Key result 1 As government employees we have the policies, governance, continuous learning, tools, skills, and processes we need to serve New Brunswickers.
Why this matters
Government delivers too many of our services as we did in 2018: using older technologies that don’t always integrate easily. Ongoing investment to replace older technology is critical to ensuring service delivery continuity. If we don’t have a plan to continually update technology to assist us, we risk becoming less and less effective – just when the need to be more effective, fast, is growing more quickly than ever before. It is time for all of government to pull in the same direction, to give New Brunswickers modern, convenient services. Collectively we need the tools to become not a “digital government” but a government in a digital world (that still includes human contact).
How we’ll do it
Create a Digital-first policy
A policy to create all government services digital-first – but not digital-only.
Refresh our governance model
Support government-wide prioritization of initiatives and projects so there is collective ownership of a common enterprise strategy to allow us to work to one vision.
Create an enterprise roadmap for technology
A cross-government approach to choosing technology.
Modernize our legacy technology
A prioritized and funded approach to dealing with tech barriers to digital transformation and a formalized process to remove the old as we stand up the new.
Create a cloud services framework
A formalized repeatable way to decide when to use cloud-based solutions as the best-value option..
Integrate applications
Systems and data support flexible design and, in many cases, public access and re-use.
Create a paperless path where possible
Truly digital services from end to end.
Ensure easy payment methods
Easy and modern electronic payment methods for any service.
Support agile procurement
Be supportive of efforts to employ agile procurement within government just as we do agile design.
Enable one GNB, one intranet: hub of the digital workplace
All employees will have seamless access to their digital workplace across sites, apps, systems, and spaces.
Seize opportunities for continuous shared learning
Leverage each other’s experience of the digital transformation, which will allow us to go faster and work better together.
Expand our tech toolkit
Use game-changing new technologies such as artificial intelligence when they allow us to improve service.
How we’ll measure progress
A key performance indicator: As government employees we have the legislation, governance, continuous learning, tools, skills, and processes we need to serve New Brunswickers.
Key result 2 We attract the best people and our leaders at all levels support us as we innovate.
Why this matters
Transformational systemic change needs dedicated resources; we have to attract and keep the best people and give them the tools and space to innovate. It also needs a budgetary focus and an abundance of communication to help all government employees keep up.
How we’ll do it
Empower our teams
We need to be able to create multidisciplinary teams that can function as required across department siloes, empowered to try new things, to fail fast and to learn continuously, so they can solve problems and improve services to citizens.
Encourage the innovators
Strengthen support from the top for those who lead divisions and teams to promote the risk-taking necessary for innovation and agility.
Focus on talent recruitment and retention
Gain, train, and retain the best IT talent in a competitive market.
How we’ll measure progress
A key performance indicator: Creation of cross-departmental tactical teams for every major project
When we get there
Kabir
With their family about to expand, Kabir and his partner are looking to buy a new home. The nicely renovated older home they want had a spill when it had an oil furnace, but Kabir can’t find any details about the incident. He shoots an email to the Provincial Archives, expecting a long wait and a pile of forms. Instead he gets a phone call within a couple of days, asking for a few details to narrow the search. He quickly receives the electronic records of the clean-up in his inbox. It is an entirely paperless transaction.
Stephanie
Stephanie’s team is designing a new digital service, and today is a critical day in the project path. A professional development day has closed schools, so several of her team members who usually work in the office will need to work from home. With government’s right technology for a modern business, today they are all participating in the urgent meeting from wherever they are, on their laptops and phones, all using the same document on SharePoint. They have seamless access to their workplace digitally across sites, apps, systems and spaces. Their work life has improved – and so has their work-life balance.