Building digital services and IT systems in a government environment is complicated. The federal government in particular has a lot of rules to navigate, and it’s easy for these to overwhelm people and siphon their time away from designing and building user-friendly software. This short guide was written for an audience that’s used to building digital products in the private sector, to better understand what’s new and different in a government context. Enjoy!
Read more →The past couple weeks have seen an outpouring of grief, protests, and calls for change following the death of George Floyd at the hands of Minneapolis police officers. Floyd’s murder, by police, is not a one-off. For Black Americans – and Black Canadians – police violence and systemic racism is an everyday and ongoing problem. Learning how to recognize and confront racism in our own actions, our everyday lives, and in our work as public servants, is incredibly important.
Read more →As a public servant trying to get something approved up the hierarchy, the simplest definition of blockers versus enablers might be a “no” or “yes” at each level. In practice, however, the time it takes to receive these – and the quantity of approvals required – are bigger structural factors, regardless of how positive or supportive individual approvals are. This post dives into organizational blockers as a concept, with some potential strategies to mitigate them.
Read more →Delivering good services to the public, in the internet era, depends on designing and developing good software. Although there are about 17,000 IT professionals in the Canadian government (and an estimated 60,000 contractors and consultants), there are very few senior developers within the public service. Here are a few reasons why.
Read more →It’s been two months and a bit since the COVID-19 pandemic dramatically adjusted life in Canada. Amid the social and economic upheaval that took place, government responses – public health activities, emergency benefit programs, and more – have played an essential role. The urgency and constraints of working in a crisis force us to reconsider assumptions and processes that are long-established, and they also remind us of why our work matters.
Read more →Leah Lockhart captures in a profound way why government systems and software tend to be so bad. Bad government software – the user-hostile, complicated, enterprise systems that public servants everywhere are accustomed to – trains public servants to have low expectations of government software systems. Then, as they progress over time into leadership roles, they make IT decisions based on the low expectations they were trained to expect.
Read more →It’s been about a month now since federal government employees have been asked to work from home. The sudden shift to a fully remote workforce quickly overwhelmed the IT infrastructure used to access corporate networks from home. The future fix to this problem is to move away from having corporate networks entirely.
Read more →As governments and organizations around the world have grappled with the COVID-19 pandemic, their efforts to reuse and remix others’ work have stood out as a bright spot. Within Canada and around the world, there’s a lot of neat ways that people and teams have been learning from and sharing with each other. This should become the norm, not the exception.
Read more →One of the most persistent myths in Canadian government IT is that storing your data in Canada protects it against eavesdropping or interception by foreign governments. If someone on your government team has asked to use a new online tool and your reaction is, “no, you can’t, because it’s hosted in the United States,” this article is for you.
Read more →It’s been a strange, unfamiliar, and in a lot of ways distressing past few weeks for people. My default approach is to try to find the silver linings in any situation; now doesn’t feel like the moment.
Read more →I read a great post this week from Robin Rendle, about design systems and about the mismatch between how people describe their work publicly and how it’s really going on the inside: “My hunch is this: folks can’t talk about real design systems problems because it will show their company as being dysfunctional and broken in some way. But hiding those mistakes and shortcomings by glossing over everything doesn’t just make it harder for us personally, it hinders progress within the field itself.” This couldn’t be a better description of public service modernization efforts as well.
Read more →When you’re prioritizing what activities to work on, it’s usually not that hard to tell if something is responding to a user need or a government need. Does the activity help understand an actual person and how they’d use the service you’re building? Does it let particular users more effectively interact with your website or online services? Does it generate data that can help inform future improvements? If it’s not doing any of those things, it’s probably solving for a government need.
Read more →The government’s legacy IT systems have been in the news recently. Within the government, there’s a growing concern that these systems – software code and mainframe computers that underpin critical services and benefit programs for millions of Canadians – could fail unexpectedly at any moment. The complicating factor in discussions around legacy IT systems (and their need for replacement) is that many of the services that these systems support don’t work well as-is.
Read more →If you work in government IT, you’ve probably heard this before: “We’ve got one standard database product.” “We’ve standardized on this programming language.” “This software is our standard for case management systems,” and so on. There are a number of important downsides, though, to standardization efforts: one size all ends up fitting nothing well, they act as a placeholder for more informed technical discussions, and they end up being a barrier to continual change.
Read more →“Agile” gets mentioned enough in digital government work that can sometimes seem like it applies to everything: is anything not agile? But there’s a deeper meaning behind it that’s easy to miss: adding agile practices without removing established, “waterfall” processes that slow a team down is a recipe for frustration. Being agile means choosing one approach over another, and deliberately prioritizing what you spend your time on.
Read more →“Working in the open” – blogging and talking about your work on social media – has become a lot more common in the past few years. As a federal public servant, though, it’s still sometimes hard to know what you are or aren’t allowed to talk about.
Read more →If you’re creating documents, one of the most important things you can do is to use real headings. They’re easy to use and easy to customize, and they make a huge difference – both to people using accessibility tools and to anyone converting your document into a webpage or other format. Here’s a detailed guide on how to get started.
Read more →One of the terms that comes up often in digital government work is “shipping”, or getting things out the door. Let’s take a look at why shipping is important, why it’s so hard, and ways to make it easier.
Read more →Nicole Wong wrote a great piece last month titled, “Building a Tech Policy Movement”. It captures something that really resonates: there’s an urgent need for people who are fluent in both technology and public policy, and a real shortage of those people. Outside a small handful of researchers, no one is teaching public policy students how to be technology-savvy, or teaching computer scientists and IT specialists how to be government-savvy.
Read more →With a new Minister and new Mandate Letters, it’s an exciting time to be working in digital government in the federal government. With a new GC CIO likely arriving in January, it seemed timely to put together a “new year’s wishlist” of suggestions to help put wind into the sails of digital teams across government.
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