Equipping State and Local Governments With the Tools for Digital Transformation

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Bill Brantley
October 18, 2024

State and local governments face pressure to improve efficiency, cut costs and enhance citizen services. Technologies like no-code/low-code platforms, process mining, adaptive case management and AI-powered value stream management can transform public sector operations. However, effective use of these tools depends on a well-trained workforce. Through proper training, government workers can become adept at handling new digital workflows, creating data-driven insights and improving citizen engagement.

No-Code/Low-Code Training: Empowering Employees to Create Solutions

No-code and low-code platforms enable non-technical staff to develop software without deep programming knowledge. This helps state and local governments quickly create applications for tasks like streamlining permits or automating forms.

Training Focus:

1. Start with fundamental training on the no-code/low-code platform, covering its interface, capabilities, drag-and-drop features, workflows and system integration.
2. Include practical scenarios in training to show how these solutions work in government settings, such as custom applications for permit approvals or automating document processing.
3. Provide opportunities for employees to practice building applications through guided exercises. By the end of the training, they should be capable of independently developing and deploying simple applications.

Process Mining: Data to Insights

Process mining technology allows governments to examine and improve their workflows by extracting data from existing systems. This helps identify inefficiencies and bottlenecks that affect service delivery. Training employees on process mining is important for promoting a data-driven culture within government organizations.

Training Focus:

1. Employees should understand their daily data. Training must cover data extraction, process mapping and spotting inefficiencies.
2. Train employees to use process mapping tools for visualizing workflows, interpret process maps and employ process mining software to identify inefficiencies.
3. Staff should understand how to integrate process mining tools with the government’s existing IT infrastructure. They need to learn how to apply insights to enhance operations without completely overhauling systems. Practice exercises should include mapping out actual government workflows and identifying areas for improvement.

Adaptive Case Management: Flexible Solutions for Complex Needs

In government, adaptive case management (ACM) helps employees handle complex processes like social service cases across multiple agencies. It allows for efficient management by tailoring workflows to each citizen’s needs.

Training Focus:

1. Employees should understand how adaptive case management differs from rigid workflow systems and how it adapts to real-time case-specific data and requirements.
2. Employees should be trained to use ACM platforms for complex cases. Training should involve role-playing scenarios, such as coordinating social services for families needing housing, healthcare and child welfare.
3. ACM promotes collaboration among departments and agencies. Training should emphasize secure and efficient data sharing so that stakeholders have the information needed for timely decisions.

AI-Driven Value Stream Management: Enhancing Workflow Efficiency

AI-powered value stream management (VSM) enhances lean management by using AI to optimize value flow in processes. In state and local governments, it improves resource allocation, automates tasks and enhances service delivery.

Training Focus:

1. Employees should undergo training on the foundational principles of artificial intelligence, including its capability to analyze substantial datasets and deliver actionable insights. A comprehensive understanding of AI is essential for employees to trust and efficiently utilize AI-driven systems.
2. Staff should learn to use AI for automating tasks like document reviews and approvals. Training should include practical sessions on setting up automated workflows and using predictive analytics for demand forecasting.
3. AI-powered VSM can continuously monitor and optimize workflows. Train employees to review AI reports and implement regular improvements. Use practical examples, like reducing wait times for driver’s license renewals or housing applications, during training.

Training Strategies for Success

Effective training programs for these technologies should extend beyond basic tutorials. Training ought to be continuous, emphasizing long-term skill development. Below are some recommended strategies for training state and local government employees:

1. Blended Learning: Mixing online tutorials with in-person workshops offers employees flexibility and hands-on experience with new technologies.
2. Mentorship and Peer Learning: Designate mentors with experience in these technologies to assist new learners. Creating a peer-learning network can facilitate collaboration and knowledge sharing among employees.
3. Simulations: Have employees practice implementing and integrating the technologies in simulated environments before trying out their skills on the public.
4. Certification Programs: Providing formal certifications after training can motivate employees and ensure they achieve a specific level of competency in using these technologies.

Training state and local government workers on no-code/low-code platforms, process mining, adaptive case management and AI-powered value stream management can build an agile, data-driven and responsive workforce. These technologies can transform public service delivery, enabling employees to better serve their communities.

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Author: Dr. Bill Brantley is the President and Chief Learning Officer for BAS2A, an instructional design consultancy for state and local governments. He also teaches at the University of Louisville and the University of Maryland. His opinions are his own and do not reflect those of his employers. You can reach him at https://www.linkedin.com/in/billbrantley/.

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