The Next Generation of Digital Government DIGITAL …/media/wppgov/insights/me-gov/wpp_fut… · me.govCn.moe tesIstrte. oddtg donCu oc.mrmiI.moe meEcgIn.mnt me.gov We’re entering

me.govThe Next Generation of Digital Government

DIGITALGOVERNMENT

INTRODUCTION ENGAGEMENT OFFER FOCUS OPTIMIZATION IN PRACTICE

Contents

Introduction

me.gov 1

Theevolutionofdigitalgovernment 3

me.govDefining characteristics 7

Engagement 8

Offer 10

Focus 12

Optimization 14

InPractice

Whatmakesadigitalbrandexperience 16

HoweCommercedoesdigitalbrandexperience 17

DigitalbrandexperiencesandGovernmentasaPlatform 18

HoweCommercedoesend-to-endexperiences 19

HoweCommercedoespersonalization 20

Howpersonalizationworksinpractice 21



Makingme.govhappen 24

Dataandprivacy 25

Aboutus 26


ThedigitaljourneyFor many governments, the journey of digital transformation began well over a decade ago: from the earliest programmes that aimed simply to provide information on websites; to the online delivery of transactions such as tax, benefits and licensing; to the latest initiatives that seek to provide citizens with personalized digital experiences.

At each stage in the journey we see governments becoming more sophisticated in how they seek to engage with their citizens online and a growing sense of ambition for how digital can enhance the varied relationships between citizens and state.

Increased trust and engagement with citizens

Better social and policy outcomes

More efficient transactional services

me.gov

me.govWe’re entering a new phase of digital government – one that will be based on personalized citizen experiences

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me.govWe’re entering a new phase of digital government – one that will be based on personalized citizen experiences

Wecallthisnextphase‘me.gov’ - Digital will become the nexus for relationships between citizens and state

- Public services provided in-person, on paper or by phone will move online

- Issues of satisfaction, trust, reputation, inclusion and identity will be shaped by digital experience

- Functionality (does it work?) and quantity (speed, cost) will be important but so too will the quality of experience: how does it make you feel?

DriversGovernments have always looked to control costs but now also need to meet rising expectations of online service fuelled by the experiences citizens have as consumers.

The eCommerce trajectory - from function to brand experience - offers useful approaches for the public sector. However, the balance of governmental drivers will differ across countries and shape a variety of digital outcomes.

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Theevolutionofdigitalgovernment

departments.govEarly sites are online noticeboards, making Government more visible but not necessarily accessible. The offer is fragmented and based on internal organisational structure not user needs. There are few online interactions or transactions. Government digital is dominated by IT departments, often distant from content and policy creators.

services.govMost governments are now somewhere on the journey from departments.gov to services.gov. They aim to provide a single entry point to access digital services, cutting across departmental silos with a more coherent,citizen-centric offer. Online interaction is increasingly provided for common or expensive transactions. Agile project management techniques, deep user research and iterative user testing are common.

me.govThe next stage transitions relationships online – holistic digital experiences tailored to individual needs. Digital journeys begin and end in the real world, moving seamlessly between government channels and search, social media, advertising, email, CRM and apps. Design is driven by deeper, broader insight into how users feel about their service experiences and how that drives outcomes. Agile iteration supported by machine learning continuously improves algorithms that underpin digital experiences.

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departments.gov services.gov me.gov

EngagementHow governments interact

with citizens

Presence“You can find us online”

Function“Our service

works online”

Feel“We have a

relationship online”

OfferWhat’s provided

for citizens

Information Informationandtransactional

services

Experiences

FocusHow the offer is structured

Internalsilos Citizensasusers Individualsorsegments

OptimizationHow the offer is

improved over time

None ManualtestingandUX

UX,automatedtestingandreal-timeadaptation

me.govDefining characteristics

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EngagementHow me.gov interacts with citizens

Brandexperienceme.gov takes a brand experience approach to digital public services. It considers the look and feel of digital experiences, as well as tone of voice, interaction and user journeys.

See page 16: What makes a digital brand experience

Diversityofexperiencesme.gov offers a diversity of experiences to reflect the different types of relationships that citizens want from their public services. For example, citizens expect a different kind of relationship with their tax authority from the relationship they have with elderly care services.

See page 17: How eCommerce does digital brand experience

BrandArchitectureThe need for diverse experiences must be balanced with the need for government to appear cohesive and coordinated. Getting this right requires a nuanced brand architecture, rooted in the local political context. Multiple brand experiences need not undermine the cost benefits of centralizing government digital infrastructure.

See page 18: Digital brand experiences and Government as a Platform

me.gov

EngagementFeel

“We have a relationship online”

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EngagementRelationships are about feelings as well as functions. Digital experiences reflect that

Even though I feel well, my regular health check always makes me a bit nervous. I like knowing which nurse I’m going to see before I arrive. And I can share the results with my children so everyone knows what’s going on.

I keep track of my pension online because it’s convenient. I just want my money and my information to be kept secure and to know that I’m getting what I’m due.

Userpersona:Retiree,age72

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me.gov

OfferExperiences

OfferWhat me.gov provides for citizens: Experiences

Fromstart…me.gov recognizes that citizens’ experiences start long before they reach a government website.

It responds to citizens’ signals of intent (e.g. search, social media, context) to funnel them towards the solutions that meet their needs. And it integrates marketing to generate demand for services from the right audiences.

See page 19: How eCommerce does end-to-end experiences

me.gov meets citizens where they are, whether on the government’s own channels, in social media or on the move.

…tofinishme.gov understands that citizens interact with public services over long-term cycles, not one-off transactions. It uses CRM (Customer Relationship Management) to engage continuously and between spikes of activity. It predicts which additional services or information may be useful and proactively offers them to citizens, creating ever-deeper engagement.

me.govrecognisesthatcitizens’experiencesstartlongbeforetheyreachagovernmentwebsite.

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My family had been nagging me to quit smoking for ages, so I finally decided to try as a New Year’s resolution. I Googled for help quitting and got this app which gives me tips to overcome cravings every day – it’s definitely helped me to stick with it. I joined a Facebook group for quitters where we share stories of how it feels. The group gets information about local activities like swimming and exercise classes – I may try it!

Userpersona:Formersmoker,age45

OfferDigital experiences engage users over long periods and across devices and channels

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me.gov

OfferExperiences

The major shift from departments.gov to users.gov was a shift in focus. Government digital services stopped being focused on themselves and became user-centric, often called ‘citizen-centric’ in this context.

‘Users’ or ‘citizens’ are collective nouns. The shift from services.gov to me.gov will be the disaggregation of audiences from ‘users’ to individuals or segments. This is made possible by technology which allows online experiences to adapt automatically to data about a user (with their consent).

At the most basic level, a website could automatically change language or region depending on the location of the user. At a more sophisticated level,

everything from content to journeys to channels can be changed to best meet the needs of the user.

See page 20: How eCommerce does personalization

The benefits of personalization in public services are widely recognised*, but have often proved difficult to realise in practice. Digital offers the opportunity to make personalized public services a reality.

See page 21: How personalization works in practice

FocusHow me.gov is structured: Individuals and segments

Theshiftfromservices.govtome.govwillbethedisaggregationfrom‘users’toindividualsorsegments.

*SeeforexampleLeadbeater,C.,Bartlett,J.,&Gallagher,N.(2008).

Makingitpersonal.London,UK:DemosThinkTank.

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FocusDigital experiences are personalized to the individual needs of users or segments

I wanted to go back to work after more than five years looking after my kids, but I wasn’t sure where to start. I looked in some chat forums and found an online back-to-work service. After I logged in, it helped me to make an appointment at my local employment center, create an online CV and even sort out childcare near my home.

Userpersona:Workingmother,age33

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me.gov

OptimizationUX,automatedtesting

andreal-timeadaptation

OptimizationHow me.gov is improved over time

Today, the most advanced digital government teams use deep audience research and continuous feedback and testing to iteratively improve digital government services. They use Agile project management to tweak UX for ever-better outcomes.

But manual testing and iteration of UX – however sophisticated – will eventually yield diminishing marginal returns. In other words, there is a limit to how much a digital experience can be improved through UX.

me.gov will optimize by offering users personalized experiences. Instead of testing to find the single ‘best’ solution, me.gov will use dynamic multivariate testing to find the best solution for each user. Machine-learning will automatically refine the algorithms that drive personalization, so that every user interaction automatically improves the next.

Deep user insight, audience research and testing will still play an important role in optimizing digital services. But the adaptive layer will yield significant marginal improvements beyond the current users.gov approach.

me.govwillusedynamicmultivariatetestingtofindthebestsolutionforeachuserorsegment

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OptimizationDigital experiences automatically offer the most efficient pathways and most engaging content

I run my own business – I love the independence but paperwork can take the joy out of it. When I file my business taxes online, I get prompted to sort out my personal, property and local taxes at the same time. It saves me filling in the same information over and over and makes sure I don’t miss anything out.

Userpersona:Entrepreneur,age28

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LOOK&FEEL INTERACTION JOURNEYSVOICE

colours

textures design

layout

images

iconography

videos

logos

fonts

language/translation

dialects

words

personality

formality

acronyms

humour

useofusername

errormessagesnavigation

‘nudges’links

help

privacy

signposting

responsive

forms

aftercare

success

socialmedia

callcentre

in-person

consent

assisteddigital

audio UX search

CRM

Whatmakesadigitalbrandexperience

It drives outcomes (e.g. engagement, completed transactions) as well as reputation and satisfaction. Digital brand experience design considers look and feel, voice, interaction and journeys.

Digitalbrandexperienceisaboutwhatusersthink,feelanddowhentheyinteractwithabrandonline.

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eCommerceapproach Digital brand experiences shape the relationships that brands have with their consumers and drive loyalty, satisfaction and reputation. Businesses with the same digital offer can have very different digital brand experiences. For example, online clothing retailers all offer standard transactions (choose clothes, buy clothes, organise delivery). But the digital experience of a luxury, designer brand is very different from a mass-market, fast-fashion retailer.

PublicsectorlearningUsers expect different types of relationships with their public services. Even if transactions are standard (booking an appointment, paying a bill), the context matters. Digital experiences should consider how they make people feel, not just what they functionally do.

HoweCommercedoesdigitalbrandexperience

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Personalization

Identify | Anticipate | Adapt | Attribute

BrandExperience

Look & Feel | Voice | Interaction | Journeys

Platform

Infrastructure | Data | Transactions | ID

DigitalbrandexperiencesandGovernmentasaPlatform

‘Government as a platform’ has become a popular concept. me.gov fits this model, with layers for basic infrastructure and functionality, brand experience and personalization.

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HoweCommercedoesend-to-endexperiences

eCommerceapproacheCommerce businesses proactively generate demand for their services. They meet consumers where they are, using relevant content in search engines, online advertising and social media to funnel consumers towards their products.

eCommerce businesses deepen consumer engagement by offering relevant next steps. Amazon’s ‘Customers who bought X also bought Y” is a simple yet highly effective example of the power of relevant content. eCommerce businesses maintain relationships with their consumers beyond the point of purchase. They may keep in touch with email reminders or special offers, invite consumers to join social media groups on a relevant topic, or offer additional services via an app.

PublicsectorlearningCitizens don’t always know which government services are available, which are best suited to their needs, or where to go to find them. Governments need to integrate marketing and communications into their digital journeys so that the right people are directed to the right digital services at the right time. Sophisticated targeting can encourage priority segments to engage with relevant services. Digital public services can keep users engaged over time by providing useful, timely information. That can improve the efficiency of service delivery, for example by reducing missed appointments or deadlines.

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HoweCommercedoespersonalization

eCommerceapproacheCommerce business use personalization to drive engagement and sales. - For example, some airlines use information on a user’s location to show them special offers on flights from their local airport.

- For repeat consumers (who log in), eCommerce businesses offer recommendations based on their purchase history and preferences.

- Businesses can also adapt their content to users’ contexts. For example, searches for ‘travel insurance’ from abroad, in the middle of the night, tend to have quite different intent to searches for ‘travel insurance’ from desktop computers on a weekday afternoon. Businesses can adapt their content accordingly.

PublicsectorlearningDigital enables governments to offer users a more personalized experience. The degree of personalization will depend on the amount of data that the citizen has chosen to share in the specific context. At the most basic level, personalization drives efficiency by removing unnecessary steps from user journeys. Deeper personalization has the potential to drive better outcomes by providing citizens with more tailored access to their public services.

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Target audiences with advertising

Potential consent or login points

Harvest signals (search, social)

Create personalized content

Assign profile to (micro) segment

Measure and attribute outcomes

Serve content Iterate

Analyse data for:• Attributes• Context• Intent

Users arrive directly

Findandengage Understandandprofile PersonalizedexperienceEvaluateandimprove

The eCommerce industry has developed sophisticated tools and technology to power personalization, some of which could be adapted to public sector contexts with relative ease. This diagram presents the standard phases of any personalization process.

Howpersonalizationworksinpracticedependsonwhatisbeingpersonalizedandforwhatpurpose.

HowpersonalizationworksinpracticeThe personalization process

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Channels

WebsiteOnline

advertisingSocialmedia

postsEmail

Content

CopyCreative

(image, video)Languages

Journeys

LandingpagesNavigation

Adtargeting

HowpersonalizationworksinpracticeWhat can be personalized

At the most basic level, we can personalize content such as language, a person’s name, or locally-specific information. But personalization can be much broader, offering tailor-made journeys across channels and through a site.

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SourcesofData

Users(in person, online, phone)CRMrecords

(via login) Cookies

(with consent)Search

SocialmediaDeviceand

browserWearabledevices

TypesofData

TimeofdayLocation

Deviceandbrowser

BrowsinghistoryPurchasehistory

SearchtermsSocialmediaposts(public)DemographicsandinterestsBiometrics

Inferences

AttributesWho is it?Context

Where are they? What are

they doing?Intent

What do they want, now and in the future?

HowpersonalizationworksinpracticeData in personalization

Governments can collect a spectrum of different types of data. Each requires different levels of user consent, and this varies across countries. Governments should only use data with the consent and trust of their users. We can make useful inferences from even limited datasets. The more we can infer about who the user is, what they are doing, where they are doing it and what they want, the better service we can provide

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Makingme.govhappenCreating an enabling environment for digital innovation

Me.govisnotgoingtobeeasy.Majortransformationinthepublicsectorneveris.Forme.govtowork,itneedstherightleadership,governance,processesandpartners.

LeadershipSenior political sponsorship from the top of government, and an executive team with the mandate to cut through silos and abandon legacy systems.

ObjectivesSuccess measures and performance indicators that incentivise teams to deliver what matters.

CapabilityThe right skills in the right teams, whether in-house or external.

ProcessCompliance, sign-off and control processes which enable agile working.

ProcurementandPartnersProcurement processes which enable government to work in agile partnerships with external providers.

An enabling environment for me.gov would include:

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Dataandprivacy

Personalization, optimization and experiences in me.gov are driven by user data. What data governments hold about their citizens, how they use it and how they share it is an important and sensitive issue.

TherightapproachdependsonthecontextAttitudes to privacy vary widely across countries and cultures. Data protection legislation varies by jurisdiction. And how users feel about sharing their data with government agencies varies significantly – for example, citizens may feel comfortable sharing information with their family doctor, but not with a law enforcement agency. The appropriate use of data is therefore highly contextually specific.

me.govcanuseaspectrumofdataUser data exists on a spectrum of sensitivity. Some level of personalization and optimization should be possible with even basic, anonymous user information such as the type of device or browser being used. In some situations users may ‘log in’ to a service, giving permission for more sensitive data to be accessed as they do so. The more data available, the deeper the personalization possible.

See page 23: Data in personalization

KeyconsiderationsPrivacy is an important part of the digital relationship between the citizen and the state. In any context, governments should consider:

- Ensuring robust data protection and data security as a priority

- Giving users appropriate control over what data they share, for what purpose, with whom

- Establishing trust through clear communication, transparency and accountability

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Aboutus

Laura Citron is Managing Director of WPP’s Government & Public Sector Practice. She works with colleagues around the world to bring WPP’s best thinking, talent and experience to our public sector clients. Laura has worked for over a decade in policy, communications and digital.

WPPandDigitalGovernmentWPP includes some of the world’s leading digital agencies including Wunderman, AKQA, OgilvyOne, VML and POSSIBLE. We partner with governments and public sector organisations around the world to create digital experiences that deliver public value. For more information, please contact [email protected].

WPPGovernment&PublicSectorPracticeWPP helps governments to achieve their public missions by communicating effectively. The Government & Public Sector Practice brings together our best thinking and expertise for policymakers and communicators in national and local government, public institutions and international organisations.

AcknowledgementsMany thanks to Peter Cummings and Alex Bowes (Adobe), Mark Read (WPP Digital), Rob Norman (GroupM), Hurol Inan and Russell Yardley (Bienalto) Jacques van Niekerk, Jon Tate and Thomas Oosthuizen (Acceleration), Cathal Smyth (Addison), Desiree Lopez (TNS BMRB).

me.govwasproducedinpartnershipwithAdobe.

Author: Laura Citron

FollowusOnTwitter:@WPP_GovtNewsletter:wpp.com/govtpracticeEmail:[email protected]

Copyright © 2015 WPP

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