Canadian Government Executive - Volume 27 - Issue 05

September/October 2021 // Canadian Government Executive / 21 MILLENNIAL OUTLOOK BY JINGY YANG ENVISAGING AN E-CANADA DIGITAL FUTURE Modern technology has become a total phenomenon for civilization, the defining force of a new social order in which efficiency is no longer an option but a necessity imposed on all human activity. — Darrell Fasching (1981): The Thought of Jacques Ellul: A Systematic Exposition T he global pandemic and eco- nomic recession brought ground-breaking changes that significantly transformed lives. The impact caused service providers who traditionally relied upon in- person interactions to shift their business model to viable online portals. Governments are undertaking reforms in response to in- creasingly rapid technological change. Pub- lic service leaders and policymakers need to accelerate comprehensive government digiti- zation to meet growing citizen expectations and converging technological pressures. International benchmarks Estonia is a successful pioneer of digital gov- ernment. It adopted a national digital mod- ernization strategy after 1991 independence from the former Soviet Union. The govern- ment foresaw the future of digitization and prioritized it as a reform initiative. “Estonia has built an efficient, secure, and transparent ecosystem where 99 per cent of governmen- tal services are delivered online.” Accord- ing to e-Estonia, success was accomplished through three big steps: 1. Fit for purpose. Policy and programs were designed to best suit user needs. The implementation of one-time per- sonal data collection avoided repetitive and time-consuming processes. Data collected were utilized across divisions in a secure cyber-environment that in- creased the efficiency of information sharing across functionalities. 2. Gain trust. Information technology divisions constantly enhanced cyber- security and updated resources online to increase public confidence and accu- racy. Government regained trust from citizens and significantly reduced in- person visits and operational costs. 3. Keep it simple. Government focused on redesigning rules and procedures to get rid of unnecessary, complicated, bu- reaucratic steps and to establish greater openness and transparency. Then, an e- government ecosystem was born. Digital transformation Digitization is an ongoing process; 2020 just happened to be climacteric. Canadian governments addressed the challenges of an alternative future to save taxpayers money, boost public confidence, and embrace gen- erational workforce changeover. Priority setting. From the establishment of ServiceOntario in 2006 to the introduc- tion of the Simpler, Faster, Better Services Act in 2019, digitization has been on On- tario’s agenda of priority government initia- tives. The action plan includes more than 30 projects that aim to improve the ways people and businesses interact with govern- ment. According to Treasury Board, “The government’s goals are to enhance the top 10 services by ServiceOntario and make it easier for users.” Positive impact. Digitization brought alternative solutions and impressive out- comes. They took the form of remote work arrangements with virtual meetings, minis- try e-approval processes, and online coun- ter services. Well-designed, digital plat- forms increase user recommendations and public acceptance. Millennial workforce. Millennials who grew up with digital technologies will soon be the majority in the public service. Gov- ernment hiring managers are restructuring digital personnel systems and transitioning between generations of public servants. Ac- cording to a 2017 Deloitte report, Canada has a strong record of attracting and retain- ing Millennials, lateral mobility, and mean- ingful work opportunities. LinkedIn’s lat- est Workplace Culture Report indicates that 86 per cent of Millennials would consider tak- ing a pay cut to work for an employer whose mission and values align with their own. The Treasury Board of Canada Secretariat announced the Digital Operations Strategic Plan for 2018-2022. It proposes a central vi- sion of service-oriented, open, accessible government with modern technology and information practices. The expanded, post- pandemic impact of digitization is critical to business resilience, as well as to economic reconstruction. Beyond short-term infusion of financing and staffing, investment in digi- tization will stimulate longer-run societal outcomes. Concerted efforts to harness and lever digital technologies call for whole-of- government coordination and cross-sector leadership in networked government. Jingy Yang is a financial analyst with the Ontario public service and candidate for the master of public policy, administration and law at York University. (jy.poesia@gmail. com)