddis spends his time

performance improvement. He has more than 20

in technology, business, and society will affect or-

studying public policy and public opinion as well as

years of experience leading high-priority transforma-

ganizations. She has written extensively on a wide

presenting research to senior leaders from acrosstion efforts across the federal government. Bussow

range of public policy and management issues, fromthe country's public sector. Before joining Deloitte,assists clients to develop organizational strategy,

health and human services reform to the future ofRoddis’s career focused on research, parliamentaryalign executive governance and decision-support

transportation and the transformation of higher

relations, and communications for a range of public

functions to strategy, and improve organizational

education. Her work has appeared in a number ofbodies spanning local government, education, andperformance.

publications, including Public CIO, Governing, andpublic financial management.

EducationWeek.

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Ursula Brennan
ubrennan@deloitte.com.au
Ursula Brennan is the national leader for Deloitte's
Public Sector and Public Policy practice, coordinating services from across our business to support
state, federal, and local government clients indelivering better outcomes for citizens. Brennan
also leads Deloitte's National Business Case Centerof Excellence, providing advice to assist clients insecuring funding for major infrastructure, ICT, andreform programs. Her previous experience includes
a broad range of corporate finance engagements,
including strategic reviews, mergers, acquisitions
and divestments, business planning, and capitalraising.

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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 information

An individual’s unique life experiences may generate

to tailor offerings to customers. Governments are

unique service needs and delivery requirements. Age,also using advances in digital technology to per-gender, income level, disability or even geographic

1

sonalize 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.2

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

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

in 2022 across companies in Europe and Africa

from behavioral science, and new data manage-

found that personalized service was the mostMore personalized services may not always be feasi-

ment tools, governments are making strides inimportant factor among respondents for driving

ble or necessary. However, customer segmentation,

providing more personalized services. There arecustomer satisfaction. Another Deloitte survey

proactive service delivery, and personalization caneven examples of government service tailored tofound that a positive digital experience washelp governments deliver highly tailored services

the individual—referred to as “government for one.”a major factor in boosting respondents’ trust

when “one-size-fits-all” approaches don’t serve wellin government.

or are not equitable. Wherever they are used, tailored3

4

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

6

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-

5

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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 of

the path provided. Ingrid Falaise, stepmother to a

South East by 2024–25, funneling £100 million into

7

the pandemic and participate in digital society.

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

They introduced Seniors Go Digital, a program that

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

clusters of research excellence, and setting up edu-

connected seniors to young people to help upskill

He’s just like anyone else and can take public transit

cational institutions where educational attainment

their digital competencies. The program mobilizedby himself. It’s a big step.” In the United States,is the weakest.14

ambassadors to train senior citizens through one-

where roughly 6 million individuals have dementia,

to-one personalized coaching and small groups.

8transit 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

9

11

12

13

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

Location/geography-specific services

bec launched a smartphone app to help citizens

In most countries, economic prosperity is unevenly

with special needs, such as autism or intellectual

distributed geographically. Some regions blossom,

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

while others stagnate in comparison. To address

free legal aid via videoconference for rural villagers.16

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.

10

workforce development.15

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councils in the northern states of Uttar Pradesh

service until recently. Tribal officials reached out toEvent-based services

and Bihar, and then rolled out across the rest of

the state government, which connected them with

Life-event service delivery is triggered by an

the country. The service is expected to eventuallySpaceX’s Starlink team to discuss accessing its new

event experienced by constituents, such as the

be available in 22 languages. Hundreds of village

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

17

18

22

23

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.19
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
20connectivity in rural and mountainous regions
much more feasible. The Hoh Tribe of western
21

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."24

users.25 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.26
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.27
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 intelligence28

administering an estate. “Tell Us Once” notifies

citizens to apply for benefits, make payments,

program AuroraAI, which continues to evolve,

up to 30 different services, saving the government

register a birth, file taxes, renew a passport, anduses both personal data and population-level data

an estimated £20 million a year in vestigial benefit

access other government services through voice

to provide proactive, seamless services based on

payments, and saving the bereaved time and effort.

29

commands. As the government’s chief data officer

life events.35 The program might suggest popular

According to one study, 98% of citizens surveyed

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

classes to a worker needing retraining, or show

felt favorably about their experience of the “Tell Us

It will offer personalized information based on thecollege applications to a graduating student.36

Once” service.30

user’s data and proactively contact citizens toremind them when tasks require their attention.33

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.37

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 from31

34

comfortable with departments sharing that data.

office to office.

32

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

2022.42 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

won’t match the interlocking needs of individual

three Australian citizens surveyed would be morebusinesses, earning a customer satisfaction rating

users. A family dealing with poverty may need

likely to use government websites if they were betterof 90%. The registration process for business,housing assistance, financial assistance, andtailored. Four-fifths of the respondents would be

which once required a four-week wait, now takes

help with finding a job, but the various agencies

willing to use a personalized service.

less than 10 minutes.

charged with delivering these services typically

38

39

43

44

Moving 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.

40

41

45

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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TREND 5

Back-office innovations improving
mission performance

Government back-office functions and processes are moving beyond automations and internal efficiency
Sam Kapreilian, Aprajita Rathore, Jean Gil Barroca, Joe Mariani, and Pankaj Kishnani

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Introduction

While shifting how government agencies procure

Entire industries have grown up around some toolsof delivering services to citizens, it also forces

to improve back-office operations. Data analytics

organizations to work in new ways. As changes to

The mindset that places a wall between front

is its own field, cloud technology conferences areback-office systems—from procurement to humanoffice and back office won’t survive. Agencies

now a staple in major cities around the world, andcapital to technology systems—enable mission

should view back offices as mission-enabling

automated processes operate like engines in theinnovation, they require back-office and line-of-offices that are key to achieving an organiza-

background of the digital economy. As both back-of-

business leaders to work together to quantify thetion’s mission.

fice and mission tasks center more on information,

value of innovations in new ways.

can allow them to create fundamentally new ways

many government organizations are finding that

Walls coming down••

Barriers between back office and front office:Barriers between legacy and new technol-back-office innovations not only improve efficiency

These changes can be challenging, but by working

ogies: Numerous legacy systems underpin

but can also have considerable mission benefits.

with the right partners and keeping mission out-

key government services, and not all systems

comes in mind, government can incorporate newneed to be replaced. One key to both back-of-

Technology is just one factor turning the backtools to help make operations more efficient andfice and mission innovation is harmonizing

office into a launchpad for better service delivery.

missions more effective.

technology, both new and old.

Investments in cloud data storage not only improvethe efficiency of the IT function but can also makemission data available to decision-makers in new
ways. New recruiting approaches can attract workers
with critically needed skills.

Technology is just one
factor turning the backoffice into a launchpad for better
service delivery.

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By the numbers: Back-office innovations improving mission performance
Most executives across the globe are using Al to improve both front-end
and back-end systems

Cloud is a foundational technology enabling back-office innovations
to have a mission impact

Federal/central

The US federal government has exponentially increased cloud spending
on integrating APIs into workflows while it also continues to spend on
cloud-native applications and development

60%

State/province

64%

Local

64%

Spending on integrating APIs ($USM)

Spending on cloud native applications ($USM)

29

735

FY19

But governmentorganizations havestarted to integrate newtechnologies in theirbusinesses processes

84%
respondents invest
in integrated
technologies

46

896

FY20
105

955

FY21

However, many leaders still view internal
efficiency and mission outcomes as two
separate modernization goals

15%of leaders view enabling
mission outcomes as amodernization goal25%of leaders view internal
process efficiency as amodernization goal

Sources: Edward Van Buren et al., Scaling AI in government: How to reach the heights of enterprisewide adoption of AI, Deloitte Insights, December 13, 2021; Bloomberg Government; Deloitte analysis.
deloitte.com/insights.com

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Trend in action

the time taken to process grant application fromfor staffers to evaluate.6 The back-office task of

2–3 weeks to less than a day, ultimately accelerating

reading manifests not only speeds processing, but

Back-office innovations and mission
tasks are converging

NIH’s core mission of making scientific discoveries.

3

also helps protect Canada’s air, rail, and other freight.

As both mission and back-office tasks become

Identify risks: Transport Canada, the department

Improve service delivery: Trelleborg, Sweden, has

increasingly data-focused, improvements to one

responsible for regulating transportation, receives

used AI to automate various social assistance deci-area can benefit the other. Many government

nearly one million preload air cargo records a year.

sions. The automated decision-making system hasagencies across sectors are using data to innovate

It began requesting these records after authorities

reduced the time to process applications for homeback-office functions to allocate resources, identify(acting on a tip-off) intercepted two bombs hidden

care and sickness and unemployment benefits fromrisks, and improve service delivery.

inside LaserJet printers shipped in 2010. Transport

10 days to less than 24 hours. Caseworkers review

Canada hoped to identify other potentially danger-

applications the system rejects to ensure the AI

Allocate resources: Components within the US

ous cargo early. Reading manifests by hand simply

has not made an incorrect decision.7

National Institute of Health (NIH), the biggest funderwouldn’t work.5

4

Reimagine operations: Cascais, Portugal, reimag-of biomedical research in the world, deployed artificial intelligence (AI) to assist in assigning grant

An AI tool came to the rescue. Using previous air

ined its operating model through digital twins by

applications to appropriate review groups. Prior tocargo records and the results of manual risk assess-integrating data from multiple verticals, ranging

this, staff would manually read applications to sortments, Transport Canada trained an AI model tofrom health and transportation to energy andthem by scientific discipline—a process that tookrank cargos by likely level of risk. In parallel, they

public infrastructure. Implementation of theirseveral weeks and delayed the referral process.

trained it with natural language processing to sortsmart waste-management system combined with

The AI tool scans an application’s text, title, andcargo into meaningful categories. Combining these

real-time traffic data allowed the city to optimize

abstract and assigns it to an appropriate groupcapabilities, the tool collects detailed cargo data,

routes, identify best times to collect waste, andwith 92% accuracy. This innovation has reduced

detects anomalies, and identifies unusual patterns

reduce operating costs by 40%.8

1

2

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Breaking down barriers between
back-office and mission innovation
changes how value is createdthe program also saves the UK government £20

to the value they create, increasing time savings

million annually.

and reducing backlogs. In 2016, Azerbaijan auto-

Governments are recalibrating. To make the most

Saving money is not the only way to quantify thecases. Just as some automatic processes must beof new technologies, back offices should stream-value of an innovation. Breaking down the barriers

integrated with current back-end systems, this one

line workflows. A Deloitte AI survey revealed thatbetween back office and mission also mean that

had to be integrated with the legal system. New

organizations that have significantly changed

improvement to mission can be an important way

legislation was needed to allow for electronic filingworkflows are 36% more likely to achieve desired

to quantify the value of an innovation. For example,of court documents and centralized management

outcomes from their AI projects.

moving to an intelligent digital process helped theof those cases. With that legislation in place, theUS Department of Education improve the application

pilot could proceed, and the average time to clear

The United Kingdom’s “Tell Us Once” program allows

process for student aid. The redesigned back end

a case dropped from three days to one.12

residents to notify tax authorities, the passport

allowed students to pull tax information directly fromoffice, local governments, and benefits programs

the Internal Revenue Service systems and include

with a single click, instead of notifying each agency

it in the application. This redesign was designed to

These shifts change how work is done
and who is doing it

separately. The program rests on a new application

simplify the process, increase accuracy, and reduce

Governments can tap into external ecosystems toprogramming interface (API) that allows for the

improper payments. Furthermore, the application

reimagine their back office. Many of the capabilities

sharing of information between agencies while stillsaves students’ personal information, so they don’t

and infrastructure to support data-driven decisions

preserving citizen privacy. But this new technology

have to reenter it when they apply the next year.

may reside outside of government.

processes within each agency to take advantage of

But new innovations creating value in new ways often

During the pandemic, demands on government ser-it. The benefits of such changes may be far-reach-

won’t work with old business processes. Rather,

vices increased and changed how citizens requested

ing. Not only can it reduce citizens’ efforts, but

creating new processes can better fit innovations

those services. People applied online for services

910

mated a system to clear 165,000 uncontested court

11

needed to be complemented with new businessBack-office innovations improving mission performance

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they used to wait in line for. Many government

candidate documents. It ultimately is designed toagencies turned to the private sector to upgrade

help multiple agencies reduce the time and cost

their technology systems to meet demand. In our

to hire talent.15

2021 global digital survey of government officials,
85% of respondents said that collaborating withEngaging the right partners can also reduce the risks

external partners positively impacted their agen-of modernization. The US Food and Drug Adminis-cies. More than 80% also indicated the same fortration (FDA) used a managed-services approach

the use of contractors.

to automate its highly complex and manual invoice

13

processing. The FDA used RPA bots to input data
VITAL, a government shared-services agency inand perform calculations on the invoices, some ofSingapore, is launching a cloud-based platform

which were 50 pages long with more than 500 linethat would make robotic process automation

items. The bots sped up the process and reduced(RPA) a norm for finance, HR, and procurementhuman error. The automation is designed to help

services. Agencies are expected to be able to use

the agency meet governmentwide objectives ofthe platform to generate reports from extracted

modernization, improve transparency, and account-data, send automated notifications, and reconcile

ability to Congress and taxpayers.16 The FDA’s

data and information through software bots.14 For

choice to use managed services meant that it could

recruiting, VITAL partnered with an external AI

quickly deploy the bots without having to train orprovider to enhance the existing process. The AI

hire a dedicated workforce. The managed-service

solution can help agencies incorporate inclusive

contract also covers continuous maintenancehiring processes by masking personal information,of software and retraining of bots to respond toautomate screening and matching, and verify

future conditions.17

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Resettlement agency uses AI for refugee placement
Some host countries receive tens or even hundreds of thousands of refugees for permanent resettlement each year. Administrators or reception staff thendecide in which communities to place them, based on available housing or predefined allocation rules.
The Hebrew Immigrant Aid Society (HIAS), a refugee resettlement agency, teamed up with researchers at the University of Oxford, the University of Lund, and
the Worcester Polytechnic Institute to repurpose existing administrative data to improve refugee placement.18 The team built an AI-based tool to recommend
areas where refugees are more likely to find employment.19
The tool applies machine learning methods to find patterns in a large data set of all placements that HIAS had collected over the past decade. The algorithm
can pick out the characteristics of refugees that make them likely to find employment in particular communities. It also considers that communities have thecapacity to meet the specific needs of refugees. This isn’t just housing. If refugees speak only Arabic, then the tool would place the refugees in communities
where at least some support staff speak Arabic. By breaking down the barriers between back-office data and mission goals, the tool has boosted employment
chances by at least 30%.20

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•

Moving forward
•

09

•

Don’t try to do it all alone; take advantage

agencies store data on fragmented legacyof partners’ expertise: As technology and

See all investments through a mission lenssystems. Integrating data across agencies

data augment back offices, agencies shouldfrom the start: Build the back office by apply-

can multiply its benefits and interagency

look to partners to reimagine what this quiet

ing a mission lens to investments.

policies.

engine of productivity can do.

21•

Overcome siloed technology systems: Many

See the mission in everything: A mindset that•

Innovation is more than just new technology:

takes the back office for granted may prevent

Innovation requires redesigning processes

growth. It should not be a static cost center.

that can adapt to new technology. Dropping

To break the mold, the back office should bea new software on top of legacy systems won’t

run like a business, measuring performancecut it. Assess your current manual workflows

and assessing outcomes against set perfor-and decide what changes need to be mademance metrics.

before digitizing the workflows.

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My takeDennis Lui
Chief executive, VITAL, Ministryof Finance, Singapore

09

robust. We are a pioneer adopter of robotics process

VITAL is developing central infrastructure, using a

automation (RPA) in public service. RPA application“build once, use by many” approach. If each of thehas helped us reduce manual effort, human errors,

100 public service agencies tried to develop its own

and turnaround time substantially. This translates

tools, it would take hundred times the effort. We

to delivering more effective corporate services toare creating a cloud-native automation platform to

the public service agencies that we serve.

allow agencies to access best of breed automation
tools without having to dedicate time or staff to

Leveraging technology for corporate services
transformation—the VITAL experience

In 2020, VITAL was entrusted with a new role as

VITAL is Singapore Public Service’s central agency

and administrative services. VITAL’s ambition is

These new automation tools will augment rather

for corporate shared services. We serve over 100

to scale up the adoption of automation acrossthan replace our workforce. The workforce of theagencies and more than 100,000 public servants.

Singapore Public Service. VITAL is now a platform

future would be “citizen developers”—using low-code/

Our staff strength is approximately 500—almost

for corporate services innovation. We actively seek

no-code applications to develop and maintain their

3% are persons with disabilities. We aggregate andopportunities to partner with policymakers, public

own bots and workflows. The bots will do the heavytransform common corporate services in areas

service agencies, and vendors to help transform

lifting while officers can become “supervisors of bots,”such as human resources and payroll, finance,

the delivery of corporate services. For instance,with a focus on continuous process improvements,

and procurement to achieve economies of scale,

we are harnessing artificial intelligence and ma-

exception handling, and other higher-value–added

improve efficiency, strengthen governance, andchine learning recruitment technology for process

tasks. However, to become “citizen developers,”enhance service quality.

automation and better decision-making, enabling

significant investment in human capital is required.

data-driven insights for a more effective end-to-end

Therefore, VITAL is sending all our staff back torecruitment process.

school—to be equipped with either a certificate or a

VITAL is constantly exploring new technologies tomake government services even more efficient andbuild them on their own.22

the robotics and automation lead in corporate

specialist diploma in data analytics, RPA, and design
thinking.
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To conclude, the application of robotics and automation is not just enabling VITAL to provide public
service agencies with more effective and efficient
services; the core of our purpose is to equip andempower our people by giving them the tools andopportunities to move up the value chain. VITAL will
become an engine of transformation for Singapore
Public Service.

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Endnotes
1.

ACT-IAC Institute for Innovation, Harnessing life events
to connect citizens and services: An innovator’s guide,
December 2015; Mary Ann Monroe, “Government
services through a life events approach,” Digital.gov,
February 15, 2020.

Patti Brennan, “How NIH is using artificial intelligenceto improve operations,” National Library of Medicine,
November 19, 2019; also see, National Institutes of
Health, “Assisted referral tool (ART),” accessed
February 13, 2023.

11.

2.

Brennan, “How NIH is using artificial intelligence toimprove operations.”

12.

3.

Ibid.

World Bank Group, Automating processing of uncontested civil cases to reduce court backlogs in Azerbaijan, accessed February 13, 2023.

4.

Jamie Berryhill et al., Hello, world: Artificial intelligenceand its use in the public sector, OECD and Observatoryof Public Sector Information, November 2019.

13.

William D. Eggers et al., Seven pivots for government's
digital transformation: How COVID-19 proved theimportance of "being" digital, Deloitte Insights,
May 3, 2021.

5.

Ibid.

14.

6.

Ibid.

7.

Gianluca Misuraca and Colin van Noordt, AI watch:
Artificial intelligence in public services, European Commission Joint Research Centre, 2020, pp. 43–44.

Luke Cavanaugh, “Opinion: The Malaysian government’s overabundant app development is a reminderof digital government’s longevity challenge,” GovInsider
Asia, September 19, 2022.

15.

X0PA AI, “VITAL partners X0PA to make hiring processes more effective and efficient,” VITAL Shared Services,
September 1, 2021.

16.

Deloitte, “RPA on a grand scale at the FDA,” Wall Street
Journal, February 18, 2020.

Edward Van Buren et al., Scaling AI in government: How
to reach the heights of enterprisewide adoption of AI,
Deloitte Insights, December 13, 2021.

17.

Ibid.

18.

University of Oxford, “Using AI to improve refugee
integration,” news release, October 3, 2018.

Michael Deeble and Richard Nurse, “100% coverage, anincrease in online users and award nominations for Tell
Us Once,” Department for Work and Pensions,
July 17, 2020.

19.

Observatory of Public Sector Innovation, “Annie™
MOORE (Matching for Outcome Optimization andRefugee Empowerment),” September 16, 2020.

8.

9.

10.

Miguel Eiras Antunes, Jean Gil Barroca, and Daniela
Guerreiro de Oliveira, Urban future with a purpose: 12
trends shaping the future of cities by 2030, Deloitte,
accessed February 13, 2023.

20. Ibid.
21.

Paul Rogers and Hernan Saenz, “Make your back officean accelerator,” Harvard Business Review, March 2007.

22. Ming En Liew, “Singapore government agency launches
automation platform for whole of government,” GovInsider, September 23, 2022

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Acknowledgments
The authors thank Apurba Ghosal for driving the research and development of this trend as well as William D. Eggers for his insights and thoughtful feedback on
the draft. They would also like to thank Meenakshi Venkateswaran for her help in designing the graphics of the article.

About the authors
Sam Kapreilian

Aprajita Rathore

Jean Gil Barroca

skapreilian@deloitte.com

aprathore@deloitte.com

jbarroca@deloitte.pt

Sam Kapreilian is a principal in Deloitte Consulting

Aprajita Rathore is a principal with Deloitte Con-Jean Barroca is the Global Public Sector Digitaland serves as Deloitte’s senior relationship leader

sulting LLP with more than 20 years of experience

Modernization leader, working closely with Deloittewith NASA. He also has responsibility for Deloitte’s

helping Fortune 100 organizations transform the

Public Sector leaders across the world to help

managed services marketplace across government

delivery and operations of their enterprise functions

develop and deploy solutions and assets to support

and public services. For more than 25 years, heto drive sustainable efficiency gains and long-term

the public sector in its digital modernization phase.

has driven dozens of large-scale, mission-focused

capability-building. She has advised global CxOs

Barroca is also Synergy’s general manager, working

programs spanning across the Global 1000 andacross industries on navigating their journeys, fromwith clients globally to support their Smart City andpublic sector. He specializes in helping clients

strategy-setting through successful execution,

Future of Mobility initiatives.

bring innovation and advanced technologies tocreating long-term impact that sticks. She currently

their operations as they execute their outsourced

leads the Enterprise Services Transformation andand cosourced strategies.

Shared Services practices for the government andpublic sector.
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Joe Mariani

Pankaj Kishnani

jmariani@deloitte.com

pkamleshkumarkish@deloitte.com

Joe Mariani is a senior research manager withPankaj Kishnani is a research specialist with the

Deloitte’s Center for Government Insights. His

Deloitte Center for Government Insights. He

research focuses on innovation and technology

specializes in emerging trends in technology andadoption for both national security organizations

innovation and their impact on the public sector.

and commercial businesses. His previous work
includes experience as a consultant to the defense
and intelligence industries, high school scienceteacher, and Marine Corps intelligence officer.

Back-office innovations improving mission performance78

TREND 6

Regulation that enables innovation

To catalyze innovation, government regulatory agencies can encourage investment, streamline
regulation, and set standards to promote industry best practices
William D. Eggers, Sam J Walsh, Carsten Joergensen, and Pankaj Kishnani

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Introduction

09

ensuring regulations don’t discourage innovationand growth.

Traditionally, regulators aim to mitigate social, economic, safety, and environmental risks for consumers

Wind energy projects, for example, struggle to thread

while ensuring fair markets. As sweeping changes

this regulatory needle. Many wind farms worldwide

in technology alter the regulatory environment,

are stuck in the permitting process. Only 19% andregulators increasingly aren’t just reacting—they are

21% of planned projects are under construction

being proactive, anticipating innovations and evenin Europe and the United States respectively.1 The

encouraging them. In an era where AI diagnoses

South Fork Wind project off the coast of Rhodesymptoms of diseases, climate change poses an

Island, proposed in 2015, started its permitting

existential risk, and technology-based businessprocess under The National Environmental Policy

models can rise and fall within days, regulators

Act (NEPA) more than four years ago and remains

are anticipating and preparing for change more

undeveloped.2 The Environmental Impact Statement

than ever.

process lasted nearly three years and required a
bevy of permits related to fisheries, endangered

Regulatory agencies are being called upon to

species, clean water, and clean air.3

not only protect consumers from the negative
effects of technology and economic shifts, but

Regulatory agencies worldwide are adapting toalso to help catalyze innovation in areas such asthese tensions. Strategies include clarifying risks

climate sustainability and AI ethics. The twin roleto encourage investments, incentivizing innovation,

creates a strategic tension for regulators: protecting

streamlining regulation, and setting standards that

consumers and citizens through regulation while

promote industry leading practices.

Only 19% and 21% of planned
projects are under constructionin Europe and the United States
respectively.
Regulation that enables innovation

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Walls coming down
•

09

•

Pace vs. effective regulation: Effective reg-•Higher protection for consumers vs. lower

ulation doesn’t necessarily require years of

regulatory requirement: Agencies can cut

Innovation vs. consumer safety: The safety ofdrafting regulations. Soft law instruments,

red tape while maintaining consumer pro-consumers shouldn’t come at the expense ofsuch as guidelines and standards, can rapidly

tections. Digital technologies can streamline

innovation. Regulators are deploying several

adapt to new business models.

regulatory processes; and regulators cantools, such as sandboxes and accelerators, toproactively engage with regulated entities toRegulated entities vs. regulators: A custom-develop standards and guidelines that pro-environment conducive to new technologies

er experience lens and risk-based regulations

tect consumers from risks but at the sameand new business models (see infographic,

can improve the relationship between busi-

time do not put unnecessary burden on

By the numbers: Regulation that enables in-nesses and regulators.

regulated entities.

ensure consumer safety while promoting an•

novation).

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By the numbers: Regulation that enables innovation
Fintech regulators are adopting innovative regulatory
initiatives to create a conducive regulatory environment
and improve oversight

Regulators globally have embraced sandboxes
as a regulatory instrument to test innovative
business models

Introduced new initiatives or accelerated planned
regulatory initiatives

East Asia and Pacific19

Europe and Central Asia

18

Leveraging suptech

58%

Innovation office

56%

Regulatory sandbox

52%

Financial regulators are also using technology(suptech) to become more data-driven andproactively monitor risks
Number of suptech initiatives in 30+ countries
In development

36

Experimental
Operational

34
29

Africa9

Middle East and North Africa

8Latin America and Caribbean

7

North America

6South Asia

5

Energy sector sandboxes
Implemented

In progress

•
•
•
•
•
•

•
•
•
•

Germany
ItalySouth Korea
The Netherlands
Singapore
The United Kingdom

Austria
FranceNorwaySwedenRegulatory innovation offices acrossthe globe
Innovation offices
Australia
Austria
BahrainBelgium
CanadaCyprusDenmark
Estonia
FinlandFranceGermany

Hong Kong
Hungary
IcelandIndonesia
Ireland
Italy
Japan
LatviaLiechtenstein
Lithuania
Malaysia

The Netherlands
NorwayPolandRomania
Singapore
Spain
SwedenSwitzerland
ThailandThe United Kingdom
The United States

Regulator/central bank–linked accelerators
Abu Dhabi
Bahrain
Dubai
FranceHungary
Portugal
Singapore
South Korea

Note: Suptech is supervisory technology that helps agencies to support supervision using innovative technologies.
Sources: World Bank and Cambridge Center for Alternative Finance, The global Covid-19 FinTech regulatory rapid assessment study, accessed February 10, 2023; World Bank, “Key data from regulatory
sandboxes across the globe,” November 1, 2020; ISGAN, Innovative regulatory approaches with focus on experimental sandboxes—casebook, May 2019; Simone di Castri et al., FSI Insights on policy
implementation no. 19: The suptech generations, Financial Stability Institute, October 2019; UNSGSA, Early lessons on regulatory innovations to enable inclusive FinTech: Innovation offices, regulatory
sandboxes, and RegTech, accessed February 10, 2023.
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Trend in action

A Bank for International Settlements study ana-

top countries ready for accepting and implement-

lyzed how entering the United Kingdom's fintech

ing AVs.10 The country has gradually opened public

Encouraging investment by clarifying or
mitigating risks

regulatory sandbox affects fintech firms’ ability

roads spanning more than 1,000 km to AVs.11

Stakeholders rely on regulations to set expecta-

witnessed up to a 15% increase in capital raised.6

tions for risks. Regulatory uncertainty, on the otherThe sandbox reduced regulatory uncertainty, helped

Promoting innovation for regulators andfunding innovators

hand, could foster distrust among consumers, limit

firms bake in appropriate safeguards, and reduced

Regulatory agencies must evolve to adapt to inno-

investments, and can even endanger markets. The

expenditures on regulatory consulting.

vative new business models. Regulatory innovation4

to raise funding. Firms selected for the sandbox

7

recent implosion of a cryptocurrency exchange left

requires experimenting with new approaches, suchmany wondering if tighter regulations could have

Singapore’s regulatory sandbox that aims to mitigate

as sandboxes, and a shifting mindset that calls forprevented disaster.

risks around autonomous vehicles (AV) has beenprotecting the public while ensuring sustainableattracting investment to the city-nation. The launchmarket growth. Adopting regtech technologies

Regulatory tools, such as sandboxes, can provideof Singapore’s AV sandbox in 2015 attracted many

that improve oversight and enforcement can pro-increased certainty to regulators and regulated

foreign AV players. In 2017, Singapore introduced

mote regulatory innovation. For example, Denmark

entities. Sandboxes are safe testing environments

traffic rules to regulate AV trials. Key requirements

aims to develop digital-ready legislations that are

in which innovators can see their inventions playincluded mandatory liability insurance, installationinteroperable and less burdensome for public

out with certain regulatory leeway and appropri-of a data recorder, a safety driver, and obligation toadministrators and businesses.12 The country requires

ate consumer protections. The use of such tools

report malfunctions. Singapore set up a testing center

every new legislation to go through a digital-readysignals to investors that regulators are inclined toto assess AV capabilities before allowing new tech on

assessment.13

support innovation but will closely watch how thethe road.8 Engineers train public transit AV at the same

market develops.

facility.9 Singapore is counted among the world’s

5

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Encouraging such innovations is the purpose of

Similarly, governments can also fund innovators,

manages US$35 billion of debt and loan guar-

the UK Regulators’ Pioneer Fund. The fund invests

especially early-stage R&D in promising areas

antees (see section, How US Department ofin regulatory projects which encourage businessthat might be too high risk for private investors.

Energy catalyzes innovation for clean energy).20

innovation, investing up to £10 million between

Government’s many funding tools include grants,

Morocco and Israel allow startups to choose

2018 and 2022. Care Quality Commission, thechallenges, prizes, loan guarantees, advanced

financing either as a refundable grant or equity

UK’s regulator of social and health care services,purchase agreements, and in some cases, direct

investment.21

received funding to test its sandbox ideas, engage

equity. Government financing propelled the researchstakeholders through open discussions, and set

and development (R&D) of COVID-19 vaccines andinnovation principles as a guidebook for future

helped assure businesses that they could invest in

Incentivizing businesses to invest in andconsumers to adopt innovations

regulatory experiments.

vaccine production.18

Incentives shape markets. Regulators can incen-

14

15

tivize investment in innovations through a slew ofWhile the United Kingdom funds regulatory inno-

Similar grant mechanisms have also been used forvations through the Pioneer Fund, Australia funds

green energy and climate funding. The Swedishbusinesses through challenges and grants toEnergy Agency has supported 250 startups with

The growth in Norway's electric vehicles (EV)encourage regulatory innovation. One startup, withapproximately US$100 million in grants. The agency

market has been buttressed by policy incentives.

a grant from the Business Research and Innovation

grants up to US$770,000, depending on stages

In 2021, nearly 65% of cars sold in Norway were

Initiative, developed an AI-powered, sensor moni-of development, from concept development toEVs.22 By 2025, the country aims to reach 100%.23

toring system to monitor the health of exportableviable pilot.19

The government’s car tax system incentivizes thislivestock. Another startup developed language

direct and indirect tools.

transformation. Low emission cars are exempt from

16

processing solutions to analyze disclosures ofGovernment agencies and regulators can alsopurchasing and vehicle registration tax, import tax,

listed companies in real-time. Another grant-funded

use loans, loan guarantees, and direct equity toand annual road traffic insurance tax. EVs also enjoy

innovation will allow regulators to perform more

boost innovation. The US Department of Energy

reduced tolls, subsided parking, and access to bus

accurate asbestos testing.

17

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lanes. Norway also has in place the “polluter pays”

public road with dynamic re-routing of AVs (asprinciple, where high-emission vehicles pay more

opposed to fixed routes) and a chance to test

Endorsing and setting standards todrive growth and convergencetaxes than EV owners.

AVs under real-life adverse weather conditions

Standards contribute to flexible, agile policymak-

such as rainfall, snowfall, and fog. If success-ing.33 Standards also encourage collaboration, allow

Charging infrastructure has kept pace with EV sales.

ful, the project is expected to act as a blueprint

technologies to interface with each other, and giveIn 2015, the Norwegian government subsidized

across Germany.

consumers accepted baselines of quality. They can

24

28

29

a push to construct a charging station every 50

be a powerful tool.

kilometers along main roads, resulting in 21,000

Likewise, Germany's Energy Agency (Deutschecharging stations across Norway in 2022.

The

Energie-Agentur) launched the Start-Up Energy

The introduction of the Global System for Mobile

country also passed legislation empowering people

Transition (SET) awards in 2017. The top 15 finalists

Communications (GSM) standards representswith the “right to charge,” including those living inreceive promotional videos and introductions toa major success story in standard setting. Theapartments and buildings—giving them the rightpotential customers, investors, and corporate

European Telecommunications Standards Instituteto access charging stations.

partners. Since 2020, SET has also added an(ETSI) defined protocols for telecom operators andelement called SET Mentoring that allows start-

telecom equipment manufacturers. GSM madeSome regulators are going far beyond financial

ups to get their business models reviewed by thetechnologies interoperable, saved development

incentives. The German government is funding

energy agency. When engaging with businesses

and production costs, and allowed users to roam

the KelRide, an on-demand autonomous electricand offering advice, regulatory agencies should

freely across the globe.34 The GSM, first launchedvehicle (AEV) ridesharing project for public trans-

guard against “regulatory capture.” Keeping sepa-

as European standards and then adopted glob-

portation. Though the funding is sizeable, the key

rate teams for regulatory and advisory functions,ally, currently has more than 5 billion unique

attraction noted of the project is an ecosystemproviding equitable participation platforms, andmobile users.35

of stakeholders and an AEV testing environment.

reforming internal decision-making processes, can

The project allows electric AVs to run on a 14 km

help agencies prevent regulatory capture.32

25

26

27

30

31

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Australia has also recognized the issue. The 2022-23

first created in the United States and issued every

Australian budget provides AUD$139.6 million to

dence: Proactively mitigating risks in markets

36

two years, has been adopted in over 140 countries.

advance environment law reform. This includes

such as AVs and fintech can protect consum-

The standards improve safety, prevent accidents,

AUD$10 million for a single touch system to remove

ers, encouraging consumer confidence.

and mitigate adverse environmental impacts by

the patchwork approval process at the federal,

avoiding leaks.

state, and local level.41 The on-time decisions have37

As emerging business models mature, we may see

40

technologies under metaverse.38•

Experiment and innovate: To promote agil-

markedly improved, from 21% in December 2019 toity, regulatory agencies should experiment

83% in June 2022.

with new regulatory approaches to catalyze

42

agencies setting standards to prevent online harms,
protect privacy, and encourage convergence of•

Mitigate risks to increase consumer confi-

Similarly, the Boiler and Pressure Vessel Code (BVPC),

innovation.

Moving forward•

Catalyze ecosystem to bring innovation from

Streamlining regulatory processes

lab to market: Regulatory agencies should

Long delays involved in permitting infrastructure

catalyze stakeholders, including researchers,

projects can be frustrating. This is particularly

academia, industry, and philanthropies, toproblematic for green infrastructure given manybuild self-sustaining markets.

countries are committed to move towards green
energy. In the US, an Office of Management and•Use soft laws to drive convergence: Soft laws

Budget-led effort to shrink those delays reduced

such as industry guidelines, codes of conduct,

the average time needed for obtaining a permitand standards can help regulators drive con-from 4.5 years to 2.5 years, a 45% reduction thatvergence, enable interoperability between

saved billions of dollars.

different products, and set quality standards.

39

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How the US Department of Energy catalyzes innovation for clean energy
The US Department of Energy (DoE) has prioritized incentivizing clean energy technology. DoE appointed its first chief commercialization officer in 2018 toensure that technologies developed in national labs are commercialized for the American people.43 The DoE recognizes that funding is not enough to catalyze
innovations. It also acts as a partner, regulator, and convenor to encourage businesses to innovate in clean energy.
•

Funder: DoE funded projects include the small business innovation research (SBIR) program, technology commercialization fund, and the Advanced Research Projects Agency-Energy (ARPA-E).44 DoE's funding is not limited to early-stage R&D. They have issued over US$35 billion of loans and loan guarantees
for 30+ large-scale energy projects.45•

Partner: The Lab Partnering Service (LPS) is a collection of online services that connect businesses to information on leading specialists, successful innovations, and patents across the DoE and national labs.46 DoE’s American-Made challenge even offers startups vouchers to access DoE’s 17 national labs.47•

Convenor: The LPS also connects investors and innovators. The National Renewable Energy Laboratory's (NREL) Innovation Incubator program, funded byprivate philanthropies, assigns a researcher to each startup. The researcher guides them through the capabilities of the lab and its network of researchers,
investors, and industry partners.48•

Regulator: DoE sets energy efficiency standards—another catalyst for innovation. The DoE authorized an industry council to create uniform standards
for low-emissivity windows. Some states mandated the standards, which substantially increased demand for such windows. The construction industry
benefited, not to mention power grids and consumers.

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My takeScott Streiner

09•

Facilitating the efficient and effective iden-

industry and consumer group representatives,tification and correction of instances ofand virtual and public sessions across the country.

noncompliance
While the Air Passenger Protection Regulations

Scott Streiner, former chair and CEO,
Canadian Transportation Agency

This ambitious project was completed in three years.

were criticized by some airlines for going too far(CTA), 2015–21, now senior advisor,

It resulted in the elimination of some requirements

and some consumer advocates for not going far

Deloitte Canada

and simplification of others to reduce complianceenough, they spurred adoption of a range of inno-

burdens and allow transportation companies tovative techniques by industry to keep passengers

Reforms in regulatory mechanisms to ease theway for citizen-centered innovation

operate with greater agility. For example, the need

informed in real time when flights were delayed,for the CTA to approve code-share agreements

to track luggage, to process compensation claims,

In 2016, the Canadian Transportation Agency

between airlines was removed and the advanceand the like.

(CTA)—a quasi-judicial tribunal and independent

notice airlines need to provide for certain leasing

regulator—launched a regulatory modernization

arrangements was shortened from 45 to 15 days.

Alongside new rules for consumer protection, the CTA
enacted groundbreaking Accessible Transportation

initiative that involved a comprehensive review
of all regulations made and administered by the

The initiative also produced a common set of airfor Persons with Disabilities Regulations aimed atorganization. The initiative’s goals were:passenger rights for the first time in Canada. Giveneliminating barriers for travelers with disabilities.

•

Ensuring that industry’s obligations are clear,

the high level of interest sparked by this compo-

Based on feedback from disability rights groups andpredictable, and relevant to a range of existingnent of the initiative, the CTA used a creative mix

the broader industry, these regulations were madeand emerging business practicesof methods to allow stakeholders and the broader

relatively prescriptive to avoid debate about complex

public to have their say: traditional written submis-

technical specifications—but critically, they wereSeeing that the demands associated withsions, online questionnaires, randomized surveys

accompanied by a legislative provision allowing

compliance are only as high as necessary toof travelers in airports, bilateral discussions with

the CTA to exempt a company from a particular•achieve the regulations’ purposes
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requirement if the company has a different way ofachieving equivalent or better results.
That provision was designed to facilitate innovationby allowing transportation providers to develop andimplement new technologies and approaches for
ensuring accessible travel without running afoulof the rules. This strategy for reconciling detailed
requirements with scope for innovation may be
worth considering in other regulatory contexts.
The CTA was under no obligation to undertakesuch fundamental and sweeping regulatory reform.
But it recognized that the status quo, while notintolerable, was far from optimal; so, it decided
to be a catalyst for change—a choice more andmore regulators are making as business models
and public expectations rapidly evolve.

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Endnotes
1.

Nick Ferris, “Data Insight: The Permitting Problem for
EU Wind Farms,” Energy Monitor, April 5, 2022.

2.

Sanjay Patnaik and Rayan Sud, “How Does Permitting
for Clean Energy Infrastructure Work?,” Brookings,
September 28, 2022.

12.

Agency for digital government, “Digital-ready legislation,” accessed on January 20, 2023.

3.

Ibid.

13.

4.

Gregory N. Mandel, Regulating Emerging Technologies,
Temple University Beasley School of Law, April 8, 2009;
Daniel Kuhn, “The Role Regulators Played in the FTX
Fiasco,” CoinDesk, November 11, 2022.

William D. Eggers et al., Government Trends 2021,
Deloitte Insights, March 4, 2021.

14.

U.K. Department for Business, Energy & Industrial
Strategy, “Regulators' Pioneer Fund: round 3,” July 21,
2022.

5.

6.

Carla Mozée, “Everyone is wondering if better regulation could have prevented FTX's collapse. The answer isboth yes and no,” Business Insider, November 20, 2022.
Giulio Cornelli, Sebastian Doerr, et al., Inside the Regulatory Sandbox: Effects on Fintech Funding, Bank forInternational Settlements, November 3, 2020.

7.

Ibid.

8.

Si Ying Tan and Araz Taeihagh, “Adaptive governanceof autonomous vehicles: Accelerating the adoption of
disruptive technologies in Singapore,” ScienceDirect.
com, April 2021.

9.

10.

Abigail Ng, “Singapore has big driverless ambitions andthe pandemic is unlikely to stop them,” CNBC, September 21, 2020.
Dale John Wong, “Singapore ranked world's 4th mostready country for self-driving transport,” Mashable SE
Asia, November 18, 2021.

11.

Si Ying Tan and Araz Taeihagh, “Adaptive governanceof autonomous vehicles: Accelerating the adoption of
disruptive technologies in Singapore.”

15.

Kantar, “Regulators’ Pioneer Fund Evaluation,” accessedon January 20, 2023.

16.

The Hon Angus Taylor MP, “Businesses to test greatideas to cut regulatory burdens,” January 21, 2022.

17.

The Hon Angus Taylor MP, “Businesses to test greatideas to cut regulatory burdens,” January 21, 2022.

18.
19.

Abigail Ng, “Singapore has big driverless ambitions andthe pandemic is unlikely to stop them.”
Swedish Energy Agency, “Part of How Governments
Support Clean Energy Start-ups,” March 14, 2022.

20. Energy.gov, “Department Of Energy, Loan Program
Office Brochure 2020,” accessed January 23, 2023.
21.

IEA, “How Governments Support Clean Energy Startups,” accessed January 23, 2023.

22. Tom Willerton-Gartside, “Let’s Learn from Norway: How
Governments Can Accelerate EV’s Road to the Mainstream,” Ibex Publishing, March 1, 2022.

23. Ibid.
24.

Felix Serrano, “Norway – Leading the way withzero-emission transportation,” MSXInternational,
accessed January 23, 2023.

25.

Corporate leaders group, “Insights and lessons for
successfully delivering the European Green Deal,”
accessed on January 23, 2023.

26. Ibid.
27.

KelRide, “Large autonomous, on-demand public
transport service launches in Germany,” EasyMile.com,
September 14, 2022.

28.

Sustainable Bus, “Autonomous vehicles in Munich
area, the KelRide project enters new phase (with
EasyMile and Via Transportation involved),” September
15, 2022.

29. Green Car Congress, “Germany awarding €10.9M to
KelRide autonomous vehicle project,” March 30, 2021.
30. International Energy Agency, “How Governments
Support Clean Energy Start-ups,” accessed January 23,
2023.
31.

International Energy Agency, “How Governments Support Clean Energy Start-ups,” p. 131.

32.

Stefano Pagliari, “Mitigating Capture in Financial Regulation,” ICFR, accessed January 23, 2023.

33. ISO, “Standards for effective regulations,” accessed on
January 23, 2023.

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34. Martin Sauter, GSM to LTE-Advanced Pro and 5G: An
Introduction to Mobile Networks and Mobile Broadband, 3rd Ed. (Wiley Online Library: John Wiley & Sons
Ltd: 2017), p. 1-69.
35. ETSI, “Back to the future: GSM,” July 2021.
36. ScienceDirect, “Pressure Vessel Codes,” Practical
Onshore Gas Field Engineering, 2017.
37.

09

46. US Department of Energy, “Lab Partnering Service,”
accessed January 4, 2023.
47.

Simon Bennett et al., “How Governments Support
Clean Energy Start-ups,” International Energy Agency,
accessed on January 23, 2023, p. 42.

48. Simon Bennett et al., “How Governments Support
Clean Energy Start-ups,” p. 119.

Ibid.

38. John Woodhouse, “Regulating online harms,” Houseof Commons, March 15, 2022; George Lawton, “Themetaverse standards forum: What you need to know,”
TechTarget Network, November 02, 2022.
39. Federal Permitting Improvement Steering Council,“FPISC Annual Report to Congress 2020,” accessed
January 23, 2023.
40. Ashleigh Gleeson, “Federal budget: $130m plan to slash
development ‘green tape’,” March 15, 2022.
41.

Ibid.

42. Australian Government DCCEEW, “Quarterly assessment performance report: April to June 2022,”
accessed January 23, 2023.
43. Department of Energy, “Department of Energy Announces Conner Prochaska as Director of the Office ofTechnology Transitions,” November 13, 2018.
44. Water Power Technologies Office, “Other DOE Funding
Opportunities,” accessed January 23, 2022.
45. Loans Program Office, “Financing Options for Energy
Infrastructure,” accessed January 23, 2022.

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Acknowledgments
The authors thank Apurba Ghosal for driving the research and development of this trend as well and Meenakshi Venkateswaran for helping design the infographicsof the article.

About the authors
William D. Eggers
weggers@deloitte.com

peared in dozens of major media outlets including

Authority and the setting up of the UK regulator for

the New York Times, the Wall Street Journal, andspace flight, advising on the transformation of thethe Washington Post.

Health & Safety Executive and Financial Conduct

William D. Eggers is the executive director of
Deloitte’s Center for Government Insights, where heis responsible for the firm’s public sector thought
leadership. His most recent book is Delivering on

Authority, and advising the Food Standards Agency

Sam J Walshon applying anticipatory regulation techniques.

sjwalsh@deloitte.co.uk

Digital: The Innovators and Technologies that Are

Sam J Walsh has worked with the United

Transforming Government (Deloitte University

Kingdom’s regulators for almost 15 years. She has

Press, 2016). His other books include The Solution

advised on the establishment of new UK regulators

Revolution, the Washington Post best-seller If We

and on the transformation of existing regulators in

Can Put a Man on the Moon, and Governing byindustries including food, health, space, and finan-

Network. He coined the term Government 2.0 in acial services. Her experience includes supportingbook by the same name. His commentary has ap-

the establishment of the Prudential Regulation

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Carsten Joergensen

Pankaj Kishnani

cajoergensen@deloitte.dk

pkamleshkumarkish@deloitte.com

Carsten Joergensen specializes in the public sector,

Pankaj Kishnani is a research specialist with theregulation and deregulation, reforms in the public

Deloitte Center for Government Insights. He

sector, and public sector strategies. He is managing

specializes in emerging trends in technology andpartner for Government & Public Services in North

innovation and their impact on the public sector.

South Europe and the Middle East. He has 25 yearsof experience as a consultant and advisor for the
public sector, where he has led several highly complex analyses and large transformation programs.

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TREND 7

Teaming up to deliver whole health
Governments are exploring an approach that centers on wellness and prevention,
not just treatment of disease
David Betts, Julia Elligers, and Alison Muckle

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Introduction

As costs continue to rise, health care systems

For centuries, a reductive approach to health caremand with limited resources.4 Cost savings from

divided patients into components: organs, tissues,

prevention thus look extremely tempting. To reap

cells, organelles. Doctors would identify the parts

these benefits, many governments are exploring

responsible for illness and attempt to treat thosewhat we’re calling “whole health,” an approachparts. Only recently have treatment approaches

centered on wellness rather than illness.5 A whole-begun to recognize that patients don’t just breakhealth approach emphasizes the many external

1

into smaller systems; they exist within larger ones.

factors involved in human health and encourages

Centuries after John Snow removed the handle ofcommunity investments that foster it. It stresses

the Broad Street Pump, we still rely on curious cli-

communication, collaboration, and integration

nicians to identify patterns among the population,across health services, sectors, and agencies.

everywhere face pressure to meet increasing de-2

and we still diagnose and treat patients roughly like

Whole health can help improve health outcomes,

we’d fix a broken car. But health care can do more

The whole-health approach is not altogether

reduce health care costs, and enhance the experi-than just conceive of an ideal body, compare it to

new—for decades, health leaders have coordinatedences of both patients and caregivers.7 It attempts

the patient, and address the faulty parts.

care to manage chronic conditions like diabetes,to unite the aims of public health and health care,and more recently, health-financing models arealigning the often-competing incentives of the two

Advances in medical science have improved our

beginning to prioritize population health. Today,

sectors behind shared objectives. Many agencies

understanding of complex biological systems andgovernments across the globe are committing totoday are working with multiple partners to improve

how they contribute to disease and dysfunction.

creating capacity for populations to invest in their

population health while increasing the value andWe’ve also learned that human health is influenced

goals, satisfy their needs, and optimize their healthreach of their investments, with shared mechanisms

profoundly by factors such as pollution, the built

and well-being.

for governance, accountability, and funding.

6

environment, and economic conditions.

3

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Walls coming down
•

09

•

Between health care and other sectors that
support health: Understanding how social,

Among health services: Primary care phy-economic, and environmental factors influ-

sicians, specialists, and psychological andence health can shape expectations for many

therapeutic providers collaborate to put pa-

sectors.

tients first.
••

Between government agencies and theAcross government agencies that support

private sector: Businesses realize that

health: Agencies recognize that their collec-

contributing to healthy communities, andtive impact could improve with coordination.

investing in the health workforce, improves

Many agencies today are working
with multiple partners to
improve population health while
increasing the value and reach of
their investments, with sharedmechanisms for governance,accountability, and funding.

their bottom lines.

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By the numbers: Teaming up to deliver whole health
Percentage of city leaders who responded to the survey across theglobe who plan to increase investments in mental health services
89%

83%

Asia

MENA

80%

Latin
America76%

Africa

71%

68%

North
America

EuropePercentage of citizens surveyed across the globe who want theircity leaders to expand mental health and social services over the
next five years
Expand mental
health services

Emerging
economies
Advanced
economies

50%

Percentage of city leaders surveyed across the globe who plan to use
public-private partnerships to deliver public health, mental health or
addiction treatment services over the next five years
Percentage
44%

71%

63%
58%

59%
44%

Expandsocial services

48%

64%
46%

71%

29%

Source: Thoughtlab, "A roadmap for the next phase of urban transformation,” accessed February 10, 2023.
deloitte.com/insights.com

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Trend in action

In 2022, England’s National Health Service (NHS)

To leverage a whole-health approach, governments

Care Systems across England as part of a statutory

can help support care recipients, care deliverers,

reorganization.10 These systems were designed toand the entire health ecosystem.

connect NHS providers and commissioners withestablished 42 geographically based Integrated

local authorities and other area partners to plan,

The “whole person” receiving carecoordinate, and administer health and social care

The World Health Organization defines health asservices; each receives a budget based on an as-“a state of complete physical, mental and social

sessment of local needs.

The World Health Organization
defines health as “a state ofcomplete physical, mental
and social well-being and not
merely the absence of diseaseor infirmity."

well-being and not merely the absence of disease or
infirmity.”8 Yet, our health systems are still designed

Other organizations apply a personalized approach

their families and a team of care providers. Thislargely to target and treat disease, not to optimize

to care. In 1998, Anchorage, Alaska’s Southcentral

focus on the patient’s individual history, self-image,whole health. Given ever-rising health care expen-

Foundation (Southcentral) introduced the Nuka

and relationships helps the system identify andditures, policymakers are seeking new ways both

System of Care, an award-winning and globally

address factors such as access to housing, food,to improve population health and reduce costs.

influential approach to health. According to theand safe neighborhoods.12

9foundation, “The Nuka System of Care focuses

Community-integrated health systems

on understanding each individual’s unique story,

Southcentral has achieved a 98% patient satisfac-

A whole-health approach often implies integrating

11

values, and influences.” The entire staff takes

tion rate, reached the 95% percentile in nationalcare across different organizations and settings,

core training in Alaska Native storytelling culture;

standards of diabetes care, and sustained a 58%

linking hospital and community-based services,patients in turn use stories to relate to their healthreduction in visits to specialist clinics.13 Nearly 900

physical and mental health services, and social care.

and continue their personal stories in treatment.

organizations and 33 nations around the world

Patients make care decisions in conjunction withhave studied the Nuka system for best practices.14

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A new value proposition for population healthTaking a more holistic approach to health, as wellas addressing gaps in equity, is a key goal of New
Zealand’s health reforms. The Pae Ora (Healthy
Futures) Act 2022 provides a new vision for holisticcare and Māori health. The legislation aims to15

provide a platform to address health inequities
faced by Māori and better health outcomes for all,by encompassing three key elements:
1.

Mauri Ora: Healthy individuals

2.

Whānau Ora: Healthy families

3.

Wai Ora: Healthy environments

The reforms aim to bringdecision-making to the local
level through place-based
strategies; Māori Iwi Partnership
Boards play a key governancerole in development oflocality-based plans.

Common fee-for-service payment models can limit
the transformative potential of integrated care approaches. Some US states are legally restricted frombilling for both primary care and behavioral healthservices on the same day, and Medicare coverage ofcollaborative care can be inadequate. Startup costs
to implement integrated care, including staffing andtechnology, are not always reimbursable.
To realize savings through integrated care, somehealth systems now link payments with results

To help address the large gaps in equity, Pae Ora

through value-based care models that reward phy-centers on the importance of mātauranga Māori,sicians for the quality of care provided, rather than

These elements of Pae Ora are interconnectedor Māori knowledge, being critical for finding a

the number of patients treated. Value-based careand mutually reinforcing. The reforms aim to bringpathway forward. It emphasizes Māori leading their

allows patients to drive their own care and considers

decision-making to the local level through place-own health gains and strategic direction for the fu-

them in context of their families, communities, andbased strategies; Māori Iwi Partnership Boards

ture: Māori solutions developed by Māori for Māori.

the entire health ecosystem. These models haveplay a key governance role in development ofpicked up steam over the last decade; investments

locality-based plans. These plans extend beyondin them quadrupled during the COVID-19 pandemic.16

just health care needs and consider social, housing,

Figure 1 visualizes the whole-health approach in aand other service needs through a community-led

value-based care framework.17

consultation process.
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Extending the reach of health care
FIGURE 1

Health leaders increasingly seek to prevent healthA value-based care framework for whole healthproblems before they occur. Clinicians care for thewhole person by screening for social and environ-Community involvement

Health system

Community engagement
and trusting relationships

Health system andprovider support

mental risk factors linked to health outcomes. A
recent US Bureau of Labor Statistics survey foundthat 70% of community health centers screen forthese risk factors.18
One model is Developmental Understanding and

Health care embedded intolarger ecosystem of community
resources

Patients
Activated and informed
Refining and influencing
the system
Improved health outcomes

Legal Collaboration for Everyone (DULCE), currently
in use at 13 sites across the United States.19 Since
Incentives aligned to healthequity and value

families are most likely to visit the doctor during achild’s first six months, those entering the program
are screened for a set of social-related health needs
and then connected to a multisectoral care teamCommunity support
network and enhanced
infrastructure

Proactive care teams
supported by training
and data insightsof specialists that meets weekly to review eachcase.20 Each team includes clinical care workers,
a representative of a community early-childhoodorganization, a family specialist trained in evi-

Source: David Betts et al., Leveraging virtual health within a value-based care framework: Advancing health equity in the Medicaid population, Deloitte and United Statesof Care, January 23, 2023.17

dence-based and empathetic care and a legal expert
to help with access to programs.21

deloitte.com/insights.com

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A whole-health program treats veterans
American veterans are twice as likely as the general population to die from opiate overdose.
Drug abuse problems are particularly complex, often involving both physical conditions andsocial factors. In 2018, the US Veterans Health Administration (VHA) introduced its Whole
Health program, which works with veterans to develop personal health plans and teaches
them skills for ongoing self-care. An integrated clinical care team helps manage each veteran’s treatment and seeks to account for factors such as the veteran’s sense of purpose,
psychological profile, and physical health.

A randomized-controlled trial of the program foundthat it resulted in quicker access to supports, better
completion rates for well-child visits and immunizations, and reduced use of emergency room care
by DULCE families.22

The “whole person” delivering care
Whole-health care requires a capable and healthy
workforce. Yet many health workers face growing
workloads, daunting administrative burdens,

Veterans meet with fellow veterans trained as peer facilitators to discuss their lives and aspirations. They also can take advantage of evidence-based complementary health approaches
offered in their communities, such as acupuncture, meditation, yoga, and tai chi.

inadequate funding, and mental and emotional
exhaustion.23 A 2020 survey of more than 2,700
health professionals in 60 nations found that morethan half reported signs of burnout.24 Many health

VHA piloted the program at 18 sites, reaching more than 130,000 veterans. In two years, 31%
of veterans with chronic pain had used whole-health services. Average opioid use among theparticipants fell by 38%, versus just 11% for nonparticipants. Veterans who used whole-healthservices also reported less stress and increased healthy behaviors, indicating improvementsin overall well-being.

professionals are leaving the field; in 2023, the UnitedStates alone may face a shortage of up to a million
nurses.25 Some have posited that health worker
burnout is not just a matter of individual emotional
exhaustion but could also involve inadequate andoutdated systems.26 The current workforce crisis

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represents an opportunity to rebuild our care de-or thoughts of gratitude. SEED’s Wellness Warrior

Community members can also be trained in mental

livery systems and refocus on meaning and value

Training trained staff members in ways to create ahealth awareness to identify common concerns

in health care work.

supportive work environment, such as purposefuland help treat people in the community or referlistening to colleagues’ concerns. Participating staff

them to care. In Zimbabwe’s Friendship Bench

A better-supported workforce can better support

have described a sense of human flourishing as aprogram, “grandmothers” offer problem-solving

its patients. Australia’s Stability, Encompassing,result of SEED.

therapies to community members, stationing

27

29

Endurance and Direction (SEED) program is athemselves at benches. Participating older womenteam-based approach to health worker wellness

Diversifying and expanding the workforce can also

are taught to identify the symptoms of common,

codesigned by health workers to meet their specifichelp relieve some of the pressures on health workers.

easily managed mental health conditions and offer

needs. The model works to create a supportive

support. The Friendship Bench has demonstrated

28

workplace atmosphere to foster collective resilience,

Some governments are redefining “health carepromising results, with one study of more than 500

by encouraging personnel to look after their own

worker” to include nontraditional workers, suchparticipants finding that after six months only 14%

well-being while on the job.

as faith leaders, barbers, teachers, and other com-of those assigned to the Friendship Bench report-

munity members, expanding the workforce in ways

ed depression versus 50% assigned to standard

Examples of some of the activities SEED has imple-

that increase community connections. Community

psychiatric care.31

mented include a “S(Crap) Notebook” communal

health centers have long led the way in bringing

journal allowing frontline staff to reflect and sharecommunity members, or peers with lived experi-

In short, caring for the whole health of care work-

their stressful and unique stories during the pan-ence, into health care through the incorporationers—and expanding the definition of who candemic. Another example is a handcrafted wooden

30

of “promotores” or community health workers.

be a health worker—can lead to a more resilient,“Reflection Tree” placed upon the wall to reflect

This approach can help ensure the values and pri-satisfied workforce better equipped to go be-

the growth of a hospital after it was endangered byorities of the communities served are embedded

yond disease-centric care to creating healthierbushfires. Staff used the tree to post acts of kindness

into care delivery.

communities.

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The whole health of the care ecosystem
Whole health should be a collaborative effort, linking health aims, data, and incentives with services
such as housing, transportation, education, andsocial supports. Federal, state, and local agencies
can partner with the private sector, nonprofits,09

and local communities to leverage population

In Sweden, the Hope platform offers a one-stop

data about what factors drive health and scaledestination for health data. It enables communica-

effective programs.

tion and data-sharing between patients and healthcare and research entities. Through the HOPE app,

Investing in population health data systems

patients can share their data, book appointments,

The pandemic forged a number of relationships

receive notes and reminders, and access records

between health agencies and nonhealth sectors.

from all of their care providers in a single place.35

32

Some countries created new infrastructure to enable

The pandemic forged a numberof relationships between healthagencies and nonhealth sectors.
Some countries created new
infrastructure to enable datasharing and communication
between health agencies andhealth care entities.

data-sharing and communication between healthMultisectoral collaboration

agencies and health care entities.

Linking health services with multiple government
services like housing, transportation, education, andThe US Centers for Disease Control and Preventionsocial care can equip government to make wholefunds cross-cutting initiatives to help bolster thehealth a collaborative aim. Various federal, state,

infrastructure for future pandemic preparedness.

33

and local agencies are partnering with the private

The program has scaled up a number of efforts tosector, NGOs, and local communities to address

modernize public health data, including electronicsocial determinants of health and scale programs.

case reporting, a method for real-time data-sharing
between health care entities and health agencies.

The US Department of Health and Human Services

The effort also resulted in the creation of a national

launched in 2023 a first-of-its-kind Federal Plan for

center for epidemic forecasting and outbreak analytics,

Equitable Long-Term Resilience and Recovery (EL-which acts as a hub for advanced disease modeling

TRR), which details a whole-of-government strategy

which can disseminate data rapidly for public healthfor federal agencies to collaboratively strengthen

decision-making.

34

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the vital conditions for community well-being and

35,000 children living in a neighborhood where 50%of health, creating strategies to increase access

resilience across the United States. The 35-mem-of children live in poverty, 35% are overweight, andto healthy foods and create more walkable neigh-ber interagency work group is composed of senior

40

70% are not proficient in reading by the third grade.

borhoods. Hundreds of community partners fromleaders in both health and nonhealth agencies.

Leveraging data from a population dashboard thatdifferent disciplines contributed to more than 200

The plan aims to foster community-centered col-measures actions toward improvement, MCI devel-

coordinated strategies. The Chicago Department

laboration within and outside of government to

oped a daily reading practice tracker, with familyof Transportation, for instance, began redesigningachieve the aim of “all people and places thriving,support programs, teachers, and families tracking

streets to make them more walkable for the elderly

no exceptions.” Notably, the plan also recommendschildren’s daily reading routines. The program works

in low-income neighborhoods. In the next iteration

adapting steady-state and other current funds toto increase child language acquisition and reduceof the initiative, Healthy Chicago 2025, partners aretransform systems and enable wellness. Leveraging

childhood vulnerability.

working to develop a citywide equity dashboard to

36

37

41

existing flexibilities across federal assets can allow

measure progress against a set of indicators forfor more efficient and impactful spending toward

MCI has also become a physical and virtual one-health and racial equity. The dashboard will serve

whole health.

stop-shop center for family support. Residents

as a North Star for planning, implementation, andenter information only once to access all commu-

evaluation of all city programs.

38

In Los Angeles, the Magnolia Community Initiative

nity-based services. When families visit MCI, they

(MCI) exemplifies a whole-health, whole-of-com-

have access to a range of educational, health, andOn-the-ground knowledge and shared purpose

munity approach to care. More than 75 partners

social service providers in one location. The hallsof community can complement government andincluding local nonprofits, government agencies,

are covered with cheerful murals, a nature center

medical expertise to help create a whole health eco-

early-childhood care providers, universities, andallows for exploration, and once a week, a farmers’

system. Data collection and sharing can render thisfaith-based organizations, collaborate to co-design

market is stationed on site with subsidized produce.

combination more powerful. Communities, health42

policies and practices for improving child healthand educational outcomes. The initiative serves
39

organizations (public and private), and government
Likewise, the Healthy Chicago initiative began withservices each have important roles to play.

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Moving forward
Globally, health care is often a convoluted patchwork of misplaced incentives, interwoven social
conditions, and urgent, real-life needs. Keeping
one community healthy may rest on the shouldersof neighbors, community organizations, hospitals,
schools, counselors, insurers, employers, healthdepartments, and city planners.
Aligning their different interests isn’t easy. And
that’s why the public sector should explore alternate funding models, such as broadening theuse of value-based care models and incentivizing
interagency collaboration, and recognize the influence of social determinants of health on patient
wellness. Connecting the big picture to the acuteproblem can save money, produce better healthoutcomes, and hopefully improve some of society’s
interrelated problems.

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Endnotes1.

National Library of Medicine, Crossing the quality
chasm: A new health system for the 21st century(Washington, D.C.: National Academies Press, 2001).

ing federal investments to address social determinantsof health, Center for American Progress, February 14,2022; McKinsey & Company, “Social determinants ofhealth infrastructure,” November 1, 2022; Vijay Raaghavan and Kanchan Raghuwanshi, Time to act: Investingin addressing social determinants to improve health,World Economic Forum, October 2021.

18.

US Bureau of Labor Statistics, Community and social
service occupations: Occupational outlook handbook,accessed February 23, 2023.

2.

Theodore H. Tulchinsky, “John Snow, cholera, the Broad
Street Pump; waterborne diseases then and now,” Case
Studies in Public Health (2018): pp. 77–99.

19.

Center for the Study of Social Policy, “DULCE: Creating
family-centered systems of care,” accessed February
23, 2023.

3.

David Betts et al., The future of the public’s health,Deloitte Insights, November 29, 2021.

10.

United Kingdom National Health Service, “Integrated
care systems and integrated care boards in England,”accessed February 23, 2023.

20. Ibid.

4.

Alan D. Kaye et al., “Economic impact of COVID-19 pandemic on healthcare facilities and systems: International perspectives,” Best Practice and Research in Clinical
Anesthesiology 35, no. 3 (2021): pp. 293–306.

11.

Southcentral Foundation, “Nuka System of Care,” video,
April 10, 2021.

22. Mary Catherine Arbour et al., “New evidence of
DULCE’s family-centered impact,” Center for the Studyof Social Policy, October 28, 2021.

12.

Katherine Gottlieb, “The Nuka System of Care: Improving health through ownership and relationships,” International Journal of Circumpolar Health 72, September
1, 2013.

23. Vivek H. Murthy, “Confronting health worker burnout
and well-being,” New England Journal of Medicine 387(2022): pp. 577–579.

21.

Ibid.

5.

Thierry Malleret, Wellness + Governments: The case forcoming together, Global Wellness Summit, accessed
February 23, 2023.

6.

Neal Haflon et al., “Applying a 3.0 transformation framework to guide large-scale health system reform,” Health
Affairs 33, no. 11 (2014).

13.

Southcentral Foundation, “A deep dive on Nuka System
of Care performance data,” August 2022; Gottlieb, “The
Nuka System of Care.”

7.

World Health Organization, WHO global strategy on
integrated people-centered health services 2016–2026,
accessed February 23, 2023; Donald M. Berwick, Thomas W. Nolan, and John Whittington, “The triple aim:
Care, health, and cost,” Health Affairs 27, no. 3 (2008):
pp. 759–769.

14.

Southcentral Foundation, “Home,” accessed February
23, 2023.

25. Murthy, “Confronting health worker burnout andwell-being,” pp. 577–579.

15.

Government of New Zealand, “Pae Ora (Healthy Futures) Act 2022,” January 13, 2023.

16.

Zahy Abou-Atme et al., “Investing in the new era ofvalue-based care,” McKinsey & Company, December
16, 2022.

26. Sachin H. Jain, “Have we overcomplicated the American physician burnout conversation?,” Forbes, October
17, 2022; Eric Reinhart, “Doctors aren’t burned out fromoverwork. We’re demoralized by our health system.,”
New York Times, February 5, 2023.

17.

David Betts et al., Leveraging virtual health within a value-based care framework, Deloitte and United States ofCare, accessed February 23, 2023.

8.

WHO, “Constitution,” accessed February 23, 2023.

9.

Thomas Armooh et al., Public health forward: Modernizing the US public health system, Bipartisan Policy
Center, December 2, 2021; Marquisha Johns, Maximiz-

24.

27.

Luca A. Morgantini et al., “Factors contributing tohealthcare professional burnout during the COVID-19
pandemic: A rapid turnaround global survey,” PLOS
One, September 3, 2020.

Maureen Medlock et al., Addressing health care’s talent
emergency, Deloitte Insights, November 15, 2022.

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Endnotes
28. Padmini Pai et al., “The SEED wellness model: A
workplace approach to address wellbeing needs ofhealthcare staff during crisis and beyond,” Frontiers in
Health Services 2 (2022).

36. Bobby Milstein et al., “Organizing around vital conditions moves the social determinants agenda into wider
action,” Health Affairs, February 2, 2023.
37.

29. Ibid.
30. Shreya Kangovi et al., “Evidence-based community
health worker program addresses unmet social needs
and generates positive return on investment,” Health
Affairs 39, no. 2 (2020); Sara Heath, “Considerations forrecruiting, hiring community health workers,” PatientEngagementHIT, January 31, 2022; Caitlin Allen and
Nell Brownstein, “Capacity building and training needs
for community health workers working in health careorganizations,” Journal of Community Medicine &Health Education 6, no. 1 (2016).
31.

Friendship Bench Zimbabwe, “Creating safe spaces,”
accessed February 22, 2023.

32.

Randolph Gordon et al., New era of global public healthpartnerships: Collaborating for better health preparedness, Deloitte Insights, March 24, 2022.

33. Tim Hulsen, “Sharing is caring: Data sharing initiatives
in healthcare,” The International Journal of Environmental Research and Public Health 17, no. 9 (2020): p.
3046; CDC, “Data modernization initiative,” accessed
February 22, 2023.

Health.gov, “Announcing the federal plan for equitablelong-term recovery and resilience!,” news release,
November 15, 2022.

38. Health.gov, Federal plan for equitable long-term recovery and resilience for social, behavioral, and community
health, January 20, 2023.
39. Sam Joo and Therese Wetterman, “Community Engagement + Resource Referral Tech = Whole-Person Health,”
Health Leads, May 31, 2019.
40. Ibid.
41.

Moira Inkelas and Patricia Bowie, “Magnolia Community Initiative: The importance of measurement in improving community well-being,” Community Investments 26,
no. 1 (2014).

42. Patricia Bowie, Getting to scale: The elusive goal, Magnolia Place Community Initiative, accessed February
22, 2023.

34. CDC, “CDC stands up new disease forecasting center,”press release, August 18, 2021.
35. ADDI Medical, “How HOPE platform works,” accessed
February 22, 2023.
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Acknowledgments
The authors would like to thank Thirumalai Kannan from the Deloitte Center for Government Insights for driving the research and development of this trend andMeenakshi Venkateswaran for her help in designing the graphics of the article. They also thank Caroline Hope, Emma Southgate, Krissie Ferris, and William D.
Eggers for their insights and thoughtful feedback.

About the authors
David Betts

Julia Elligers

Alison Muckle

dabetts@deloitte.com

jelligers@deloitte.com

amuckle@deloitte.com

David Betts is the leader for Public Health Transforma-

Julia Joh Elligers is a principal with Deloitte Con-

Alison Muckle Egizi is Government Health Policy

tion at Deloitte Consulting. He focuses on assisting

sulting’s Government and Public Service practice.

Research lead for the Deloitte Center for Gov-

clients in the public health arena to create a more

She has 20 years of experience working with local,

ernment Insights. Egizi conducts research andresilient public health infrastructure, building onstate, and federal public health agencies and non-thought leadership to address key health policy

lessons learned in the pandemic. Betts brings more

profit organizations. Elligers advises public healthissues facing federal and state agencies. She

than 17 years of experience working with clientsorganizations on developing and implementing

brings 15 years of research experience working

in the private sector health care industry where

data-driven strategies that improve health acrosswith government, academia, and nonprofits.

he drove significant transformations focused on

the country.

Egizi has supported federal health agencies withcreating a more human-centric health care system.

program evaluation, technology innovation, anddemonstration projects, and helped advance avision for health system transformation.

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TREND 8

End-to-end justiceCreating a more just society calls for collaboration and resource-sharing across the justice system andbeyond with businesses, non-profits, and communities
Alex Mirkow, Karen von Monsjou, Claire Gibson, Lauren Jackson, and Joe Mariani

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Introduction

not change this situation. But he also saw that his

Justice is not the purview of a single government

company could play a role and, indeed, had to play

entity. It takes shape from multiple moving parts,“Who is not against child labor?” That is the ques-

a role. Much of the child labor he encountered inincluding government agencies, civil society, thetion that occurred to Alberto Mora when he was

Africa resulted from the economic realities faced

private sector, and policies that influence incentives

general counsel for an international food and candy

by poor families living on the margin. Being against

in our communities. Even the three major compo-

company. Traveling to Ghana to visit the farms

child labor required more than just regulatory

nents of the justice system—courts, corrections,where cocoa was harvested, he quickly realized

compliance; it demanded that companies also

and law enforcement—are themselves made up

the situation was more complicated. Much of thework to improve the economic situation of theirof thousands of moving parts. Law enforcement incocoa was grown on family farms of 1–2 acres,

farmers, providing them with the resources tothe United States alone includes more than 18,000

where cocoa pods were laboriously harvested

hire workers so that they could both earn a more

distinct police departments at the federal, state,by hand with machetes and baskets. While thesesecure livelihood and still send their children

county, and local levels.2

families desperately wanted their children to get an

to school.

1

education (without exception, none of the families

As a result, achieving a justice system’s desired

Alberto met wanted their children to follow them

Improving the economic situation of farmers inoutcomes—whether a reduction in crime or swifter,

into cocoa farming), they had very limited resources.

West Africa is a complex problem that even a large

fairer operations—demands collaboration. An

So, if another family member fell ill or there wasmultinational company cannot affect alone. In thiseffective justice system works together.

another problem, they often had no choice but toway, it illustrates one of the major trends emerging

pull their children from school to be able to turnin justice today: creating a more effective and equi-Take court backlogs. Backlogs, like other outcomesin the harvest.

table justice system takes more than just laws andof the justice system, are a complex phenomenon

police; it takes organizations from the public andbeyond the control of any one organization. A 2021

A trained lawyer, Mora came to understand thatprivate sectors working together to tackle some

report found that each US state and local court faces

simply passing a law against child labor wouldof society’s most difficult challenges, particularly

an average backlog of 1,274 cases.3 The Hawaiian

for those at the bottom of the production chain.
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Island of Oahu’s courts were no exception. However, an analysis of Oahu’s backlogs revealed that alarge chunk of cases belonged to a relatively small

09

Walls coming down••

Partnerships between justice organizations
and nongovernmental entities such as

Sharing data, budgets, programs, intelligence,commercial companies, universities, civic

group of repeat offenders in the homeless popula-and other resources among different compo-

organizations, and community groups maketion—with an average of over 10 cases each. They

nents of the justice system not only curtails

the justice system more responsive to pub-

faced violations related to homelessness, such

errors and redundancies but also enhances

lic needs and resilient to sudden shocks (seeas sitting or sleeping on sidewalks. This wasn’t an

the capacity of justice organizations to fulfill

infographic, By the numbers: End-to-end

issue of courts needing to move faster—it was of

their mission.

justice).

courts being the wrong venue. The Prosecutor andPublic Defenders’ offices collaborated to create an•

Proactive collaboration between justicealternative—the Community Outreach Court, withorganizations and other government entities

multiple locations across Oahu. The alternative court

when dealing with common issues reduces

cleared 601 cases in its first year by focusing on

friction and enhances efficiency.

solving homelessness rather than on prosecution.

4

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Trend in action

By the numbers: End-to-end justiceComplex problems typically cut across the remits

Countries are building interoperability within
their criminal justice systems
HM Courts and Tribunal Service Common Platform,
United Kingdom
A €300 million digital case management systemthat replaced multiple outdated software in thelegal system with a single cloud-based platform,
Common Platform enables all stakeholders toaccess and log case information on a single portal.

Justice organizations are collaboratingwith private players to expand their reachand capacity
Law enforcement agencies in 35 countries worked
collaboratively with technology companies,
cybersecurity firms, internet service providers, anddomain registries to take down the Necurs botnet,
which had infected more than 9 million computers
globally.

Law enforcement agencies are collaborating with other public entities to enhance justice outcomes

Police coresponder program, Boulder County (United States)of different organizations and sectors. Breaking
the barriers between organizations creates more
opportunities for collaboration and data-sharing,helping justice organizations make progress on the
toughest challenges they face.

Unlocking efficiencies within the justicesystemJustice organizations are not monolithic. Courts
pursue very different missions than law enforcement
or corrections. Yet, the common goal of creating

In Boulder, Colorado, clinicians ride along with police when
responding to emergency calls to divert persons dealing withmental health crises into treatments instead of incarceration.
The program costs around US$600,000 a year but saves thecommunity US$3 million by reducing jail costs.

Cost
Savingsa more just society creates interdependencies.

US$600,000

US$3 million

Sharing information, resources, or expertise among
justice organizations can improve outcomes. For
example, India is setting up the Interoperable Criminal

Sources: Catherine Baksi, “Common platform for case records ‘so flawed it has a mind of its own’,” Times, September 21, 2022; Brian
Barrett, “How Microsoft dismantled the infamous Necurs botnet,” Wired, March 18, 2020; “Christopher N. Osher, "Mental health andsubstance-use disorders are growing problems in Colorado. Pairing police with mental health professionals could help," Denver Post,
January 2, 2018.
deloitte.com/insights.com

Justice System (ICJS), a cloud-based national platform
to enable the seamless transfer of data and information
among different pillars of the criminal justice system,

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including police, courts, jails, and forensic science

Coordinating interagency response

police officer’s time than burglaries, assaults, orlaboratories. In Phase I of the project, designers

The very nature of a justice organization’s work

traffic accidents.9 While the police are trained to

implemented and stabilized individual IT systems.

brings it in close proximity to other government

investigate crime, they typically are not equipped to

They also enabled a function to search records.

agencies. For example, when responding to vio-

support mental health crises. Therefore, many cities

Phase II, which is targeted for completion by 2026,

lent crime, the police collaborate with traffic,

are experimenting with coresponder programs, where

will build on the system to enable the principle

emergency medical, and health agencies on theteams of police officers and social workers respondof “one data, one entry,” whereby data enteredsame incident.

to calls together. The logic for such partnerships

once in a single pillar is seamlessly available in all

is clear; getting more people into social programsother pillars. By enabling seamless data-sharing,

Agencies have disparate missions, cultures, andnot only helps them overcome their crises but also

the ICJS platform aims to increase effectivenessprocesses. They also have different areas of expertise.

lightens the load on police, freeing up resourcesand efficiency across the criminal justice system.

Collaboration, done effectively, can provide beneficial

for crimes within their training. For example, theProviding all the relevant case information toperspectives and aligned goals. Proactive collabora-

Denver Police Department has partnered with thecourts in real time should enhance case andtion even allows agencies to establish protocols for

Mental Health Center of Denver to launch thecourt management. The analytics built into thesituations involving multiple jurisdictions, like the inter-

Crisis Intervention Response Unit (CIRU). CIRU is aplatform will also help improve investigations andagency incident command structure developed after

coresponder program in which trained clinicians

enable lawmakers to make timely, evidence-based

Hurricane Katrina.

ride along with police officers to offer assistance5

7

decisions.

to people suffering from mental, or substance-use

6

Collaboration is key to police helping people

issues.10 Coresponder programs not only help peo-

undergoing a mental health crisis. It is estimatedple dealing with mental or substance-abuse crises,that at least 20% of police calls for service in the

but they also save money. A coresponder program

United States involve a person with a mental illness

implemented in Eugene, Oregon, saved the cityor substance abuse. Such calls require more of amore than US$14 million in ambulance rides and8

emergency room visits in 2018 alone.11
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Deploying community-enabled
solutionscrime, let alone deploy countermeasures. Therefore,

validated the IP addresses of Emotet’s controllers

countries are beginning to share information andand recruited network operators to help take down

Crime doesn’t happen in a vacuum. It affects every-take collaborative action against cybercrime.

the servers.14

one in some form, be they citizens, businesses,
or nonprofits. With the involvement of this wide

One transnational public-private cybersecurity

swathe of stakeholders, the past few years havecollaboration took down Emotet, the world’s largest

witnessed a rise in community-driven solutions tobotnet. Europol, the European Union’s law enforce-

tackle some of society’s biggest problems, including

ment agency, led a coalition of law enforcement

crime. Justice organizations and the government

agencies from eight countries—the United States,

at large are increasingly collaborating with an

Canada, the United Kingdom, the Netherlands,

extensive network of problem-solvers.

Germany, France, Lithuania, and Ukraine—andprivate security researchers to eradicate the Emotet

Take, for instance, cybercrime. Cyberattacks haveinfrastructure.13 To disrupt Emotet, law enforcement

become increasingly pervasive. Their targets areagencies and a large group of security industry players

widespread—citizens, universities, businesses, andcollaborated to simultaneously hijack hundreds ofgovernments. The current stream of attacks may be

Emotet’s command and control infrastructure (spreadthe tip of the iceberg. It is estimated that there will

across more than 90 countries). The expertise of

be new ransomware attacks every two seconds bytechnology firms also played a critical role in the2031, up from every 11 seconds in 2021. The sheer

global takedown. For instance, in the United States,

scale of cyberattacks makes it impossible for any

Team Cymru—a threat intelligence company—

single organization, government, or even a country

helped the US Federal Bureau of Investigation (FBI)to have visibility into the entire spectrum of cyber-pull off the operation. The company detailed and

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Dutch investments to tackle organized crime
Organized crime doesn’t respect borders. It cuts across nations, and its negative impacts touch every aspect of the justice system. So, when authorities in the
Netherlands decided to tackle organized crime, they did so not with a single investment but with many investments spread out across both justice organizations and industry. The goal was not just to catch more criminals but to deprive criminals of the opportunity to commit crimes.15
That goal required actions that prevented, disrupted, and punished crime:•

Prevention. Recognizing that turning youth away from a life of crime would deprive organized crime of a key source of new recruits, Dutch authorities
dedicated €103 million to programs for youth workers, teachers, and community officials to divert youth from crime.16•

Disruption. Denying the opportunity to commit a crime also means disrupting criminal activity where it takes place, often in public markets and places.
Therefore, Dutch investments spread beyond purely government organizations and extended to private industry as well. For example, €73 million wasdedicated to beefing up screening and surveillance at ports and airports, while another €10 million went to entrepreneurs to counter money launderingand help spot illegal activity.17•

Punishment. Organized crime leaders stop at nothing to continue running their operations, even from behind bars. Therefore, authorities in the Netherlands
invested €34 million in corrections to establish a higher-security division of prisons to house organized crime leaders to help prevent them from continuing
to run the business while incarcerated.18 By working with courts to adopt video hearings, corrections officials can even cut down on escape risk by reducing
the need for high-risk transits to court.

Complex justice problems such as countering organized crime defy easy solutions. They take concerted efforts spread across many players, both within andoutside government.
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Moving forward
•

09

•

Set clear expectations and boundaries forcollaboration. Setting terms and establishing

Align on a common vision. Proactively engag-

protocols at the onset of collaboration helps

ing with multiple stakeholders can help justicedefine each organization’s role in situationsorganizations set community-defined goals,

involving multiple organizations. It also helps

which can in turn help justice organizationsorganizations avoid overstepping boundaries.

think of outside-the-box approaches to solving challenges. Further, setting measurable•

Look to peers for examples of success. While

metrics of success in achieving those goals

no two justice systems are identical, many are

can align priorities, operations, and resources

wrestling with the same challenges. There-

to better match the needs of the broader

fore, establishing “coalitions of the willing” ofcommunity.

justice organizations grappling with similar
challenges can help surface success sto-•

Execution by network. Justice organizations

ries, gather data on what works and why, andshould nurture collaborative public-private

accelerate the success of end-to-end justiceecosystems of technology companies, univer-for all participants.

sities, research labs, and other public sector
entities. These ecosystems can contributeto collective intelligence that exponentially
increase justice organizations’ ability to mitigate society’s biggest challenges.

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My takeToby Hayward-Butcher
Head of strategy and delivery for
BOLD, UK Ministry of Justice09

them find work when they leave prison. That’s why

Of course, linking data is not straightforward.Across

we set up the Better Outcomes through Linked

the United Kingdom’s government departments,

Data (BOLD) program.

there isn’t yet a central catalog of data sets, and we
pseudonymize data to ensure privacy is respected

BOLD is focused on four pilot projects: reducing

at every step.

homelessness, supporting victims of crime, reducing
substance misuse and reoffending. Ultimately, theBut the overarching challenge is creating shared in-Connecting data to better help society’s mostvulnerable

program seeks to understand peoples’ pathways incentives between different agencies and departments

these areas—and crucially, the interplay between

to collaborate and share their data. In contrast to

Governments around the world hold vast amounts

them—to identify which government interventions

the traditional transactional model of data-sharingof data, but it’s not always in the best shape. Our

make a difference. We want to know how best toacross government, BOLD is a cross-government

data sets have grown organically over decades;

support people and invest taxpayer’s money.

program designed upon the shared problems thatas a result, they vary in quality, are sometimes

government departments will be motivated toon outdated systems, and are often held across

Our approach focuses on “use cases,” so we startcollaborate on. We have hired staff into multiple

multiple departments.

with real-world applications in mind where linking

government departments (health, justice, housing),

data could lead to improvements. From there, we

and they all work out of those departments but as

In the United Kingdom, we recognized that im-

identify which data sets to link, analyze the linked

part of a single unified program.

proving and joining some of those data sets could

data to generate insights, and augment our findings

help us better design support for the people wewith user research. The use-case approach means

Data linking in government and public services has

want to help. For example, suppose we could link

we don’t look for data for the sake of it, and we

transformative potential—and the BOLD program

employment data to prison data. In that case, we

don’t deploy technology just because we can—weaims to show precisely that.

could better understand whether the rehabilitative

see both data and technology as enablers for theinterventions we provide to prisoners are helping

improvements we want to unlock.
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Endnotes1.

Conversation with the authors, September 14, 2022.

2.

Duren Banks et al., National sources of law enforcement employment data, US Department of Justice,
October 4, 2016.

3.

Lyle Moran, “Court backlogs have increased by anaverage of one-third during the pandemic, new reportfinds,” ABA Journal, August 31, 2021.

4.

Lori Scialabba et al., Government backlog reduction:
Five ways government agencies can improve services and mission delivery, Deloitte Insights, May 06,
2019; Hawaii Public Radio, ”The latest: 57 new cases
statewide; DOH, Honolulu conduct vaccine distribution
training,” December 15, 2020.

9.

Amy C Watson et al., “Improving police response to persons with mental illness: A multi-level conceptualization of CIT,” International Journal of Law and Psychiatry
31, no. 4 (2008): pp. 359–368.

10.

WellPower, “Co-responder program,” accessed
February 13, 2023.

11.

Julota, “Are co-responder programs the future of policing?,” accessed February 13, 2023.

12.

Steven C. Morgan, Boardroom cybersecurity 2022
report, Secureworks, August 09, 2022.

13.

Andy Greenberg, “Cops disrupt Emotet, the internet’s‘most dangerous malware’,” Wired, January 27, 2021.

5.

Bharti Jain, “Inter-operable criminal justice systemgets government approval,”Times of India,
February 18, 2022.

14.

Joe Mariani et al., Incentives are key to breaking thecycle of cyberattacks on critical infrastructure, Deloitte
Insights, March 08, 2022.

6.

Ministry of Information and Broadcasting, India, Interoperable criminal justice system, June 23, 2022.

15.

Government of the Netherlands, “Additional investments in fight against international drug trafficking,”
March 15, 2022.

7.

Sophia B. Liu, Leysia Palen, and Elisa Giaccardi, “Heritage matters in crisis informatics: how information andcommunication technology can support legacies of crisis events,” Crisis Information Management, accessed
February 13, 2023, pp. 65–86.

16.

Government of the Netherlands, “Investing in tackling
crime and access to justice,” September 20, 2022.

17.

Sofia Stuart Leeson, “Dutch to invest in entrepreneurs
to fight organised crime,” Euractiv, June 09, 2022.

18.

Government of the Netherlands, “Investing in tackling
crime and access to justice.”

8.

Ashley Abramson, “Building mental health into emergency responses: More cities are pairing mental healthprofessionals with police to better help people in crisis,“
Monitor on Psychology 52, no. 5 (2021).

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Acknowledgments
The authors thank Akash Keyal from the Deloitte Center for Government Insights for driving the research and development of this trend as well as Adam Routh
for his insights and thoughtful feedback on the draft. The authors would also like to thank Meenakshi Venkateswaran for helping to design the infographics inthe article.

About the authors
Alex Mirkow

Karen von Monsjou

Claire Gibson

amirkow@deloitte.com

KvanMonsjou@deloitte.nl

clgibson@deloitte.co.uk

Alex Mirkow leads Deloitte's relationships with the

Karen von Monsjou is partner in the Operations

Claire Gibson has spent over 20 years working withUS Department of Justice and the US Courts. He

practice of Deloitte Consulting Netherlands andorganizations to deliver transformational change

specializes in advising federal, international, andleads the Defense, Security & Justice domain in theacross the public and private sector. She is theprivate sector clients on strategy and operations.

country. She is responsible for several large-scaleaccount director for the Justice & Rehabilitation

In particular, Mirkow brings more than 25 years oftransformation programs around digital strategy,

account, which includes the Ministry of Justiceexperience in strategic planning, financial modeling,

legacy transformation, and case management inand its executive agencies.

and performance measurement of law enforce-

the Justice domain. She is dedicated to help her

ment and security clients. Previously, Mirkow ledclients to keep society safe, secure, and fair. In

Deloitte’s relationship with the Transportation

2020, von Monsjou and the global team created

Security Administration (TSA). He also serves as

the Future of Criminal Justice insights collection.

the national leader for Deloitte’s Hispanic/LatinX
and Allies and Community.
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Lauren Jackson

Joe Mariani

laurenjackson@deloitte.ca

jmariani@deloitte.com

Lauren Jackson is partner at Deloitte and serves as

Joe Mariani is a senior research manager with

the National Security & Justice leader in Canada.

Deloitte’s Center for Government Insights. His

Through her work, she has supported some ofresearch focuses on innovation and technology

Canada’s most complex public safety and ongoing

adoption for both national security organizations

digital justice transformations in different regions

and commercial businesses. His previous work

across the country, including within policing, courts,

includes experience as a consultant to the defense

corrections, and probation and parole. Jackson isand intelligence industries, high school sciencea former public servant, previously serving withinteacher, and Marine Corps intelligence officer.

a provincial health care agency and as a seniorcivilian member of the Halton Regional Police
Service within the Office of the Chief.

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TREND 9

Security by network
Aligning business and government interests for national security
Beth McGrath, Darren Hawco, Elizabeth Mardell, Adam Routh, and Akash Keyal

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Introduction

ent international public and private participants,

On May 13, 1972, the newly christened USS Nimitz

it comes to national security today, government isslid down Slipway 11 of Newport News Shipbuilding

less an aircraft carrier than one ship—albeit a large

and Dry Dock Co., launching not just one ship but

ship—among many, with routes intersecting andthe largest class of warships ever built. Indeed,crisscrossed with destinations varied.

each with differing agendas and incentives. When1

2

the Nimitz, at more than 1,000 feet long, was more:
an advertisement for and indicator of American

Russia’s invasion of Ukraine has highlighted thisdominance in the entire scope of national security.

trend toward a more disaggregated, interest-driven

The US government was the world’s largest player

world, with a wide range of public- and private-sector

in technology and innovation; lawmakers in Wash-

organizations making independent decisions, each

ington, D.C., could set industry agendas throughwith an impact on military and security outcomes.

purchases, grants, and regulations.
Shortly after Russia’s invasion of Ukraine, companies

ened Ukrainian communications infrastructure,

Decades later, the global security environment has

began to pull out of the Russian market, motivatedUkraine’s deputy prime minister tweeted an appeal

shifted. The Nimitz class of warships would remain

not by any central security decision, such as ato SpaceX, which moved quickly to provide Starlink

the world’s largest for the next four decades, but

nation’s imposition of sanctions, but by the diverse

internet service and terminals.7 The satellite-based

they no longer served as the same metaphor for

pull of shareholders and customers overwhelmingly

technology’s ubiquity and jamming resistance helped

supreme federal power. Globally, commercial

opposed to Russia’s actions and the business risk

Ukraine, in the words of an adviser to President

R&D spending eclipsed government levels, andthey believe resulted from Moscow’s choices. The

Zelenskyy, “survive the most critical moments

democratizing technology meant that industrial

trend of disaggregated action continued as theof war.”8 But the nation’s appeal to and reliance on

decisions would now be driven by a host of differ-conflict evolved. For example, when attacks threat-

the actions of a private company—one based thou-

3

4

5

6

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sands of miles away, no less—to bolster its national
security put Ukraine in an awkward position where
it had to consider the interests of a private sector

09

Walls coming down•

actor to preserve a critical wartime capability.

9•

Global, interdependent supply chains also
increase the shared risk for both government

Traditional distinctions between purely

and businesses as conflicts, or other disrup-commercial and national security issues

tions, can cause whole industries to grind toare becoming increasingly fuzzy with corpo-

a halt.

As governments around the world grapple with thisrate actions to pull out of countries, relocate

trend, it is increasingly clear more collaboration

manufacturing plants, or provide/deny service

with public and private participants is necessary

having significant national implications.

to protect national security. Indeed, leaders are
beginning to evolve new approaches and new•

Renewed strategic competition between

tools to shape commercial partners’ incentives

major powers is driving new collaborationand protect public security.

between other nations on issues beyond
security as they find their interests currentlyaligned.

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By the numbers: Security by network
Independent commercial
decisions have an impact
on security outcomes

1,000+

Increasingly blurred lines
between good and bad
actors in cybersecurity

companies have curtailed operations in Russia
since its invasion of Ukraine.

Researchers assess that at least four of themost advanced cyberthreat groups in the world
are freelancers who work for both nation-states
and criminal interests.

Consolidation of commercial supply chains can create national security vulnerabilities

63%
Global market sharein assembly, testing,and packaging ofsemiconductors
TaiwanChina
South Korea
Japan

80%
Global market
share in photovoltaic
cell manufacturing
China

94%
Global market sharein rare earth permanent
magnet production
China

91%
Global market
share in rare earth
metal or alloy
production
China

Sources: CELI, “Over 1,000 companies have curtailed operations in Russia—but some remain,” February 8, 2023; Mandiant, “Advanced persistent threats (APTs),” accessed February 9, 2023; Saif M. Khan,
Alexander Mann, and Dahlia Peterson, The semiconductor supply chain: Assessing national competitiveness, CSET, January 2021; US Department of Energy, Solar Photovoltaics, February 24, 2022; Vasileios
Rizos, Edoardo Righetti, and Amin Kassab, "Developing a supply chain for recycled rare earth permanent magnets in the EU," CEPS, December 2022.
deloitte.com/insights.com

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Trend in action

And if companies are free to do business withwhile sitting at their kitchen tables.12 While internet

countries, they can choose not to do businessdetectives had used these tools to do everything

The breaking down of these walls is creating

as well. Traditional government tools such as

from tracking warship deployments in the Syrian

perceptible shifts in how national security

economic sanctions or military blockades haveconflict to identifying those responsible for downingis achieved.

long controlled the process of limiting a country’s

Malaysian Air flight 17, the Ukraine conflict focusedmarkets to certain buyers, but corporations pulling

fresh attention on the trend.13 In advance of Russia’s

Shift from central control to disaggregated action

out of Russia showed that the same effect could beinvasion, online communities were able to trackachieved by individual companies electing—based

and share details of Russian troop buildup andOnce centrally controlled, security is now increas-on their own commercial interests—to no longer

accurately predict the invasion’s movements.14 Once

ingly driven by the actions of disaggregated players.

do business there.11 While the Russia pullouts

the invasion began, communities used social media

For example, military supplies traditionally flowed

happened to align with Western nations’ security

posts and facial recognition to identify individual

to foreign countries through a closely regulated

goals, they raise the troubling issue of whether a

Russian service members serving in Ukraine,15

sales process tightly controlled by ministries orgovernment could influence, much less control,

particular munitions used,16 and even members of

departments of defense. But the increasing dual-use

such actions if commercial incentives and nationala clandestine Russian military unit programming

applicability of consumer technologies to military

security interests pulled in opposite directions.

missile flight paths.17

opportunity to sell directly to militaries around

The intelligence space is confronting rising tensions

Again, in all of these cases, the actions of these

the world. Defense ministries already purchase

between security needs and other potentially com-

online sleuths aligned with key Western security

consumer-grade drones, hacking software, andpeting incentives. The proliferation of commercial

goals. But there’s no guarantee that future indepen-

more—SpaceX developed its Starlink internet

satellite imagery, online data, and, especially, social

dent initiatives will share those objectives.

system for consumers, not for Ukrainian national

media has given amateur analysts the tools to track

security.

even sensitive military radar systems in real-timetasks means that suppliers increasingly have the10

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The clash of familiar roles and shifting
interests

crippling the nation’s electric grid. As with previous

Finding mechanisms to coordinate these disag-cyberattacks on Brazil and Argentina, Costa Rica

gregated, interest-driven actions is key to solving

The proliferation of players now acting in the secu-

found itself in discussions and negotiations withor at least mitigating these difficult possibilities.

rity space means that government must adjustother governments, private companies, and hackers

traditional roles to work within a more diverse

to bring the issue to resolution.18

ecosystem, often only able to exert influence—not

This shift challenges traditional tools
For government leaders looking to steer behaviors

control. In place of fixed rules set by a department

The conflict in Ukraine sounded a clarion call forthrough a new set of incentives, the challengeof state or ministry of defense, each participant isonline freelancers on all sides, guided largely by

is exacerbated by the ineffectiveness of manyoften guided by their own unique, ever-shifting set

their own sense of right and wrong: Russia-backed

traditional tools. National security is increasinglyof incentives: how they can make money, what sales

hackers aimed to take down Ukrainian government

tangled with economic and other considerations.

and activities align with stated organizational values

websites; Western hackers targeted Russian sitesor brand, how certain contracts might conflict withand even Russia-backed hackers themselves.19 And

Take semiconductors, for instance. A critical com-others, and so on. The way a government agency isthis activity often occurred without state sanction

ponent of electronic devices, from personal vehicles

currently organized or equipped may not be suitedand, thus, outside of any internationally agreed-upon

to fighter jets, semiconductor availability is vital

to meet changing private-sector incentives.

principles of conduct. This type of behavior—which

to a country’s economic and national security.

will likely become more common —not only com-

But their production is highly concentrated, with

Nowhere might this struggle between government

plicates attribution and response by other nations

companies in Taiwan, the United States, China,

roles and industry incentives be more visible thanbut can make these activities difficult for even an

and South Korea owning 84% of the global mar-in cyberspace, where lines between sanctionedaligned state to control. What do you do if a hacker

ket share in assembly, testing, and packaging.22

and freelance, legitimate and rogue, often blur. In

invokes your nation’s name in taking down a hospi-

Furthermore, just two regions—Taiwan and South

April 2022, a Russian hacker group launched a ran-tal, whether in an allied or enemy country? Are you

Korea—manufacture nearly all advanced chips.23 Thissomware attack on the government of Costa Rica,legally responsible? Can an adversary legitimately

concentration creates supply chain chokepoints and20

21

encourage its own freelance hackers to respond?
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vulnerabilities, which could leave entire industries

intelligence, among other areas—demands tools

and countries without access to semiconductors

more fine-grained than the blunt instruments ofduring heightened geopolitical tensions or otherexport controls and similar regulations. Agencies

trade disruptions.

need agile tools that can inform and align pri-

24

vate-sector interests and guide decisions without
As the COVID-19 pandemic and the Russian

costly consequences for government or industry.

invasion of Ukraine disrupted a range of global
supply chains, some governments moved to bolster

Efforts to shore up vulnerabilities have thus far

or jumpstart domestic semiconductor indus-

focused on encouraging closer collaboration

tries: The European Union recently announced aaround shared interests. For example, the FY2023€43 billion EU Chips Act with the aim of making

US National Defense Authorization Act requires

the region self-sufficient in semiconductors, while

key government agencies to study how to build a

the US government’s CHIPS Act laid out plans formore collaborative cyber information environment.26

more than US$52 billion in federal funding.25 Yet

The European Union has also doubled down onsome governments—especially those without thecollaboration through Horizon Europe, a researchmeans to stand up a new high-tech industry—may

and innovation program with particular emphasis

have little choice but to deal with an uncomfortably

on pressing transnational or regional issues, suchtenuous supply chain.

as climate change and support to Ukraine. The
program pays special attention to open-science

The promise of making national security more, well,policies and new approaches to partnerships withsecure—aligning the interconnected challenges ofindustry.27 It’s likely that governments and agencies

semiconductors, cybersecurity, and open-source

will further expand such initiatives as national
security ecosystems continue to sprawl.
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Moving forward

Battling botnets
Governments, often through law enforcement agencies, have traditionally taken the lead in investi-

A more disaggregated and interest-driven world

gating and preventing crime. But in the cyber domain, tech giants such as Google, which see a hugemeans that government agencies and ministries

chunk of global internet traffic pass through their systems daily, are increasingly incentivized to takecannot go it alone even when it comes to national

down wrongdoers.

security, a role topping any list of government
responsibilities. Increasingly, governments must

Governments had long tracked the Glupteba botnet. Spread by tricking users into downloading mal-collaborate with a broad ecosystem that includes

ware via third-party “free download” sites; the malware would then steal user credentials and data,a wide variety of players—often quickly, with crises

secretly mine cryptocurrencies on infected hosts, and use infected machines and routers to channel

and events still developing—to advance national

other people’s internet traffic. Glupteba posed a real and growing threat to not only victims’ finances

security outcomes. If that collaboration is well-man-but entire systems, both private and public.

aged, new and more effective security capabilities

28

may emerge. Recommendations to establish and

Google took the initiative to study the extent of the problem and found that Glupteba had infected

manage that collaboration include:around one million devices worldwide and that hackers were using Google’s own services to distrib-•

Be receptive to shifting interests and adjust

ute the malware. Google moved to shut it down. The company terminated around 63 million Google

plans accordingly. As is evident from theDocs, more than 1,000 Google accounts, and over 900 Google Cloud projects that hackers were using

private-sector pullout in Russia, companies’

to distribute Glupteba. Google also worked with internet infrastructure companies worldwide to dis-interests can change rapidly. Government andrupt the botnet’s command-and-control infrastructure, preventing infected devices from receiving

business leaders should carefully assess the

new commands from their controllers. And Google successfully sued two Russia-based hackers it

significance of changing interests to identify

alleged were behind Glupteba’s operations. The effort suggests how broad cybersecurity moves may

where opportunities for collaboration exist

be increasingly public-private partnerships.

and where they may arise, communicating

29

30

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Create platforms for collaboration. Once

ers. Sustained dialogue over time will create

government agencies and ministries, this may

initial trust has been established, govern-

opportunities for increased alignment andmean challenging entrenched organizational

ment and the private sector need forums

collaboration.

culture and assumptions that may blind peo-

where they can share information and work

ple to the realities of a changing world. For

out the details of the collaboration. Thesebusiness leaders, this may mean not waiting

forums should be outcome-oriented, flexi-

until government requests and/or requires

ble in design, quick to stand up, and easy toaction but, rather, being proactive in recogni-

dissolve as interests shift. The internet gover-tion of shifting security imperatives as well asnance community offers this through various

business interests.

technical and policy working groups and task

to discuss potentially aligned agendas. For•forces.
•Identify bridgebuilders who can span bothworlds.31 Whether in industry, academia, or•Take an iterative approach. Finally, wherever

government, sectors often speak different

conflicting interests are concerned, progress

languages. Finding leaders who understandwill not be instantaneous or assured—espe-

the nuances of various interests and cancially when the stakes are so high. But thetranslate is often a first step to establishingconsequences of conflicting government

the trust and communication necessary toand private-sector interests are likely towork together on tough security issues. Rec-impair security equally. Where collaboration

ognized bridgebuilders need to be empathetic

proves difficult, remain agile in changing

of partners and their positions and be incen-

people, processes, and techniques to allow

tivized to grow strong relationships around

new ideas, tools, and practices to break barri-shared—or at least not opposing—interests.
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My takeDavid Perry09

a good solution looks like, but struggle to identify

include a process for quickly understanding what

and align interests to realize it, at least at first.

resources or solutions each can bring to a problem
set and what each needs to offer additional solu-

This tends to stem from weak linkages between

tions. Improving collaboration should include joint

government and industry, leading to poor knowl-

efforts to forecast national security needs, enablingedge-sharing. Indeed, assumptions often underwrite

government and industry to identify cross-sector

too much of government and industry’s relation-

solutions and any challenges that may impede a

Aligning national and commercial interests
requires new forms of knowledge-sharing andcollaboration

ship: what industry may assume the government

desired response. Improved collaboration should

needs or government’s assumptions about thealso include mechanisms to act before a forecast

risks or vulnerabilities that might be influencing

risk becomes real.

The last few years have brought into sharp focus

industry interests. This problem makes it difficult

the tension between industry and government in-

to identify shared interests, synchronize resources,

At the Canadian Global Affairs Institute, we’ve beenterests and the need to work together in response

and identify courses of action across the national

working to prompt conversations on improving

to a seemingly ever-shifting national security

security enterprise.

industry and government linkages. Our recent

PhD, president and senior analyst,
Canadian Global Affairs Institutelandscape. In Canada, we’ve seen the COVID-19

conference assessing defence procurement chal-pandemic, supply chain issues, and Russia’s inva-

Strengthening industry and government link-

lenges, including rebuilding the industrial base andsion of Ukraine stress government and industry’s

ages to align interests requires new forms ofovercoming labor shortages, is one such example.

capacity to respond to unexpected national security

knowledge-sharing and collaboration. Improving

We understand that as the national security envi-

threats. Whether the goal is to quickly procure per-knowledge-sharing requires better communicationronment changes, the relationship between industry

sonal protective equipment to save lives during the

between government and industry, with particularand government will also change, and that they

pandemic or provide timely critical aid to Ukraine,

focus on avoiding assumptions about what themust make these changes together.

government and industry tend to understand what

other may know or need. A strong dialogue should

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Endnotes
1.

U.S. Carriers, “USS NIMITZ CVN 68,” accessed
December 15, 2022.

2.

Naval Technology, “Nimitz Class Aircraft Carrier,”
January 6, 2020.

3.

Shamseer Mambra, “USS Nimitz: One of the biggest
war ships in the world,” Marine Insight, August 7, 2011;
Naval Technology, “Nimitz class aircraft carriers,”
January 6, 2020.

4.

5.

6.
7.

Rebecca Mandt, Kushal Seetharam, and Chung Hon
Michael Cheng, Federal R&D funding: The bedrockof national innovation, MIT Science Policy Review 1,
August 20, 2020, pp. 44-54.
Irina Ivanova and Kate Gibson, “These are the companies that have pulled out of Russia since its invasion of
Ukraine,” CBS News, March 11, 2022; New York Times,“Companies are getting out of Russia, sometimes at acost,” October 14, 2022.
Nicolas Boyon, “Global public opinion about the war in
Ukraine,” Ipsos, April 19, 2022.
Jeff Foust, “SpaceX worked for weeks to begin Starlink
service in Ukraine,” SpaceNews, March 8, 2022; Minda
Zetlin, “Here’s the untold story of how a single tweet to
Elon Musk changed history,” Inc.com, March 26, 2022.

10.

Nicholas Gordon, “Chinese drone maker DJI has
suspended sales in both Ukraine and Russia, where its
consumer tech was deployed in war,” Fortune, April 27,2022; Mark Mazzetti, Ronen Bergman, and Matina Stevis-Gridneff, “How the global spyware industry spiraled
out of control,” New York Times, December 10, 2022.

11.

Belinda Luscombe, “Hundreds of CEOs came out
against Russia. Their involvement could change war
forever,” Time, March 11, 2022.

12.

Ollie Ballinger, “Radar Interference Tracker: A new open
source tool to locate active military radar systems,”
Bellingcat, February 11, 2022.

13.

Karl Vick, “Bellingcat’s Eliot Higgins explains why
Ukraine is winning the information war,” Time,
March 9, 2022.

22. Saif M. Khan, Alexander Mann, and Dahlia Peterson,"The Semiconductor Supply Chain: Assessing National
Competitivenessk," Center for Security and Emerging
Technology, January 2021.

14.

Thomas Eydoux, “Meet the anonymous internet investigators tracking Russian movements on the Ukrainian
border,” The Observers, February 10, 2022.

23. Deloitte Center for Government Insights, Boosting
resilience: Working with like-minded partners to orchestrate critical supply chains, Deloitte, 2022.

15.

Tom Simonite, “Online sleuths are using face recognition to ID Russian soldiers,” Wired, March 10, 2022.

24.

16.

Janosch Deeg, “How Bellingcat investigators verified
the brutal use of cluster munitions in Ukraine,” Scientific American, March 18, 2022.

25. European Commission, “European Chips Act—questions and answers,” February 8, 2022.

8.

Isabelle Khurshudyan et al., “Musk threatens to stop
funding Starlink internet Ukraine relies on in war,”
Washington Post, October 14, 2022.

17.

Christo Grozev, “The remote control killers behind
Russia’s cruise missile strikes on Ukraine,” Bellingcat,
October 24, 2022.

9.

Matt Binder, “Providing Starlink to Ukraine was Elon
Musk’s biggest PR victory. Now he doesn’t even want to
do that,” Mashable, October 14, 2022.

18.

Paul Brian, “Ransomware hackers declare total war on
Costa Rica,” National Interest, May 22, 2022.

19.

Carmela Chirinos, “Russian hackers started a vigilantecyber militia to take down Ukraine’s websites and steal
data,” Fortune, February 25, 2022; Reuters, “Russian
ministry website appears hacked; RIA reports users
data protected,” June 5, 2022.

20. Ibid.
21.

Simon Handler and Liv Rowley, “The 5x5—cybercrimeand national security,” Atlantic Council, June 29, 2022;
Lucas Ropek, “Are hackers targeting critical infrastructure more often?”, Government Technology,
March 3, 2020.

Melanie Rojas et al., Reshoring and “friendshoring”
supply chains, Deloitte Insights, March 24, 2022.

26. Nihal Krishan, “NDAA requires intelligence agencies
to study creation of cyber collaboration program,”
FedScoop, December 8, 2022.
27.

European Commission, “Horizon Europe,” accessed
December 20, 2022.

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Endnotes
28. Shane Huntley and Lucy Nagy, “Disrupting the Glupteba operation,” Google Blog, December 07, 2021.
29. Gerrit De Vynck, “Google disrupted a massive botnet
that hackers used to steal information and mine cryptocurrency,” Washington Post, December 7, 2021.
30. oyal Hansen and Halimah DeLaine Prado, “A ruling in
our legal case against the Glupteba botnet,” Google,
November 18, 2022.
31.

William D. Eggers and Donald Kettl, Bridgebuilders: How
Government Can Transcend Boundaries to Solve Big
Problems (Cambridge MA: Harvard Business Review
Press), 2023.

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Acknowledgments
The authors thank Joe Mariani for his insights and thoughtful feedback on the draft. They would also like to thank Meenakshi Venkateswaran for helping design
the infographics of the article.

About the authors
Beth McGrath

Darren Hawco

Elizabeth Mardell

bmcgrath@deloitte.com

dhawco@deloitte.ca

emardell@deloitte.co.nz

Beth McGrath is Deloitte’s global leader for government

Darren Hawco is an executive advisor in the Mon-

Elizabeth Mardell leads Deloitte's Defense team inand public services. In her role, she is committed toitor Deloitte strategy practice. He is a retired vice

New Zealand. Her work focuses on decision-making

strengthening synergies across global industries

admiral from the Royal Canadian Navy and an

for infrastructure-intensive entities, particularly in theand government and public services with a focus

executive with extensive public, military, and allied

public sector. She is passionate about investigating

on client mission needs and solutions. McGrath hasservices experience. Hawco is particularly skilled ininvestment opportunities, solving problems, andbroad, multidisciplinary, strategic, and operational

intelligence, operational, and tactical planning, as

connecting with project teams. Mardell’s experiencemanagement experience acquired from 25+ years

well as capability design and crisis and operations

spans areas such as defense, transport, justice,of successful performance in the United States

management. Hawco holds a master of defence

education, and culture and heritage.

government sector.

policy and a master of public administration focusedin defense policy and public administration fromRoyal Military College of Canada.

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Adam Routh

adrouth@deloitte.com

09

Akash Keyal
akkeyal@deloitte.com

Adam Routh is a manager with Deloitte's Center

Akash Keyal is a research specialist within thefor Government Insights and a PhD student in the

Deloitte Center for Government Insights. He spe-

defense studies department at King’s College London.

cializes on issues related to defense, security, andHis research areas include space policy, the future

justice (DS&J), and climate change.

of defense, and great power competition. Routh’s
research has addressed US national space policy,
space governance, the challenges and requirementsof the future military force, and emerging technologies. His analysis has been featured on the nightly
news and the John Batchelor Show and publishedin National Review, The Hill, The National Interest,
Space News, The Space Review, Real Clear Defense,and Defense News, among other outlets.

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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
Jason Salzetti
Partner | Government and Public Services | Deloitte Consulting LLP+1 415 783 4052 | jsalzetti@deloitte.com
Jason Salzetti leads Deloitte’s US Government and Public Services (GPS) industry.

Beth McGrathManaging director | Government and Public Services | Deloitte Consulting LLP+1 571 882 8455 | bmcgrath@deloitte.com
Beth McGrath is the global leader for the Government and Public Services (GPS) industry.

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
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recognized as an industry leader, ranked No. 1 globally by IDC, Gartner, and ALM Intelligence, and also named a leader in US systems integrators serving thefederal government by IDC and in global cloud consulting by ALM Intelligence. Deloitte’s Government & Public Services practice serves all 15 US cabinet-levelagencies, the majority of civilian agencies, all branches and agencies of the Department of Defense (DoD), and many state and local governments. Deloitte’s
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