Technology Trends/Digital Services
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Status | Translation | ||||||
Initial release | November 15, 2019 | ||||||
Latest version | November 15, 2019 | ||||||
Official publication | Digital Services.pdf | ||||||
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Digital Service(s) and Digital Government do not mean the same thing; however, since both have common themes, government organizations often place them together. As a result, Digital Services and Digital Government may be conflated or mistakenly used interchangeably within a public government organization.
Executive Summary
Business Brief
Digitalization and digital technology has transformed business processes and the delivery of goods and services to consumers.
Digitalization has pushed both goods and services online.
As computing power improves, more consumers around the world participate in the digital economy, furthering the growth toward online goods and services. This leads to additional organizational pressures to host more diverse online options, greater speeds of delivery, and ease of application use.
Digital Service(s) and Digital Government do not mean the same thing; however, since both have common themes, government organizations often place them together.
Digital Services meanings refer to the electronic delivery of information including data and content across multiple platforms and devices like web or mobile that is entirely automated, or involves very little human intervention.[5]
Information is presented in a way that is easy to use and understand and typically involves transactional services such as submitting forms for processing and receiving benefits (passport renewals, driver license renewals, immigration forms, parking tickets, hotel room reservations, etc.).[8]
Digital Government can be achieved by leveraging the power and potential of Digital Services to better interact with and respond to citizens. Digital Services are a part of the execution of a Digital Government Strategy.
Technology Brief
There are three main components of a Digital Service: the Service Provider, the Service Receiver, and the channels of Service Delivery. Concerning a public or government Digital Service/E-Service, the Public Agency is the Service Provider, the citizens and businesses are the Service Receivers, and the Public Agency’s application or IT platform is the channel of Service Delivery and the Internet is the primary mechanism for the channel.[13]
There is a wide technical categorization of Digital Services that outlines the degree to which a service is actually digital, including: a Non-Digital Service, a Digital Service, a Fully Digitalized Service, a Managed Digital Service, and an Optimized Digitalized Service.[14]
A Digitally-Supported Service is where a certain part of a service is delivered through an online channel and the customer may be required to perform some manual process
A Digital Service, from the customers’ perspective, the service is delivered fully through the online channel. There are some manual (non-digital) processes involved within the Public Agency “back office” to complete the service.[16]
A Fully Digitalized Service as a service provision is fully digitalised including all back office processes.
A Managed Digitalized Service is where the service provision is fully digitised, and the service is monitored and managed.[18]
Lastly, an Optimised Digitalized Service is where the service provision is fully digitized, and the service is monitored and managed with continual business improvement.[19]
Digital Government is more than just providing a digital delivery system. It is about putting the user/citizen at the center of the service design process.
Digital Transformation is the authentic integration of digital technology into all areas of a business, fundamentally changing how an organization operates and delivers value to customers.[20] A Digital Transformation is the method in which many Public Agencies progress from traditional Non-Digital Services to Digital Services, which can then be built upon toward Managed and Optimized Digital Services.
Industry Usage
The Global Digital Transformation Market is expected to exceed more than US$ 462 billion by 2024 and will grow at a CAGR (Compund Annual Growth Rate) of more than 18.5% in the given forecast period.[22]
Canadians (18 years and older), from July 2017 to June 2018 (12 months), 76% use digital payment methods for their personal spending, and digital purchases.[26]
The most typical delivery model for consumer access to Digital Services is a subscription model where households pay a monthly fee in return for continuous access to a range of services, e.g., broadband, smartphone, cable TV, Subscription Video-on-Demand (or SVoD).[28] The household has been an important locus of the ongoing Digital Revolution and arguably the most visible.
There are a number of countries taking a leadership role in the digital delivery of government services. The United Kingdom (UK) is considered a leader in Digital Government.
In the UK, Tell Us Once (TUO) is a service that lets an individual report a death to most government organisations in one action.[32] Public administrations ensure that citizens and businesses supply the same information only once, who then take action, if permitted, to internally re-use this data, in due respect of data protection rules. The goal is to reuse data so no extra input is required by citizens and/or businesses.[33]
Estonia is often seen as the trend setter in digital government. Their X-Road digital infrastructure, which supports Estonia’s digital service delivery, allows for seamless information transfers from one departmental database to the other. In Estonia, about 99% of government services are provided through Digital Service delivery channels with over 500 million queries a year.[35]
Canadian Government Use
This does not mean “digital only,” but it does mean that Digital Service delivery cannot be an afterthought and importantly, in-person, and telephone interactions must be digitally enabled to deliver excellence in service.[39]
Additionally, the Digital Transformation Office (DTO) is part of the Treasury Board of Canada Secretariat’s (TBS) Strategic Communications and Ministerial Affairs sector. The DTO are communications professionals with expertise in content and interaction design, user research and plain language writing. The DTO ensures that the Canada.ca brand is recognized and trusted by Canadians, makes information and services that are in demand and published on digital channels easier to find and understood based on insight from user research, and help communications teams develop their skills and processes as they make a sustainable shift to digital in their organization.[41]
To help build interoperability and thus Digital Services in the GC, Shared Services Canada (SSC) is supporting the Canadian Digital Exchange Program (CDXP), previously known as GC Interoperability Platform (GCIP), led by the Treasury Board Secretariat of Canada (TBS). The CDXP is a platform to enable GC departments to share their data with each other and the outside world in a modern, secure, and unified way which aims to enhance interoperability for online infrastructure and enable departments to seamlessly share and consume data and information. This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments.[43]
In parallel, the Canada Revenue Agency (CRA), and Employment and Social Development Canada (ESDC) established a Direct Deposit Sharing Initiative, the first step in a “Tell Us Once” approach when providing banking information to the GC in November 2017.[44]
Implications for Government Agencies
Value Proposition
The business value impact of Digital Services is: Improved Customer Satisfaction and Relationship; Consolidation and Improvement of Services; and Reduced Organizational Costs.
Improved Customer Satisfaction and Relationship
A Digital Service provides greater speed and greater confidence to the consumer and often leads to improved, rapid, and responsive customer services.
Additionally, Digital Services provide agency for the consumer in allowing the user to approach services and publications in a way that they can explore and analyze its contents in new ways by a click of the mouse.
One of the great benefits of going digital is the ability to track metrics and analyze the data that is gained during digital marketing efforts.
Lastly, Digital Services improves an organization’s image or how it is perceived by consumers.
Consolidation and Improvement of Services
By going digital, companies can bring more than just their workforce together, but also their entire architecture. This includes business processes, social media, analytics, and project management interfaces. This consolidation of the company processes and operations enables the business to connect with their target audience and satisfy their needs.
Digitizing Services pulls processes together through consolidation of business requirements which helps drive standardization of the business tools and process.
Consolidating services by digitization helps to reduce the service time to market, improves efficiency with regards to managing resources, and increases transparency with auditability trails.
Reduced Organizational Costs
Digital transformation, particularly the use of cloud services, enables companies to significantly reduce their operating costs.
TUO (Tell Us Once) principle, can help to reduce administrative burdens, in particular for Public Agencies.
Process optimization and potentially higher administrative efficiency are described as main advantages of TUO for public administrations.
Challenges
Although Digital Services provide great benefits for organizations there are some challenges that accompany the transformation from Non-Digital Services to Digital Services.
Complexity and Inflexible Technology
This is the major challenge for developing Digital Services, the transformation to new processes. Transformation is mostly a grinding iterative process, and part of the iteration process involves the need to tactically and operationally adjust workflows, business rules, content presentations, and (potentially) leverage data in different ways than were originally envisioned when the IT systems were first built. Non-Digital Services and legacy IT systems will need to be assessed for further digitization and organizations trying to build flexible and elegant digital experiences on top of out-dated technology stacks may encounter significant interoperability issues. Lastly, managing a new Digital Service can be a shocking and challenging initiative for an organization who is not mature in that particular business area.
Lack of a Clear Vision for Digital Service and Consumer Journey
A challenge for organizations is the lack of a clear vision and execution for their Digital Services.
Organizations will often require multiple years in order to figure out their Digital Service Strategy and this longer term mindset is often a challenge for multi-scaled organizations.
A lack of or ineffective gathering and leveraging of consumer data can be a major cause of failure in deploying and enhancing a Digital Service.
Data Management and Data Risk
Digital Services only provide convenient access to relevant, reliable, comprehensive, and timely information to consumers if the data in which the services are founded is managed appropriately.
Privacy Security
When sensitive consumer information and other user data is kept on a database, there always exists a risk that personal information such as addresses, credit card details, email addresses, passwords etc. can be hacked. Protecting the privacy of consumers, is not only a challenge but one of the most important for any organization. Initiatives such as the introduction of a TUO program, requires a sound and consistent legal basis while protecting user information.
Social Disconnect and Organizational Reputation Risk
Although consumers expect services to be delivered digitally, they still want a human experience with the organizations that they do business with.
Additionally, Digital Services can lead to a sense of hyper-surveillance of the consumer. This is felt more in the Public Agency context where a government begins to develop and become more sophisticated, the citizens will be forced to interact digitally with the government on a larger scale. This interaction could potentially lead to a lack of privacy for civilians as their government obtains more and more information on them.
Employee Digital Skills
Some employees may have large difficulties in increasing their digital literacy.
Access to Digital Services
There is the event that switching from more traditional manual services to Digital Services may result in some consumers having a decreased opportunity in access to services.
Considerations
The rapid digitalization of the economy is transforming the ways that Canadians buy, consume, and sell goods and services.
A serious consideration should be taken by SSC toward establishing a realistic, unambiguous, and forward-looking position on the development and delivery of Digital Services that takes into account the needs of the business consumers while revisiting and revising vendor software and service vendor agreements to assess their digital levels.
The top Digital Transformation elements often cited are: Customer Experience; Operational Agility; Culture and Leadership; Workforce Enablement; and Digital Technology Integration.[60] Any new service, or existing services being reviewed or modified, must be designed to enable delivery of all suitable components of the service over digital channels, unless there is an approved documented business reason not to do so.[61]
SSC should be cognisant of the success factors in customer experience for the Digital Transformation process, including: Design and Digitize Customer Journeys; Increase Speed and Agility in Insights; Achieve Customer Adoption of Digital Customer Journeys; and Develop Agility in Delivering Journey Transformations. Many companies recognize this, with 92% of leaders developing mature digital transformation strategies, specifically to enhance the consumer experience.[62]
SSC should consider keeping user needs as the centerpiece for Digital Services and build the service that meets those needs.
The mantra which should be adopted is “Build Digital Services, Not Websites”.[64]
Some service design and delivery considerations for SSC as a Service Provider to the GC include:
- Assessment of Legislative and Regulatory Regimes;
- Legacy Information Systems;
- Digital Transformation Prioritization;
- Budgetary Constraints and Resource Allocation;
- Public-Private Provisions;
- Cross-Agency and Cross-Jurisdictional Linkages;
- Delivery of Services through Existing and New Access Channels; and
- Effectiveness and Efficiency.
SSC should continue its participation in the GC Interoperability Working Group. SSC should continue its co-chairing (with TBS) of the GC Enterprise Architecture Review Board, which will govern the usage of data and align IT infrastructure initiatives among departments.
SSC should consider evaluating current offerings in the Service Catalogue for how digital these services are and what steps can be taken in order to progress to an Optimized Digital Service state. The evaluation would be to assess processes and business lines in order to improve efficiencies, reduce costs, and reduce administrative burdens of existing services as well as how a new services could be delivered in a more optimized digital way.
SSC should also understand that there is a danger that the speed of digital migration outstrips the implementation of legal, regulatory and information security controls that must be part of any on-line business project.
Lastly, the TUO is a cornerstone in terms of developing GC-wide Digital Services. As such, there are possible implications related to the Privacy Act for TUO in Canada. SSC should consider assessing its different privacy requirements and restrictions regarding its Digital Services that could impact service delivery, including data sharing privacy restrictions which may exist across services.
References
- ↑ Canadian Centre for Cyber Security. (2019). Glossary. Retrieved from cyber.gc.ca
- ↑ OECD. (March 2019). Going Digital. The Organisation for Economic Co-operation and Development (OECD). 2019. Retrieved 27-May-2019.
- ↑ Surbhi, S. (October 27th, 2015). Difference Between Goods and Services. Key Differences. 2019. Retrieved 27-May-2019.
- ↑ Surbhi, S. (October 27th, 2015). Difference Between Goods and Services. Key Differences. 2019. Retrieved 27-May-2019.
- ↑ PCMag. (2019). Definition of: e-services. The Computer Language Co Inc. PCMag Digital Group. PCMag.com. Retrieved 26-May-2019.
- ↑ Taxamo. (2015). What is the Definition of a Digital Service. EVAT Solutions LtD. Ireland. Company No: 487204. 1 Library Place, Killorglin, Kerry, Ireland. Retrieved 26-May-2019.
- ↑ Government of Western Australia. (July 2nd, 2018). Digital Services – Definitions and Examples. Government of Western Australia. Department of the Premier and Cabinet. Office of Digital Government. Retrieved 23-May-2019.
- ↑ Lea-Cox, Trevor. (2015). Business Services vs IT Services vs Digital Services. Lea-Cox and Associates. 2009-2015. Henley-on-Thames, United Kingdom. tlc@esmarchitecture.com. Retrieved 23-May-2019
- ↑ Stephan, Fadi. (January 15, 2016). What is Digital Service Delivery. 2019 Excella Co. Retrieved 22-May-2019.
- ↑ Definitions.net. (2019). Definitions for e-services. STANDS4 Network LLC. 2001-2019. Retrieved 22-May-2019.
- ↑ OECD Council (July 15, 2014). Recommendation of the Council on Digital Government Strategies, Page 6. Retrieved on May 13, 2019.
- ↑ Treasury Board of Canada Secretariat. (March 29th, 2019). Digital Operations Strategic Plan: 2018-2022. Government of Canada. Treasury Board of Canada Secretariat (TBS). ISBN:: 978-0-660-29075-1. Retrieved 21-May-2019.
- ↑ Definitions.net. (2019). Definitions for e-services. STANDS4 Network LLC. 2001-2019. Retrieved 22-May-2019.
- ↑ Government of Western Australia. (July 2nd, 2018). Digital Services – Definitions and Examples. Government of Western Australia. Department of the Premier and Cabinet. Office of Digital Government. Retrieved 23-May-2019.
- ↑ Government of Western Australia. (July 2nd, 2018). Digital Services – Definitions and Examples. Government of Western Australia. Department of the Premier and Cabinet. Office of Digital Government. Retrieved 23-May-2019.
- ↑ Government of Western Australia. (July 2nd, 2018). Digital Services – Definitions and Examples. Government of Western Australia. Department of the Premier and Cabinet. Office of Digital Government. Retrieved 23-May-2019.
- ↑ Government of Western Australia. (July 2nd, 2018). Digital Services – Definitions and Examples. Government of Western Australia. Department of the Premier and Cabinet. Office of Digital Government. Retrieved 23-May-2019.
- ↑ Government of Western Australia. (July 2nd, 2018). Digital Services – Definitions and Examples. Government of Western Australia. Department of the Premier and Cabinet. Office of Digital Government. Retrieved 23-May-2019.
- ↑ Government of Western Australia. (July 2nd, 2018). Digital Services – Definitions and Examples. Government of Western Australia. Department of the Premier and Cabinet. Office of Digital Government. Retrieved 23-May-2019.
- ↑ Enterprisers Project. (2019). What is digital transformation?. The Enterprisers Project. Red Hat Inc. 2019. Retrieved 22-May-2019.
- ↑ ITAC. (October 26, 2016). ITAC on Digital Government. Information Technology Association of Canada (ITAC/ACTI). 1998-2019 ITAC. www.itc.ca. Retrieved 27-May-2019 from.
- ↑ https://www.marketwatch.com/press-release/digital-transformation-market-size-is-projected-to-be-around-us-462-billion-by-2023-2018-08-23
- ↑ Enterprisers Project. (2019). What is digital transformation?. The Enterprisers Project. Red Hat Inc. 2019. Retrieved 22-May-2019.
- ↑ The initial estimates of the digital economy presented in this paper are only available in nominal terms. As a result, comparisons of the digital economy to other sectors of the economy can only be done up to 2015 as nominal GDP by industry is not available for later reference periods. https://www150.statcan.gc.ca/n1/pub/13-605-x/2019001/article/00002-eng.htm
- ↑ The initial estimates of the digital economy presented in this paper are only available in nominal terms. As a result, comparisons of the digital economy to other sectors of the economy can only be done up to 2015 as nominal GDP by industry is not available for later reference periods. https://www150.statcan.gc.ca/n1/pub/13-605-x/2019001/article/00002-eng.htm
- ↑ Statistics Canada. (August 29th, 2018). Digital economy, July 2017 to June 2018. Government of Canada. Statistics Canada. 5265 – Digital Economy Survey. For more information, or to enquire about the concepts, methods or data quality of this release, contact us (toll-free 1-800-263-1136; 514-283-8300; STATCAN.infostats-infostats.STATCAN@canada.ca) or Media Relations (613-951-4636; STATCAN.mediahotline-ligneinfomedias.STATCAN@canada.ca). Retrieved 26-May-2019.
- ↑ Statistics Canada. (August 29th, 2018). Digital economy, July 2017 to June 2018. Government of Canada. Statistics Canada. 5265 – Digital Economy Survey. For more information, or to enquire about the concepts, methods or data quality of this release, contact us (toll-free 1-800-263-1136; 514-283-8300; STATCAN.infostats-infostats.STATCAN@canada.ca) or Media Relations (613-951-4636; STATCAN.mediahotline-ligneinfomedias.STATCAN@canada.ca). Retrieved 26-May-2019.
- ↑ Byrne, David*, and Corrado, Carol†. (November 10, 2017). Accounting for Innovation in Consumer Digital Services: Implications for economic growth and consumer welfare. (Preliminary Draft). *Board of Governors of the Federal Reserve System, Washington, D.C. †The Conference Board, New York, and Center for Business and Public Policy, McDonough School or Business, Georgetown University. Corresponding author: cac289@georgetown.edu.
- ↑ Byrne, David*, and Corrado, Carol†. (November 10, 2017). Accounting for Innovation in Consumer Digital Services: Implications for economic growth and consumer welfare. (Preliminary Draft). *Board of Governors of the Federal Reserve System, Washington, D.C. †The Conference Board, New York, and Center for Business and Public Policy, McDonough School or Business, Georgetown University. Corresponding author: cac289@georgetown.edu.
- ↑ Byrne, David*, and Corrado, Carol†. (November 10, 2017). Accounting for Innovation in Consumer Digital Services: Implications for economic growth and consumer welfare. (Preliminary Draft). *Board of Governors of the Federal Reserve System, Washington, D.C. †The Conference Board, New York, and Center for Business and Public Policy, McDonough School or Business, Georgetown University. Corresponding author: cac289@georgetown.edu.
- ↑ Government of UK. (2019). About the Government Digital Service. Government of United Kingdom. Government Digital Service. Cabinet Office. Retrieved 23-May-2019.
- ↑ United Kingdom Government. (2019). Tell Us Once. United Kingdom Government. Retrieved 04-Jan-2019.
- ↑ EUR-Lex. (2016). Communication from the Commission to the European Parliament, the Council. The European Economic and Social Committee and the Committee of the Regions. European Commission. Retrieved 04-Jan-2019.
- ↑ The TOOP capabilities, in turn, are based on two key Estonian digital systems: “The Universal Digital ID” – through which people can digitally sign contracts, access public services, order prescriptions, file taxes and vote at elections – and “The X-Road”, a set of security and communications protocols that permits safe, rapid transmission of data between a highly distributed set of databases and digital systems. Reference: Whitehouse, David. (2019). Enabling e-government: Estonia’s National Digital Advisor Marten Kaevats. Global Government Forum. Retrieved 07-Jan-2019.
- ↑ Government of Estonia. (2019). Interoperability Services: X-Road. Government of Estonia. E-Estonia. Enterprise Estonia. Retrieved 19-May-2019.
- ↑ Treasury Board of Canada Secretariat (April 18, 2019). Digital Policy Suite: Integrated Management of Service, Information, Information Technology and Cyber Security – Presentation to the Public Sector Management Advisory Committee. Page 3.
- ↑ Stephan, Fadi. (January 15, 2016). is Digital Service Delivery. 2019 Excella Co. Retrieved 22-May-2019.
- ↑ Government of Canada. (March 29th, 2019). Government of Canada Digital Standards. Government of Canada. Digital Government. Retrieved 26-May-2019
- ↑ Treasury Board of Canada Secretariat. (March 29th, 2019). Operations Strategic Plan: 2018-2022. Government of Canada. Treasury Board of Canada Secretariat (TBS). ISBN:: 978-0-660-29075-1. Retrieved 21-May-2019.
- ↑ Treasury Board of Canada Secretariat. (March 29th, 2019). Operations Strategic Plan: 2018-2022. Government of Canada. Treasury Board of Canada Secretariat (TBS). ISBN:: 978-0-660-29075-1. Retrieved 21-May-2019.
- ↑ Digital Transformation Office. (April 11th, 2019). About the Digital Transformation Office. Government of Canada. Treasury Board of Canada Secretariat. Retrieved 22-May-2019.
- ↑ The Canadian Digital Service. (2019). What We Do. Government of Canada. Canadian Digital Services. Retrieved 6-May-2019.
- ↑ Treasury Board of Canada Secretariat. (2017). Government of Canada Strategic Plan for Information Management and Information Technology 2017 to 2021. Government of Canada. ISBN: 978-0-660-24007-7. Retrieved 20-Dec-2018.
- ↑ Canada, Revenue Agency. (November 27, 2017). Link between My Account and My Service Canada Account. Government of Canada. Retrieved 09-Jan-2018.
- ↑ Treasury Board of Canada Secretariat. (November 27th, 2013). Standard on Web Usability. Government of Canada. Treasury Board of Canada Secretariat. ISBN: 978-0-660-20387-4. Retrieved 25-May-2019.
- ↑ Treasury Board of Canada Secretariat. (May 27th, 2019). Digital Policy Suite. Treasury Board of Canada Secretariat. Government of Canada. GCDocs. Retrieved 25-June-2019.
- ↑ O’Brien, Clodagh. (2019). What are the Benefits of Digital Transformation? Digital Marketing Institute SM. 2019. Retrieved 26-May-2019.
- ↑ O’Brien, Clodagh. (2019). What are the Benefits of Digital Transformation? Digital Marketing Institute SM. 2019. Retrieved 26-May-2019.
- ↑ Palmgren, Juha. (October 21st, 2014). Benefits and Disadvantages of the E-Services. Modern Buyer Behaviour. Retrieved 25-May-2019.
- ↑ O’Brien, Clodagh. (2019). What are the Benefits of Digital Transformation? Digital Marketing Institute SM. 2019. Retrieved 26-May-2019.
- ↑ Stephan, Fadi. (January 15, 2016). What is Digital Service Delivery. 2019 Excella Co. Retrieved 22-May-2019.
- ↑ Lallana, Emmanuel. (2008). e-Government Interoperability. United Nations Development Programme. United Nations. ISBN: 978-974-13-3227-4. Bangkok, Thailand. regionalcentrebangkok@undp.org
- ↑ Column Technologies. (2019). Digital Services: Finding Value In A Tech-First World. Column Technologies Inc. Retrieved 26-May-2019.
- ↑ Tiersky, Howard. (March 13th, 2017). 5 top challenges to digital transformation in the enterprise. CIO from IDG. IDG Contributor Network. 2019. Retrieved 25-May-2019.
- ↑ Palmgren, Juha. (October 21st, 2014). Benefits and Disadvantages of the E-Services. Modern Buyer Behaviour. Retrieved 25-May-2019.
- ↑ Ashikuzzaman, Md. (November 16th, 2016). Advantages & Disadvantages of Electronic Resource (E-Resource). LIS BD Network. 2013-2019. Retrieved 26-May-2019.
- ↑ Justice Canada. (January 8, 2019). Privacy Act. Government of Canada. Retrieved 10-Jan-2019.
- ↑ Goodman, Paul. (February 15, 2019). 17 Disadvantages of Digital Technology. Turbo Future. A Maven Channel. HubPages Inc. Retrieved 25-May-2019.
- ↑ E-Spin. (2019). The Advantages and Disadvantages of E-Government. E-Spin Group of Companies. 2005-2019. Retrieved 25-May-2019.
- ↑ Enterprisers Project. (2019). What is digital transformation?. The Enterprisers Project. Red Hat Inc. 2019. Retrieved 22-May-2019.
- ↑ Government of Western Australia. (May 1st, 2016). Digital Services Policy. Government of Western Australia. Department of the Premier and Cabinet. Office of Digital Government. Retrieved 26-May-2019.
- ↑ O’Brien, Clodagh. (2019). What are the Benefits of Digital Transformation? Digital Marketing Institute SM. 2019. Retrieved 26-May-2019.
- ↑ Treasury Board of Canada Secretariat. (October 1st, 2014). Policy on Service. Government of Canada. Treasury Board of Canada Secretariat. ISBN: 978-0-660-09949-1. Retrieved 26-May-2019.
- ↑ Government of Western Australia. (September 4th, 2017). Digital Service Design Principles. Government of Western Australia. Department of the Premier and Cabinet. Office of Digital Government. Retrieved 26-May-2019.
- ↑ Government of Canada. (March 29th, 2019). Government of Canada Digital Standards. Government of Canada. Digital Government. Retrieved 26-May-2019.
- ↑ Bridewell Consulting. (April 16th, 2014). The Estimated Size of the Digital Economy. Bridewell Consulting. (2019). bc@bridewellconsulting.com. Soane Point, 6-8 Market Place, Reading Berkshire, RG1 2EG. Retrieved 26-May-2019.