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The need to improve government services through digital transformation has never been more pressing in a time of technological advancement and rising demand for seamless interactions.
John Mackenney, who is the Practise Director of Digital Strategy for APAC at Adobe, shared about how the company made a Covid tools hub and a Rapid Response Programme. These were made to help the government change to meet the needs of its employees and the people it serves when the pandemic hit in 2020.
“At Adobe, partnering across industries to improve digital customer experiences is a significant part of who we are. And we have partnered with governments to unleash creativity, accelerate document productivity, and power the digital business with our platforms,” John reveals.
After a year, they had reached a milestone worth celebrating. Adobe is now working with the federal government, as well as with individual agencies at the state, county, and city levels, in all 50 US states. Projects range from e-signatures to providing tailored constituent communications.
John asserts that since citizens demand more open, dependable, accessible, and responsive service, they expect more customised digital experiences. Hence, governments must focus on enhancing public satisfaction and reducing service costs, while also empowering citizens.
Governments today are more responsive, proactive, data-driven, and focused on the needs of their constituents and businesses. According to John, one of the government’s efforts is making data available that can improve experiences and economic outcomes, along with making sure that citizens receive consistent and clear information.
When it comes to customer experience, the majority of nations are concentrated in the emerging stage. No state has a centralised customer portal, but leaders differentiate themselves by personalising the user experience (top services, searches, portals), as well as by digitising high-priority applications.
Additionally, like customer experience, countries are primarily in the emerging maturity level. Overall, they found that most government websites were made with desktops rather than mobile devices in mind.
This is contrary to an accessible strategy because the majority of citizens would try to access government websites and information via their mobile devices. Speeds of mobile websites often lag behind those of desktop websites by 44%.
John furthered that in terms of the digital social equity factor, they have the biggest variety of scores among all states. Websites may be made considerably simpler to grasp by focusing on user experience (high contrast, readability, large font, text-only pages), as well as by offering a wide range of language options and services. More than half of the states are still in the early phases of achieving digital equity.
He added that to deliver individualised experiences, organisations need three essential skills. The first is statistics and information on citizen journeys via both aided and unaided routes. Making connections between data from various government entities enables everyone to access insights.
Substance and collaboration come in second. The efficiency of cooperation between departments and within agencies when reusing materials will be maximised by producing content more quickly and extensively across all channels both online and off. The third is travel, where governments tailor the experience to the needs of the people and use context to ensure that each travel is relevant, distinctive, and attainable.
John claims that email and web personalisation tools enable the personalisation of government services. Both tools let government organisations respond more effectively to citizen needs.
Any personalisation method must offer citizens true value and must ideally accomplish the following: Make it simpler for the public to find pertinent information by making it accessible to those who may not be aware of it, reducing repetitive or needless information entry, and assisting citizens with challenging transactions.
John suggests that governments should personalise the experience of the citizens for the following reasons:
- Time savings due to content accessibility will result in increasing service usage due to streamlined application procedures;
- Time savings and compliance through the fusion of information from various government agencies;
- Time savings by delivering the most pertinent content.
Personalising citizen interactions with government services will result in faster and more satisfactory decisions and outcomes. “Increased use of government goods and services lead to increased citizen satisfaction,” John concludes.
