Читать книгу Digital Government Excellence - Siim Sikkut - Страница 47

Probably, if you look at the level of digital government maturity from on-premise to transactional to service-centered to intelligent, Canada had been somewhere near the transactional level at the most. There was not a lot done about putting users first digitally or what you could do with digital service delivery; there was not an appetite to do a “digital first” service delivery. Lots of fax machines, lots of counters were still there around the country.

We had—and still have—departments as groups that do not talk to each other. Citizens, or customers, if we can call them that, have to know which department to go to in order to get a service. We impose that on them. The other thing you have to understand is the legislation in Canada is very vertical. Every department has its own set of legislation and its own authorities, which means it can execute certain things and it creates a great confusion.

It is a system that is designed so that one person cannot make a quick decision. You should make the decisions together for the better of the citizens, but this does not really work that quickly as it should in the digital area. As opposed to measuring twice and cutting once, you could actually cut a thousand times digitally, and you could do it faster, too. Some departments out of the forty-three were doing quite well in this regard, but others were not.

Because the policies had not been centrally updated then nobody used the cloud, as an example. That is why we had to come in with new policies and new ways of doing things, forcing a little bit of modernization on a system that was not really service-centered.