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Digital skills are essential, therefore, there is a need to understand the existing eco-system and to conduct a meaningful training skills assessment and analysis in line with identified GovStack practices.
The three lower levels of Bloom's Taxonomy (Iowa State University n.d.) provide a clear understanding of the assessment criteria for knowledge, comprehension, and application.
Before embarking on the capacity/skills assessments journey, there are two important aspects to take into consideration:
1. Which stage of digital transformation the country in question is at.
2. Which group of people will have their ‘digital’ skills assessed and what are their respective roles in the digital transformation journey.
As part of the preparations for the country implementation journey, it is essential for GovStack, to define the steps below:
The targeted group to be assessed
The assessment methodology
The evaluation process/ criteria
The different stages of the implementation journey and the respective skills needed at each stage.
When evaluating a country's level of knowledge and readiness, the following key roles have been identified, and have to be evaluated:
Technical teams:
Agile S/W development approaches
Cloud hosting
Security
Technical support (Help desks and Call centers)
Open-Source usage
Administrative functions:
Service definition and cataloguing
Developing MOU’s for inter agencies cooperation
Change management
Process simplification
Legislations changing to accommodate digital services
Policy and decision makers:
Strategies setting
Monitoring and evaluation
Roadmaps for services implementations
Prioritization
Interoperability
Shared services
To ensure that there is a solid foundation for informed decision-making and guide strategic planning for capacity building, GovStack uses a rapid assessment tool to facilitate an initial assessment in early stages.
Goal of this tool is to ensure that the digital development training plan aligns with the unique status, requirements and challenges of the government and its ICT practitioners.
This Rapid Assessment Tool is intended to be used as a protocol for focus group discussion with the selected civil servants (ICT Practitioners) from Government Ministries and/Agencies to collect initial data alongside the country kick-off mission or preliminary engagement with country focal points in order develop a digital development training plan for the government ICT practitioners.
As one of the Capacity Building assessment tools, GovStack uses RFI 4 in order to nail our approach.
Goals/Objectives for RFI 4
Define the recipients and their skills development needs
Design the appropriate content based on the existing level of knowledge
Finally, it is important to develop a report showing the needs and the skills to be addressed in the country engagement journey
Inventory of the staff and technology is also an important part of GovStack's capacity building activities. As a starting point, we have identified various ecosystems and assessment frameworks to help us build a skill matrix.
What is the GovStack Skill Matrix
The skill matrix shows the digital skill in question along with its level of proficiency for each stakeholder and is used to determine capacity-building needs, the topics that should be addressed, and the target group.
The following link leads to an ITU’s publication on digital skills assessment, describing important issues such as methodology, evaluation, and future steps: (ITU, 2020)
The link below shows USAID's approach to evaluate the digital ecosystem: USAID approach
The link below shows the World Bank’s toolkit to assess digital skills: World Bank’s toolkit
Before embarking on the implementation journey, it is important to assess the capability and capacity needs of the identified GovStack profiles. This will enable the stakeholders to be matched with the requisite trainings and skills to enable implementation of GovStack's digitalization and Building Block approach.
The table below provides a comprehensive overview of the training resources for various stakeholders, the necessary skill sets, and necessary trainings that have been developed by various organizations.
Apart from this information there is a plethora of documentation on the reference applications and implementation best practices available on https://docs.digit.org/ for SI partners to reference.
Any issues that they may come across can be posted on the support community.
Course
Description
Intended Persona
The “GovTech: Fundamentals and Key Concepts” e-Learning course (GovTech 101) introduces the GovTech concepts, focus areas, solutions, and good practices to support digital transformation reforms of governments around the world. The GovTech 101 self-paced course consists of four modules:
• (GovStack LMS module 1)The first module, “GovTech: The Latest Generation in Public Sector Reforms,” presents the definition of GovTech, the evolution of digital government, and GovTech approaches, and introduces the GovTech Global Partnership.
• (GovStack LMS module 2), “GovTech Focal Areas: How They Work in Practice,” explains the four GovTech focal areas in detail.
• (GovStack LMS module 3), “GovTech Maturity Index,” (GTMI) presents the objective, methodology, findings, and conclusions of the GTMI that measures the maturity of four GovTech focus areas.
• (GovStack LMS module 4), “GovTech Solutions for Practitioners,” describes different types of digital government investments, gives examples from GovTech solutions in the four focal areas, and describes GovTech challenges and opportunities.
Public service officers
Applications Development
Applications Infrastructure
Applications Management
Cybersecurity
Data Science and AI
ICT Governance
ICT Infrastructure
Modelling and Simulations
Product Management
Sensors and IOT
Tech Management
Public Service Leaders and Officers, Technology Teams (Software Engineers, DevOps Engineers, QA, Delivery Managers, UX Designers, Digital Services Manager, Business Analyst, Architects, Project Manager, CIO, Engagement Manager, Product Manager, Data Engineers and Scientists, CISO)
This playbook section underscores a systematic and synergistic approach to learning and knowledge-sharing. Furthermore, it outlines the framework and steps for Capacity Building, digital skills in relation to Capacity Building, capacity assessment, and how academic institutions support a country's capacity development.
It describes:
1. Capacity building framework
2. Capacity building journey
3. Digital skills in relation to capacity building
4. Assessment of capacity.
5. Academic support to Capacity development
This section builds on insights for capacity development and knowledge-sharing, which are essential for the success of digital transformation. Digital government is rooted in a vision that strongly believes in continuous learning for the ultimate beneficiaries of its initiatives: governments and their citizens.
The purpose of learning and exchange activities is to promote a systematic process of Capacity Building that utilizes effective methodologies and fosters cross-cultural knowledge sharing within and across professional and academic institutions. All these best practices are captured within the GovStack Learning and Management System that will enable countries to build sustainable capacities.
Today’s ever-changing technology landscape requires a combination of knowledge and skills that is very different from what it was few years ago. Having digital skills enables individuals to fully participate in their social and professional lives. For example, the “new normal” following the COVID-19 pandemic has highlighted the challenges that still exist when it comes to connecting households and people, and the digital skills required to participate effectively in an increasingly digital world. The need for a digitally competent population and the demand for a digitally skilled workforce have grown even more pronounced today.
Digital skills include a “combination of behaviors, expertise, know-how, work habits, character traits, dispositions and critical understandings” Thus, digital skills could be further divided into multiple different skills as follows:
Technical skills: the ability to use a smart mobile device, an application, and to navigate online to accomplish a task
Professional technical skills: the ability to understand various techniques involved in conceptualizing, designing, development, testing, integration, operations & maintenance of software products. These broadly include Software Development Life cycle (SDLC), Project management (Agile), Open Source, Open Data, digital infrastructure including cloud, architecture, and so on.
Information management skills: the ability to access and use information to make informed decisions
Online communication skills: communication is crucial to create effective and trustworthy digital channels, especially because interactions among stakeholders are often exclusively remote, with no face-to-face encounters
Critical thinking and problem-solving skills: the ability to use ICT to make informed judgments and choices, and then use the information gathered to solve a problem
Enterprise Skills: Communication, collaboration, project management, continuous learning, product management lifecycle, problem-solving, digital leadership, and design thinking.
Other skills supplementary to digital skills: the ability to apply skills in practice, proficiency in the English or the working language, presentation skills, mind-set and behavior in terms of self-motivation to learn, interest in lifelong learning, and a “go the extra mile” mentality.
GovStack is a unique approach that emphasizes the use of building blocks over existing monolithic solutions. This approach calls for a few more additional skills to what has been described as part of digital skills.
The following are suggested technical focus areas that are recommended for the implementation of the GovStack Approach. These skills may be acquired by various stakeholders as relevant to them.
Software Reusable components
Building Blocks / Lego bricks game
Open Source Solutions
Workflows
Interoperability
Service Standards
Sandbox environment
Software Testing
Agile Project Management
User stories
User experience
Design thinking
User journey
Cloud Computing.
Security
Privacy
Enterprise Architecture
Suggested non-technical focus areas include:
Understanding the difference between digitization, digitalization and digital transformation
Awareness at all levels
Communication/Publicity strategy
Ethics
Citizen engagement
The proposed behaviour, knowledge, and skills will come in hand at various stages of the stakeholders’ activities lifecycle. For example, a citizen can learn about GovStack through citizen engagement activities and demand for non-listed services. Similarly, a government department can gain a better understanding of what key competencies it needs to conceptualize, design/co-design, plan, and implement various digitalization activities while adopting the GovStack Approach.
There can be different kind of stakeholders (government and internal) and external stakeholders who support capacity building during the digital transformation process. GovStack has identified various internal stakeholder profiles that support the implementation of citizen centric digital government services. The profiles are as follows:
GovStack approach provides different training topics in accordance with user profiles which support to better implement the GovStack approach. In order to establish right approach and move towards digital services first the general knowledge according the GovStack eco system as well digital governance era with respect to digital transformation is needed. GovStack has developed main training topics to each stakeholder who will be involved with the GovStack implantation journey and is involved or assist digital teams. However, many open-source courses are available which can support our approach during the implementation stages.
The main tenets of such training programs are -
1. Easily understandable training content
2. Regular, frequent, dedicated support
3. Channels of training support
All training objects and learning materials can be found on GovStack LMS
For best outcomes, it is advisable to kick off the training plan with a strategic discussion will all the key stakeholders involved with digital transformation activities. This initial stage typically starts by setting a common understanding of the benefits that can be reaped through digitization for all relevant parties. This practice allows us to root everyone’s focus on a user-centric perspective of service transformation. This can then be followed by more encompassing technical training sessions
For example, in e-Chhawani program in India, pieces of training were delivered once every quarter. A special emphasis was laid on ensuring easy access to training materials with repeated reminders of how to access them. In addition, a specific time every quarter was dedicated to training and these trainings were calendarized for the entire year. For example the 2nd week of each quarter.
Capacity-building process involves establishing and enhancing skills, instincts, abilities, processes, and resources that organizations and communities require to survive, adapt, and thrive in a rapidly changing world. Organizations share information, skills, and best practices through capacity development. GovStack's methodology is highly iterative and co-creation based
The main activities within GovStack GovStack Capacity Building approach is described as follows:
The process of these activities and main tools used can be found in the Capacity Building Framework Journey below.
GovStack focuses a lot on process and people within the implementation journey. Capacity building is the process in which individuals, organizations and societies, develop, strengthen and maintain the skills to implement GovStack’s Building Blocks. Capacity development is not a single intervention but an iterative process of design-application-learning-adjustment.
The model employs design-thinking and human-centric design methodologies for learning and performance. Thus, instead of focusing on learning a topic or combination of topics, it focuses on solving problems and achieving stated organizational goals.
It involves 3 phases as described below:
What is the concept you are exploring? Develop a capacity building framework that complements launching digital government services (GovStack/BB) as well helps to build digital competency/readiness among Government agencies.
What is the challenge or opportunity this concept addresses?
Which groups need to be involved in addressing the concept? (Stakeholder map)
a. Who // What we know and what we need to know // Concerns and expectations // Desired impact // Motivation
Which groups are NOT impacted by it and how might they react? (Stakeholder map)
Capacity building assessment
Gap analysis and adaptation plan
Organizational context:
Goals, strategies and structure
History (recent success or failure)
Internal Environment
External Environment
Multi-level approach
Individual
Communities of practice (technical, intra-organization, etc.)
Stakeholder interaction
Enabling conditions
Data Sources
Primary source (government documentation)
UNDP
Policy and strategy documents
Data Gathering (Capacity building)
UNDP - Digital government capability assessment
Current assets
Refine the problem (multi-stakeholder engagement)
National Digital Strategy and National M&E Plan
National Strategy and National M&E Plan Is there a National Strategy related to the relevant use cases addressed by the Program or project(s)? Is there a National M&E Plan linked to the National Strategy?
Goals and Objectives of the Program/Project(s)
Are the goals and objectives of the Program or project(s) in line with the National Strategy and are they time bound and measurable?
M&E Indicators in the Program/Project(s)
Do indicators have clear definitions, data sources with baselines and targets? Were indicators selected in collaboration with national/international M&E partners? Is indicator data linked with the National M&E system?
Communication Plan and Transparency
Will data from the Program or project(s) be disseminated properly and will sensitive data remain confidential?
Capacity Building Budget
Has the Program or project allocated sufficient financial resources for M&E?
1.Why Digital Transformation
a. Challenges and Opportunities
b. Case studies
c. Country approach (successful approach and lessons learned)
d. Capacity building in a Digital government
2. GovStack Life-cycle and competencies framework
a. Governance and Strategy
b. Digital Service Design & Delivery Standard
c. Capacity Building
Learner personas
Leader: strategy blueprint GovStack implementation and Individual level (user profile "Top management")
Chief Information Officer (user profile "Top management/IT specialist")
Chief Technology Officer (user profile "Top management/IT specialist")
Project Manager (user profile "Middle management")
Domain Experts and architects (user profile "IT specialist")
Service designers (user profile "Service design")
Change Management and Capacity Development (user profile "Trainers")
Finance (user profile "Middle management")
Citizen Engagement (user profile "Trainer")
Policy Makers (user profile "Policy maker")
d. Curriculum adaptation
e. Action Plan. Find below an example
Priority setting and action planning (multi-stakeholder exercise)
Monitoring, Evaluation, and Learning
Capacity building template:
Background
Learner persona
Objectives
Thematic focus
Methodology
Instructional Design
Evaluation: Pre-training survey, after
Agenda
Implementation plan
What, how and who
Timeline and target dates
Accountability
Assumptions
Budget
Monitoring, Evaluation and Learning
Risks
5. The training plan as an important plan of the capacity building:
The platforms and tools which can be used as a training platform
Different level of the trainings (top/middle management, end users, service designers, technician who should know the BB)
Implementation methodology and possible timeline (what kind of trainings are needed, who is responsible)
Effective strategies for imparting training:
For many years, research and practice has recognized differences between how children and adults learn. Thus, this section highlights high-level adult learning theory along with recommendations to enhance practice for the effective implementation of GovStack's BB.
Adults need to know the reason for learning something
In practical terms, it is important that instructors clearly describe the learning objectives and provide spaces to understand participant’s motivations when preparing learning materials (e.g., collecting participants’ information during the planning stage, mapping participants’ expectations at the beginning of capacity building sessions and making connections between the content presented throughout the sessions
Adult life experiences are a rich resource for learning (or barrier)...
Over the years, adults accumulate knowledge and experiences that can be leveraged as learning resources. In fact, cognitive science has shown that adults tend to resort to past knowledge as a primary learning tool. These experiences can be harnessed through pairing exercises, groups discussions, and problem-solving exercises.
As people mature there is a change in time perspective...
Adults tend to prioritize acquiring knowledge that ca be applied immediately. In that sense, knowledge that can directly applied to life or work-related situations can be more attractive to adult learners than purely academic or theoretical approaches
Learning styles are influenced by personality type, educational background, career choices, and current job role and associated tasks. Designing capacity building programs that engage different learning styles techniques and adapt to different contexts can be an effective way to ensure that learning objectives are met.
Additionally, GovStack has created a supportive environment for capacity building by creating various training materials collected in . It consists of different modules which are aimed towards supporting capacity building phases during the whole .
Knowledge base
World Bank
World Bank document and
United Nations
Detailed description of the Strengthening Measure | Responsibility | Timeline | Total Funding | Funding source | Technical Assistance |
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GovStack focuses a lot on process and people within the implementation journey. Capacity building is a process in which individuals, organizations and societies, develop, strengthen and maintain the skills to implement GovStack’s Building Blocks. Capacity development is not a single intervention but an iterative process of design-application-learning-adjustment.
Capacity building activities include:
Conducting training needs assessment
Engagement of stakeholders on capacity development
Assessment the capacity needs and assets
Formulation and implementation of capacity development response
Evaluation of the capacity development.
Digital government services require a robust and active knowledge management cycle. The knowledge management cycle is a continuous where information is identified, created, shared, stored, utilized. GovStack's knowledge management cycle relies on three critical pieces: people, process and technology.
The key to knowledge management is sharing of information. Sharing knowledge leads to innovation and improvement of the quality of work. Thus, the result is an efficient learning organization where employees' skill sets are constantly improved.
GovStack supports its governments throughout the knowledge management cycle with different resources and tools. Internally, Teams, Jira and Confluence are the communication channels for co-creating knowledge pieces. On the other hand, GitBook and GovStack LMS are the resources used to disseminate to the public, the Technical Specifications and Training materials that aids the GovStack implementation journey.
In its ongoing efforts to improve how governments can reap the benefits of digitalization, the GovStack team frequently asks key questions to guide the development of its activities. These questions include; how can governments become more open and transparent, while simultaneously dealing with various challenges, such as data sensitivity? Which technologies are available to make governments more open and to use open government data? How can data be turned into smartness?
The GovStack Initiative strongly believes in the principle to "reuse and improve." We do not have to reinvent the wheel - when it comes to reusing building blocks, but also regarding education material. Many organizations in the field of government technologies as well as Open Source communities and Governments have published readings, guidelines and training material to support public sector digitization. We would like to make use of all this material and channel it to our partner countries looking into increasing their skills and knowledge. These are a few ways to support GovStack Capacity Building:
Creating new training resources
There are still training gaps concerning the whole-of-government approach and the development of digital infrastructure
Training centers
Establish a training center in your country and link GovStack to the institution(s) responsible for capacity building in your country.
Change management
Foster openness to change and change management. Digitizing Government Services is not only about creating digital tools and infrastructure, it is also about changing processes, simplifying them, creating citizen-centered services. This new approach means a lot of change for government processes, and therefore change management is a big part of the digitization journey.
The starting point of the GovStack approach was the development Communities of Practice in order to share knowledge and experiences between various stakeholders and countries' focal points.
The GovStack approach relies heavily on best practices, experiences and knowledge sharing. The Communities of Practice (CoPs) are topic-related or regional exchange forums to share knowledge and experiences concerning the GovStack approach. The current CoPs are the following:
Aim: Provide an impartial opinion on results provided by the building block working groups.
Opportunities to get involved:
Provide expert guidance to each BB WG
Advise on output formats and mode of work e.g. where to properly document BB specification, suggestion on version control methods/tools, on release and management of end deliverables
Review, validate, approve final deliverables at each milestone
Inform BB WG and Governance Committee of challenges and propose solutions
Aim: Exchange knowledge to strengthen the global GovStack community
Opportunities to get involved:
Participate in CIO Digital Government Leaders Forum events to exchange best practices with other e-government leaders and learn from the experience of other countries.
Share respective country (implementation) experience
GovStack CoP in cooperation with the Digital Public Goods Alliance (DPGA)
Aim: Map and identify opportunities to collaborate and extend existing work related to facilitating the discovery, development, use of, and investment of digital public goods and digital public infrastructure for the GovStack
Identify potential DPGs that are likely to also comply with building blocks specifications.
Identify existing DPGs that can be used to inform specifications of building blocks – where these specifications are not yet in place/still evolving.
Create alignment and coordination for how to accelerate the discovery of these DPG Building Blocks eg. via a digital marketplace.
Participate in bi-monthly discussion rounds to exchange on DPGs as well as definitions for building blocks and Digital Public Infrastructure (DPI).
Share best practices with and learn from other experts.
Contribute to the publication of GovStack relevant definitions (e.g. building blocks, DPI).
Additionally, the CoPs seek to learn from other countries such as India and Singapore, as described below:
Excellence center, as an umbrella, is a shared facility or an entity that should provide leadership, best practices, research, support and/or training for a focus area to support GovStack approach.
Apart from the CoPs, the academia has been involved by involving universities such as TalTech and Mexico university on board with different research topics in Masters' and doctoral levels. This research gives valuable feedback not only for ongoing projects, but also helps to set a roadmap for future development.
To complement the practical and theoretical view within knowledge sharing, technical support is also needed. GovStack Tech Community consists of:
Building Block Working Groups (BB WG)
Technical & Operations Group
Technical Committee
This ecosystem also contributes in policy making level by giving valuable insights for the further development of the strategic and policy making standards and documents in terms of digital service design and transformation.
This page describes the documents, presentations, and tools related to government engagement that support GovStack's implementation activities in accordance with the implementation framework.
Description of artefact: The presentation outlines the motivation, concept and approach that GovStack uses to accelerate countries’ ownership of digital solutions.
Link to artefact:
Description of artefact: The YouTube channel will house all of GovStack's Long and short format videos
Link to artefact: *to be developed
Description of artefact: These posters can be printed out as physical posters.
Link to artefact: *to be developed
Description of artefact:
Link to artefact: *to be developed
Description of artefact: The presentation describes the engagements in which GovStack is involved across multiple countries and continents.
Link to artefact:
Description of artefact: The artefact describes the project objectives, outcomes, timeline, responsibilities, as well as the resources and roles for the implementation team.
Link to artefact
Part of Module 2 on GovStack LMS
Description of artefact: The artefact describes the envisioned GovStack activities, deliverables, and the organization in charge of implementing the activities.
Link to artefact:
Part of Module 2 on GovStack LMS
Description of artefact: A PowerPoint presentation of the High LeHigh-Levelvel Roadmap (MoU)
Link to artefact:
Part of Module 2 on GovStack LMS
Description of artefact: The artefact provides contact information and role profiles for the country's focal points.
Link to artefact:
Part of Module 2 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 2 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 2 on GovStack LMS
Description of artefact: The artefact describes the composition of a Country's Digital Transformation Team.
Link to artefact: Sample Digital team
Part of Module 6 n GovStack LMS
Description of artefact: This artefact describes the various stakeholders that support capacity building during the digital transformation process. Each identified role's qualifications are described in equal detail.
Link to artefact: User Profiles taxonomy
Part of Module 6 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 6 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 6 on GovStack LMS
Description of artefact: The artefact contains guidelines to identifying services, and the approach towards prioritizing and ranking government services.
Link to artefact:
Part of Module 8 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 8 on GovStack LMS
Description of artefact: RFI-1 enables the country engagement team to better understand the digital service design standard and delivery protocol in the implementing country.
Link to artefact: RFI-1
Part of Module 8 on GovStack LMS
Description of artefact: RFI-2 is a service catalogue that facilitates the analysis of prerequisites and identification of opportunities to simplify services before establishing a digitalization roadmap.
Artefact:
Links to example of service catalogue from
Gov.ee
Part of Module 8 on GovStack LMS
Description of artefact: RFI-3 visualizes a citizen's user and business journey from 'womb to tomb', enabling us to take a user-centered approach when designing services.
Link to artefact: RFI-3
Part of Module 8 on GovStack LMS
Description of artefact: RFI-4 enables the country team to establish an initial understanding of the current status quo regarding digital capability in the country we are working with.
Link to artefact: RFI-4
Part of Module 8 on GovStack LMS
Description of artefact: RFI-5 allows us to chart every step that the user must take to avail a service. This includes pre-contact, contact and post-contact phase of the service.
Link to artefact: RFI-5
Part of Module 8 on GovStack LMS
Description of artefact: The TO-BE user journey charts the development of a new service, following responses from RFI-5, in line with the current draft regulatory sequence and obligations.
Link to artefact: TO-BE User Journey
Part of Module 8 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 8 on GovStack LMS
Link to document.
Description of artefact: User personas are archetypical users whose goals and characteristics represent the needs of a larger group of users.
Description of artefact: Includes interview guide, focus group guide, mystery shopper instructions, user journey workshop agenda
Link to artefact: *to be developed
Part of Module 9.1 on GovStack LMS
Description of artefact: Details the AS-IS user journeys, user personas and user needs assessments
Link to artefact: *to be developed
Part of Module 9.1 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 9.3 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 9.3 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 9.3 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 9.3 on GovStack LMS
Description of artefact:
Link to artefact: *to be developed
Part of Module 9.3 on GovStack LMS
Description of artefact: The infrastructure setup outlines the infrastructure environments and aids in the procurement of infrastructure that is in line with GovStack specs and Green GovStack procurement guide.
Link to artefact: *to be developed
Part of Module 9.3 on GovStack LMS
Description of artefact: Restate briefly the work carried out, the aims and objectives of research plan. Highlight the most important findings from mapping of User needs, Journeys and Life events. Make concrete recommendations which act as an input to the design of 'To-be' user journey. Shared below is an actual Findings & recommendations report co-developed by Rwanda's digital team and GovStack as part of Electthe ronic Product Registration Service design process.
Examples of Findings & recomendations report:
Part of Module
Description of artefact: A digital illustration or a voice command-based flow of content blocks, navigation elements and available functionalities, and intended behavior of a service. Shared below is an example of a wireframe developed for Electronic Product Registration Service based on the proposed 'To-be' User Journey.
Part of Module on GovStack LMS
Description of service: This document describes standardised, generic journeys (Example: Consultation to a registry, authorisation of a permit, renewal of a service and declining of a service) that accelerate the design and development of digital services in the Mexican context.
Example of List of generic journeys Guide for the Digitization of Government Procedures and Services
Description of artefact: A comprehensive document detailing the journey of identification, conceptualization, development, prototyping, deployment and scalability of services.
Link to artefact: *to be developed
Part of Module 10 on GovStack LMS
Description of artefact: Green GovStack procurement guide outlines GovStack's contribution to developing a sustainable society by prioritizing procurement of goods, products and services with a reduced environmental impact.
Link to artefact: *to be developed
Part of Module 10 on GovStack LMS
Description of artefact: The Digital Inclusion Strategy is a strategic plan designed to ensure that everyone in the community understands the benefits of a digital society and has access to the skills and technology required to participate in that society.
Link to artefact: *to be developed
Part of Module 11 on GovStack LMS
To understand the current state of education in the digital transformation domain, it is useful to take a look through the lens of established competences and qualifications frameworks. These frameworks help to identify the necessary skills in a certain career path needed in the digitalization journey. It is useful for education institutions in the process of designing curriculum and ensuring the students get the necessary skills to support GovStack approach. Additionally, when designing the curriculum, several issues need to be addressed, as a first step to supporting the long term development of capacity building in the country Digital skills.
The multidisciplinary approach should be considered as it allows students to increase their strengths as well as fill in gaps in their knowledge in the areas of technical skills, service design, ethics, creative problem solving, the regulation of technologies, legislation, and generally in the digital transformation.
The university education should help to improve knowledge of public services design with the use of new technologies. Through gaining an understanding of co-creation, the design process, creative problem solving, human-centric approach in public services, and prototyping the graduates should use to apply new ways to design and implement services with along the new technologies and process re-design.
GovStack Approach supportive curricula are following the European Qualification framework based on the following user profiles categories:
1. Management/ Policy Makers
2. Trainers
3. Service Designers
4. IT personnel
5. End Users.
Table Showing e-CF Stages, and Relevant Competencies recommended for the Stakeholders Involved
The following are the relevant e-competencies for this phase
| Relevant e-Competencies | Stakeholders Involved |
|---|---|
The building phase is the second step
The following are the relevant e-competencies for this phase.
| Relevant e-Competencies | Stakeholders Involved |
|---|---|
The running phase is the third phase
The following are the relevant e-competencies for this phase.
| Relevant e-Competencies | Stakeholders Involved |
|---|---|
The enabling phase is the fourth phase
The following are the relevant e-competencies for this phase.
The managing phase is the last phase
The following are the relevant e-competencies for this phase.
Management/Policy makers, Service Designers, IT personnel (Recommended Curriculum Skills Matrix based on CEN e-CF Framework)
Additionally to EQF the study programmes should follow the Computing Curricula 2020, CC2020 approach in terms of the elements of knowledge.
This knowledge dimension of competency represents foundational and technical components that are very relevant in order to implement GovStack's vision of digitalization.
In order to sustain a digital society, it is equally important to continuously monitor industry trends and emerging new technologies. There is need to establish a digital talent archive that will ensure continuous sustainability in a country's capacity strength.
The successful implementation of the GovStack Approach requires countries to consider a long-term strategy that accounts for the kind of academic support that is needed to achieve digitalization goals. From a short-term perspective, the general GovStack approach is sufficient to keep the GovStack eco-system up and running. However, in order to foster sustainability within country digital teams, academic support is a valuable asset to ensure that long-term goals are met.
While developing university programmes at the Masters' level, universities should consider not only theoretical approaches, but also labor market needs based on different competency and qualification frameworks. These frameworks reflect the skills that are needed in different domains within digitalization.
GovStack uses a descriptive and e-learning approach, that is the GovStack Learning Management System to train the stakeholders.
The main learning outcomes to support the GovStack's approach will give
Enabling an understanding of the different competencies needed for digital journey
Informing different co-design techniques and applying this knowledge to implement the GovStack Approach
Within GovStack approach, it is very important to educate the future leaders of the digital transformation who are able to implement the GovStack vision. As GovStack requires various knowledge in the field of transformation the academic education path should follow the GovStack's standard users profiles.
The main areas which should be covered in the masters programs are as follows:
Digital Government where the purpose to get students to recognize what is different about governing in an era filled with pervasive digital technologies.
The building blocks of the digital government which is about understanding that government digital systems are made up from components, and that the choice of which components to use is critical. It also lays out the idea of 'Government as a Platform'.
Service orientation in the public sector which is about using practices and technologies of the digital era to rapidly and continually improve government services and policies as well move towards proactive life event services.
Service design where students learn why public servants need to be focused on users and their needs. Instructors will help students understand when and why they will need to apply design methods to solve problems.
Interoperability and next generation government architecture where students will learn about single-source governance and security protocols to be implemented across all data assets
Data management is to help understand statistics as well identify opportunities to use data to solve real world government problems. The practical challenges related to data access and privacy/security
Automatization and data where purpose is to help students to be aware that digital era governments create and manage data as a function for every activity to allow participatory AI solutions for public service a
Participatory governance is to help students understand what it means to ‘work in the open’ in government, and to explain the many different interpretations and manifestations of ‘openness’ that are applied in modern governments.
Legal framework to help students to anticipate the most common barriers related to legal acts and standards which government encounter within real government functions
Identity management and security in networked world where students learn about identity management in data governance – how it to ensure data quality and security through access controls across critical data systems. The topic sums up the policies, processes, standards, metrics, and roles that ensure that data is used effectively to help an organization realize its objectives
Teaching Techniques
As GovStack approach is very focused on country engagement and involves much collaborative tools and techniques, a teaching strategy should follow a logic as listed below:
Design thinking approach, to stimulate creative problem solving, teamwork and action research, and guide participants to develop human-centered solutions;
Project-based learning and team-working on practical projects and real challenges across different types of public institutions, increasing the confidence of students in adopting/procuring the right technology for the relevant societal needs;
Active learning, encouraging peer exchange, dialogue and debate, to create an extensive ecosystem around the adoption of GovStack approach beyond the duration of the programme, thus aiming in the long run to contribute to a shift in the mindset of public officials and policy makers;
The expected learning outcomes should ensure the program meets the following:
Knowing the current potential of technology and data and being able to critically assess their social and ethical impacts,
a. Understanding technology that is used in the delivery of the digital state.
b. Learning to operate with technology and how to create human centric government e-services.
Knowing to design / plan / implement / evaluate a practical digital transformation project for an up-to-date range of public services,
a. Developing strategic management abilities,
b. Learning to analyze and propose digital concepts for governance and public services.
Understanding what digital transformation is, what the different applicative domains are with a specific focus on governance and public service transformation, what features it can have and how to convey services to companies and experts,
a. Understanding the state-of-the-art of digital transformation and the available market solutions with a level deep enough to start implementation,
b. Learning to manage innovative procurement and public-private partnership in public services design and delivery.
Making judgements is the ability to think critically and analyze different use cases for digital transformation through public services in society; ability to create public value through innovative design and implement projects.
Project groupwork and communication skills - autonomously and in groups, students develop the ability to present and discuss their ideas and the attitude to negotiate in teamwork.
The academic study program should serve as an enabler of providing knowledge and skills at the intersection of technology, business and management, design thinking and policy sides. The reason for such an interdisciplinary approach lies in the needs of the labor market.
Citizens:
| Relevant e-Competencies | Stakeholders Involved |
|---|---|
| Relevant e-Competencies | Stakeholders Involved |
|---|---|
A.1. Information systems and Business Strategy Alignment
Management/Policy makers, Service Designers, IT personnel
A.2. Service level management
Management/Policy makers, IT personnel
A.3. Business Plan Development
Management/Policy makers, IT personnel
A.4. Product/Service Planning
Management/Policy makers, Service Designers, IT personnel
A.5. Architecture Design
Management/Policy makers, Service Designers, IT personnel
A.6. Application Design
Management/Policy makers, Service Designers, IT personnel
A.7. Technology Trend Monitoring
Management/Policy makers, Service Designers, IT personnel
A.8. Sustainability Management
Management/Policy makers, Service Designers, IT personnel
A.9. Innovating
Management/Policy makers, Service Designers, IT personnel
A.10. User Experience
Management/Policy makers, Service Designers, IT personnel, Trainers
B.1. Application Development
IT personnel, Service Designers
B.2 Component Integration
IT personnel, Service Designers
B.3 Testing
IT personnel, Service Designers
B.4 Solution Deployment
IT personnel, Service Designers
B.5. Documentation Production
Management/Policy makers, IT personnel, Service Designers
B.6. ICT Systems Engineering
Management/Policy makers, IT personnel
C.1. User Support
IT personnel, End Users
C.2. Change Support
Management/policy makers, IT personnel Trainers
C.3. Service Delivery
Management/policy makers, IT personnel Trainers
C.4. Problem Management
Management/policy makers, IT personnel
C.5. Systems Management
Management/policy makers, IT personnel
D.1. Information Security Strategy Development
Management/Policy makers, IT personnel
D.2. ICT Quality Strategy Development
Management/Policy makers, Service Designers, IT personnel
D.3. Education and Training Provision
Management/Policy makers, Trainers
D.4. Purchasing
Management/Policy makers
D.5. Sales Development
Management/Policy makers
D.6. Digital Marketing
Management/Policy makers
D.7. Data Science and Analytics
Management/Policy makers, Service Designers, IT personnel
D.8 Contract Management
Management/Policy makers
D.9. Personnel Development
Management/Policy makers, Trainers
D.10. Information and Knowledge Management
Management/Policy makers, Trainers
D.11. Needs Identification
Management/Policy makers, Trainers
E.1. Forecast Development
Management/Policy makers, Service Designers
E.2. Project and Portfolio Management
Management/Policy makers, Service Designers
E.3. Risk Management
Management/Policy makers, Service Designers, IT personnel
E.4. Relationship Management
Management/Policy makers, Service Designers
E.5. Process Improvement
Management/Policy makers, Service Designers, IT personnel
E.6. ICT Quality Management
Management/Policy makers, IT personnel
E.7. Business Change Management
Management/Policy makers, Trainers, IT personnel
E.8. Information Security Management
Management/Policy makers, IT personnel
E.9. Information Systems Governance
Management/Policy makers, IT personnel
