What are the most transformational trends in government today?

1. Government Trends 2021
What are the most transformational trends
in government today?

2. 2
2
Accelerated
digital
government
COVID-19 brings the
next generation of
digitization to
government
Personalized,
frictionless, and
anticipatory
services
Seamless
service delivery
Adaptive
workplaces in
government
Location
liberation
Generating
greater public
value from data
Fluid data
dynamics
Using hindsight, real-
time data, and
foresight to drive
policy and decision-
making
Government as
a cognitive
system
Building greater
flexibility and
adaptability in the
public sector
Agile
government
How governments
are adjusting to help
secure cyber
ecosystems
Government’s
broader role
in cyber
Embedding greater
inclusion, diversity
and equity in the
public sector
Inclusive and
equity-centered
government
Strengthening trust
in government
institutions,
systems, and
processes
Sustaining public
trust in
government
Government Trends 2021
Copyright © 2021 Deloitte Development LLC. All rights reserved.

3. 3
3
Accelerated digital
government
COVID-19 brings the next generation of digitization
to government
To meet the needs of the pandemic, governments have
accelerated their digital journey along three major dimensions:
In California, 90% of around 200,000 state employees,
were able to smoothly switch to telework due to the state
government’s early efforts to pursue cloud.
Software and IT services are projected to account for nearly
half of the US$452 billion of 2021 government IT investments.
Scaling digital
infrastructure
Investing in citizen
connectivity
Creating a more digital
public workforce
1. 2. 3.
Copyright © 2021 Deloitte Development LLC. All rights reserved. Source: GovTech; Gartner

4. 4
4
Seamless
service delivery
Public sector agencies are providing personalized,
frictionless, and anticipatory services
There are three main strategies that governments are taking to
achieve this vision of seamless service delivery:
Committing to fully
digital and touchless
public services
Designing proactive
services based on
life events
Building the infrastructure
for seamless service
delivery
1. 2. 3.
Finland’s Aurora AI program uses AI to help residents
undergoing job changes by consolidating government
services and identifying which are most useful.
During the COVID-19 pandemic, Finland has seen a 30% surge
in public sector e-service usage.
Copyright © 2021 Deloitte Development LLC. All rights reserved. Source: Gov Insider

5. 5
5
Adaptive workplaces in government
Location
liberation Location liberation and the ability to work from anywhere are here
now, and they’re altering most aspects of how we work, where we
work, and what we need to work effectively and collaboratively.
Flexible work,
workplaces and
workforce
Rethinking organizational
processes for virtual
environments
Using data to
optimize work
1. 2. 3.
New Zealand introduced a “flexible work-by-default”
policy which assumes that any role is suitable for flexible
work, unless there is a reason to decide otherwise.
At least 136 countries acted swiftly to draw up telecommuting
guidelines for public officials as part of their COVID-19 response.
Copyright © 2021 Deloitte Development LLC. All rights reserved. Source: Te Kawa Mataaho Public Service Commission; New Straits Times

6. 6
6
Generating greater public value from data
Fluid data
dynamics
Increasingly, government has been leveraging data to respond to
public challenges, with three trends in particular growing:
Building exchanges
to accelerate data
sharing
Facilitating FAIR (findable,
accessible, interoperable,
and reusable) and
standardized data
Redesigning data
governance
1. 2. 3.
National Cancer Institute’s Genomic Data Commons (US) is
a platform that supports precision medicine allowing users
to share, access, and analyze genomic and health data.
Estonia’s X-Road helps government and citizens save
approximately 844 years of working time annually.
Copyright © 2021 Deloitte Development LLC. All rights reserved. Source: National Cancer Institute; e-Estonia

7. 7
7
Using hindsight, real-time data, and foresight to
drive policy and decision-making
Government as a
cognitive system
Governments worldwide are increasingly using a cognitive
approach to decision-making, relying on three things:
Using hindsight to
know what has
worked and what
hasn’t
Monitoring real-time
information to inform
tactical decisions
Building foresight to
anticipate events and
take preventive
actions
1. 2. 3.
Taiwan used lessons learned from SARS breakout,
published continuous real-time information, and used
scenario planning in their COVID-19 response.
As of June 2020, there were 169 data-driven practices and
evidence-based policies in place in 35 states across the US.
Copyright © 2021 Deloitte Development LLC. All rights reserved. Source: TED Talks; Results for America

8. 8
8
Building greater flexibility and adaptability into the
public sector
Agile
government
In response to COVID-19, governments have begun to use Agile
methodologies to tackle a range of challenges.
Agile policymaking:
Making policies
adaptive, anticipatory
Agile regulation:
Laying out iterative,
responsive regulations
Agile workforce:
Flexibility in acquiring
and deploying talent
1. 2. 3.
Australia introduced a digital marketplace to make it easier
for government agencies to find and hire digital specialists,
seek project-specific quotes, or receive digital training.
As of June 2020, 384 documents related to COVID-19 were
published on Eur-Lex, an official website of European Union
laws and public documents. Of those, 62% are soft laws.
Copyright © 2021 Deloitte Development LLC. All rights reserved. Source: GovTech Review; SSRN

9. 9
9
How governments are adjusting to help secure
cyber ecosystems
Government’s
broader role in
cyber Governments are beginning to take larger roles in coordinating
security across public-private ecosystems.
Shifting relationships:
From need to know to
shared info and
norms
Shifting human capital:
From my talent to our
talent
Shifting operations:
From keep at bay to
always verify
1. 2. 3.
United Kingdom’s National Cyber Security Centre provides
unified response to cyberthreats, working with the
private sector and the general public.
76% of US state chief information security officers believe that
a centralized model can most effectively improve the
cybersecurity function.
Copyright © 2021 Deloitte Development LLC. All rights reserved. Source: UK National Cyber Security Centre; 2020 Deloitte-NASCIO Cybersecurity Study

10. 10
10
Embedding greater inclusion, diversity and equity
in the public sector
Inclusive and equity-
centered government
Many inclusion and equity-centric approaches are being
embraced by governments around the world.
Inclusive and equity-
centered design
Equitable access to
public goods
Data sovereignty
and data equity
1. 2. 3.
Lab @ DC, unit of the Washington DC city government,
launched Form-a-Palooza, using human-centered design
principles and plain language to reduce design bias.
Australian government has set a target of increasing the
representation of Aboriginal and Torres Strait Islanders to 3
percent in the Senior Executive Service.
Copyright © 2021 Deloitte Development LLC. All rights reserved. Source: The Lab @ DC; Global Government Forum

11. 11
11
Strengthening trust in government institutions,
systems, and processes
Sustaining public
trust in government
While the pandemic increased trust in government in many
countries, others still have a long way to go in improving citizen
trust.
Trust in government
digital systems,
services, and data
initiatives
Tackling the information
manipulation
“pandemic”
Higher trust in
government led to
effective COVID-19
response
1. 2. 3.
In the US, the Air Force and Special Operations Command are
developing an AI-powered platform that aims to combat
disinformation as fast as bots can disseminate it
More than 290 factchecking projects in 83 countries were
active as of June 2020 amid coronavirus and election-related
falsehoods.
Copyright © 2021 Deloitte Development LLC. All rights reserved. Source: Federal News Network; Reporter’s Lab

12. 12
Contact
William D. Eggers
Executive Director,
Deloitte Center for Government Insights
Deloitte Services LLP
+1 571 882 6585
weggers@deloitte.com
Deloitte Center for
Government Insights
Government and Public Services
Practice
Mike Canning
Principal,
Government & Public Services Leader
Deloitte Consulting LLP
+1 617 437 2259
mcanning@deloitte.com
Copyright © 2021 Deloitte Development LLC. All rights reserved.
Beth McGrath
Managing Director,
Global Government & Public Services Leader
Deloitte Consulting LLP
+1 571 882 8455
bmcgrath@deloitte.com

13. 13
About Deloitte Insights
Deloitte Insights publishes original articles, reports and periodicals that provide insights for businesses, the public sector and NGOs. Our goal is to draw upon research and experience from throughout
our professional services organization, and that of coauthors in academia and business, to advance the conversation on a broad spectrum of topics of interest to executives and government leaders.
Deloitte Insights is an imprint of Deloitte Development LLC.
About this publication
This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or its and their affiliates are, by means of this publication, rendering accounting,
business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any
decision or action that may affect your finances or your business. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified
professional adviser.
None of Deloitte Touche Tohmatsu Limited, its member firms, or its and their respective affiliates shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its
member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US
member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the
rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.
Copyright © 2021 Deloitte Development LLC. All rights All rights reserved. Member of Deloitte Touche Tohmatsu Limited.