In the first four months of the Covid-19 pandemic, government leaders paid $100 million for management consultants at McKinsey to model the spread of the coronavirus and build online dashboards to project hospital capacity.
It’s unsurprising that leaders turned to McKinsey for help, given the notorious backwardness of government technology. Our everyday experience with online shopping and search only highlights the stark contrast between user-friendly interfaces and the frustrating inefficiencies of government websites—or worse yet, the ongoing need to visit a government office to submit forms in person. The 2016 animated movie Zootopia depicts literal sloths running the DMV, a scene that was guaranteed to get laughs given our low expectations of government responsiveness.
More seriously, these doubts are reflected in the plummeting levels of public trust in government. From early Healthcare.gov failures to the more recent implosions of state unemployment websites, policymaking without attention to the technology that puts the policy into practice has led to disastrous consequences.
The root of the problem is that the government, the largest employer in the US, does not keep its employees up-to-date on the latest tools and technologies. When I served in the Obama White House as the nation’s first deputy chief technology officer, I had to learn constitutional basics and watch annual training videos on sexual harassment and cybersecurity. But I was never required to take a course on how to use technology to serve citizens and solve problems. In fact, the last significant legislation about what public professionals need to know was the Government Employee Training Act, from 1958, well before the internet was invented.
In the United States, public sector awareness of how to use data or human-centered design is very low. Out of 400-plus public servants surveyed in 2020, less than 25 percent received training in these more tech-enabled ways of working, though 70 percent said they wanted such training.
But knowing how to use new technology does not have to be an afterthought, and in some places it no longer is. In Singapore, the Civil Service Training College requires technology and digital-skills training for its 145,000 civilian public servants. Canada’s “Busrides” training platform gives its quarter-million public servants short podcasts on topics like data science, AI, and machine learning to listen to during their commutes. In Argentina, career advancement and salary raises are tied to the completion of training in human-centered design and data-analytical thinking. When public professionals possess these skills—learning how to use technology to work in more agile ways, getting smarter from both data and community engagement—we all benefit.
Today I serve as chief innovation officer for the state of New Jersey, working to improve state websites that deliver crucial information and services. When New Jersey’s aging mainframe strained under the load of Covid jobless claims, for example, we wrote forms in plain language, simplified and eliminated questions, revamped the design, and made the site mobile-friendly. Small fixes that came from sitting down and listening to claimants translated into 48 minutes saved per person per application. New Jersey also created a Covid-19 website in three days so that the public had the information they wanted in one place. We made more than 134,000 updates as the pandemic wore on, so that residents benefited from frequent improvements.
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