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Digital transformation of public servic=
es
toward Government 4.0
Transformação digital de serviços
públicos em direção ao Governo 4.0
|
Carlos Williamy
Lourenço Andrade https://orcid.org/0009-0007-7475-762X |
Mestre em Informática Aplicada.
Universidade Federal Rural de Pernambuco (UFRPE) - Brasil.
carloswilliamylourenco@gmail.com |
|
Katyeudo Karlos de Sousa Oliveira https://orcid.org/0000-0002-4414-1599 |
Mestre em Informática Aplicada.
Universidade Federal Rural de Pernambuco (UFRPE) - Brasil.
karlos_oliveira@usp.br |
|
Ric=
ardo
André Cavalcante de Souza https://orcid.org/0000-0002-2639-3143 |
Doutor em Ciência da Computaçã=
;o. Universidade Federal de Pernambuco (UFPE) – =
Brasil. ricardo.souza@ufpe.br |
ABSTR=
ACT
This
paper presents enablers for the digital transformation of public services, =
used
to support an agile method called Pro-Digital.Gov, designed to help public
organizations [re]build digital services in alignment with the Government 4=
.0
model. The methodology involved a systematic mapping of academic and gray
literature to identify the enablers, followed by a case study applying the
proposed method, with a qualitative evaluation of the results. The key
distinction of this work lies in its integrated approach to the technologic=
al,
human (both soft and hard skills), and organizational dimensions for digital
transformation of citizen-centered public services. Pro-Digital.Gov was app=
lied
in the development of a web application to support the vaccination program =
of a
Brazilian city, receiving positive feedback from project stakeholders regar=
ding
the method’s utility, agility, and efficiency, as well as its ability=
to
encourage citizen participation and engagement in the development of the
digital service. The results obtained from applying and evaluating the prop=
osed
method indicate that it can be replicated in other contexts and organizatio=
ns
as a viable, efficient, and practical means of guiding the development of
digital public services in line with the Government 4.0 paradigm.
Keywo=
rds: Digital Transforma=
tion.
Government 4.0. Public
Service. Enablers.
RESUMO
Este trabalho apresenta habilitadores para
transformação digital de serviços públicos, usa=
dos
para subsidiar um método ágil denominado Pro-Digital.Gov para
apoiar organizações públicas na [=
re]construção
de serviços digitais em conformidade com o modelo de Governo 4.0. A
metodologia consistiu em um mapeamento sistemático da literatura
acadêmica e cinza para identificação dos habilitadores =
e um
estudo de caso da aplicação do método proposto, com
avaliação qualitativa dos resultados. O diferencial do trabal=
ho está
em abordar de maneira integrada as dimensões tecnológicas,
humanas (soft e hard skills) e organizacionais para a
transformação digital de serviços públicos
centrados nos cidadãos. O Pro-Digital.Gov foi aplicado no
desenvolvimento de um aplicativo web para dar suporte ao programa de
vacinação de um município brasileiro, com
avaliação positiva dos envolvidos no projeto quanto à
utilidade, agilidade e eficiência do método, bem como ao
estímulo à participação e engajamento dos
cidadãos no desenvolvimento do serviço digital. Os resultados
obtidos a partir da aplicação e avaliação do
método proposto indicam que ele pode ser replicado em outros context=
os e
organizações como um caminho viável, eficiente e
prático para direcionar o desenvolvimento de serviços
públicos digitais em conformidade com paradigma de Governo 4.0.
Palavras-chave: Trans=
formação
Digital. Governo 4.0. Serviço Público. Habilitadores.
Recebido em 30/04/2025. Aprovado em 18/08/2025. Avaliado p=
elo
sistema double blind peer review. Pub=
licado conforme normas da
xxx.
https://doi.org/10.22279/navus.v16.2128
1 INTRO=
DUCTION
Accor=
ding
to Daub et al. (2020), the digital transformation of public services enable=
s governments
to become more efficient and resilient while meeting public expectations fo=
r a
positive user experience. Although the task is complex, a tested and proven
formula can accelerate progress, even with limited resources. D’Emidio et al. (2019) note that satisfaction w=
ith
public services significantly boosts confidence in government. Citizens who=
are
satisfied with a public service are nine times more likely to trust the
government than those who are not.
Accor=
ding
to OECD (2017b), the shift from the e-government paradigm to digital govern=
ment
has facilitated a move from reactive to proactive service delivery mechanis=
ms,
where digital technologies are central to the modernization and innovation
strategies of governments. This transformation enables the creation and
delivery of public value through the engagement of a broad ecosystem of
stakeholders, leading to improved responses to user demands. To achieve thi=
s,
governments must map, understand, and integrate the needs and desires of
citizens into the design and delivery of public service strategies. The foc=
us
should move from citizen-centered to citizen-driven approaches, aiming to
better align public service delivery processes with citizen expectations.
The
widespread use of the internet for communication through websites and social
media has empowered citizens and increased their demand for more efficient,
digitally-based public services. The economy and agility provided by digital
solutions motivate the planning and execution of digital government strateg=
ies
(WEF, 2017a). An effective digital government strategy requires the engagem=
ent
and active participation of citizens, from the formulation of public polici=
es
to the timely provision of information to enhance public service effectiven=
ess
(OECD, 2019d). Digital technologies, coupled with citizen participation, are
crucial for the digital transformation of public services (Sagarik
et al., 2018).
The
concept of Government 4.0 has evolved from the use of digital transformatio=
n to
shape public policies and deliver citizen-driven public services (Von Lucke,
2016; Sagarik et al., 2018). Distinguished from=
the
traditional electronic government, Government 4.0 aims to provide public va=
lue
through services powered by digital technologies, characterized by the digi=
tal
redesign of business processes and active citizen involvement (OECD, 2014; =
WEF,
2018). Baxendale (2019) emphasizes that digital transformation transcends m=
ere
technology usage and should not be viewed as a temporary project. Instead, =
it
represents a continuous mode of working, thinking, and acting, with the goa=
l of
leveraging digital technologies to enhance user experiences.
In the
post-pandemic scenario of COVID-19, which accelerated the digital
transformation of various economic sectors and government functions, adopti=
ng
agile and lean approaches is essential. These approaches should be
creativity-driven and centered on citizen needs to effectively guide the
digital transformation of public services (Gabryelczyk=
,
2020). The rapid digital acceleration prompted by COVID-19 offers an
opportunity to observe how governments and organizations acted and reacted
quickly, providing vital lessons for the future digital transformation of
public services (Agostino et al., 2020).
In th=
is
context, it is necessary to explore innovative approaches to advance the
digital transformation of public services in light of the challenges posed =
by
Government 4.0. Accordingly, the research question guiding this study is: “How can public services be (re)=
built
through digital transformation enablers toward Government 4.0?” T=
he
overall objective of this paper is to present the specification,
implementation, application, and evaluation of a method called Pro-Digital.=
Gov.
Specifically, the study aims to evaluate the implementation of the Pro-Digi=
tal
method in a digital public service designed to support immunization program=
s in
the city of Iguatu, in the state of Ceará=
;,
located in Brazil’s Northeastern region. The proposed method is inten=
ded
to guide the digital transformation of public services through technologica=
l,
human, innovation-driven, and organizational enablers, in alignment with the
Government 4.0 strategy.
2 BACKG=
ROUND
Accor=
ding
to Schwab (2016), the Fourth Industrial Revolution (4IR) is characterized by
the exponential advancement of innovations resulting from the convergence of
technologies such as artificial intelligence, robotics, Internet of Things
(IoT), nanotechnology, and biotechnology, among others. 4IR is compelling
companies to reevaluate their business practices, governments to innovate in
public policies and public services delivery, and individuals to rethink ho=
w to
develop careers, cultivate skills, and nurture relationships, while concerns
about privacy, consumption patterns, and time devoted to work and leisure
emerge.
Citiz=
en
engagement in the formulation of public policies and so in the design and
delivery of public services represents the biggest challenge for governments
due to the redistribution and decentralization of power made possible by the
combination of technologies that characterize 4IR (Schwab, 2016). Known als=
o as
Industry 4.0, 4IR requires governments to adapt their methods of delivering
public services to meet citizens' personal and contextual needs (Malhotra et
al., 2020). The advancement of 4IR has driven the development of digital pu=
blic
services led by citizens, leading to a new paradigm of government known as
Government 4.0.
Gover= nment 4.0 results from digital transformation of public services to optimize work processes and systems to gain operational efficiencies and boost productivi= ty (Marcellis-Warin et al., 2022). Government 4.0 is based on the agile manage= ment paradigm and requires digital skills from all main stakeholders, including civil servants and citizens (Stern et al., 2018; Marcellis-Warin et al., 20= 22; Von Lucke, 2016; Sagarik et al., 2018). Accordi= ng to the Observatory of Public Service Innovation (OPSI, 2022), among the princi= ples for digital transformation for the public services are Data-driven or data-informed decision-making – building consensus based on evidence; Openness – enabling transparency and access to information; Design-dr= iven – following a cycle of discovery, prototyping, and delivery; Iterative – incorporating more agile working methods and rapid feedback cycles;= and User-focused – starting with user needs and testing early and often.<= o:p>
A
specific challenge in the digital transformation of public services is the
recruitment of new types of talent and the integration of digital tools,
methods, and culture into both strategic plans and daily operations (OPSI,
2022). Digital transformation is complex across all sectors, including
education, health, and business, because it entails more than just adopting=
new
digital technologies. It also requires cultural and behavioral changes among
stakeholders (Oliveira & Souza, 2022). This task becomes even more
difficult in the public sector, considering the need for standardized and
regulated processes' digital transformation.
Digit=
al
transformation occurs through the integration of technological, organizatio=
nal,
and human enablers (OECD, 2019c). From a systematic mapping of both academic
and gray literature, a set of enablers for digital transformation of public
services was identified. For this work, enablers support, guide, and drive =
the
public services digital transformation toward Government 4.0.
The
enablers for the digital transformation of public services are categorized =
into
five categories. The technological enablers include elements such as hardwa=
re,
software, data, and communication infrastructure. The organizational enable=
rs
encompass principles and good practices of public administration. The
innovation approaches as enablers include human-centered and creativity-bas=
ed
methods that can be used to redesign public services. The soft skills as
enablers cover the mindsets and social, cognitive, and emotional skills that
stakeholders need to effectively (re)design a public service. The hard skil=
ls
as enablers focus on the technical skills and practical knowledge required =
for
the development of public services. The combination and association of enab=
lers
from different categories can enhance the effectiveness of digital
transformation in public services.
The Tech=
nological
Enablers are:
The Orga=
nizational
enablers are:
Innov=
ation
approaches as enablers for the digital transformation of public services:
Soft
Skills as enablers for the digital transformation of public services: Hard
Skills as enablers for the digital transformation of public services: Given
that the digital transformation of public services requires the application=
of
a combination of technological, organizational, and human drivers to [re]bu=
ild
public services, a method is needed to guide initiatives with this goal. The
following section introduces Pro-Digital.Gov, a method designed to guide the
digital transformation of public services. 3 THE PRO-DIGITAL.GOV METHOD Figur=
e 1
presents the workflow of the Pro-Digital.Gov method in BPMN, organized into
three stages. The first stage, Preparation, involves selecting the combinat=
ion
of enablers to be used in the project and specifying the iterations (sprint=
s)
that will guide the agile execution of the project. The second stage,
Development, focuses on [re]building the public service based on the select=
ed
enablers and executing the sprints. The final stage, Evaluation, is dedicat=
ed
to analyzing the results achieved from stakeholder’s feedback. The
evaluation of the Pro-Digital.Gov method implementation was qualitative in
nature and was conducted through an online questionnaire administered to 61
public servants who took part in developing the digital health
service—enabled by a web app—to support immunization programs in
the city of Iguatu, located in the state of
Ceará, in Brazil’s Northeastern region. Figur=
e 1 Workflow of the Pro-Digital.Gov Method Source: authors’ own elaboration The
Preparation stage includes two key activities: Select Enablers and Specify
Sprints. The Select Enablers activity involves analyzing the project's cont=
ext
and objectives for the digital transformation of the public service. Based =
on
this analysis, the most suitable combination of technological, organization=
al,
and innovative approaches, along with the necessary soft and hard skills, is
chosen for use during the Development stage. The Specify Sprints activity
defines the iterations that will be carried out during the Development stag=
e. The
Development stage encompasses the activities of Plan Sprint Tasks, Execute
Sprint Tasks, and Report Sprint Deliverables for each sprint defined during=
the
Preparation stage. In the Plan Sprint Tasks activity, the project team defi=
nes
the tasks necessary to achieve the sprint goal, determines the sequence of
these tasks, and assigns responsibilities to specific team members. The Exe=
cute
Sprint Tasks activity involves the project team carrying out the planned ta=
sks
using the tools, practices, techniques, and enablers selected during the
Preparation stage. These sprints should be executed within a fixed time
interval, usually two to four weeks, as prescribed by the agile management
paradigm. In the Report Sprint Deliverables activity, the work products and
results achieved during the sprint are presented and delivered to the
stakeholders. Delivering value quickly to users is a key practice of agilit=
y.
At the end of the last planned sprint, the initial version of the digital
public service will be ready to be made available to the target audience. The
Evaluation stage involves the activity Analyze Results, which consists of
gathering feedback from key stakeholders about the digital transformation of
the public service using the Pro-Digital.Gov method. The results are then
analyzed to identify opportunities for improvement. 4 APPLICATION OF THE PRO-DIGITAL.GOV METHOD The
Pro-Digital.Gov method was applied through an action research within the
context of the Immunization Project, aimed at digitally transforming the he=
alth
digital service supporting immunization programs in the Brazilian city of <=
span
class=3DSpellE>Iguatu. The city and the health service were selected
because one of the authors involved in the action research is a public serv=
ant
working at the municipality’s health department. 4.1 The Prepara=
tion
Stage The
Preparation stage begins with the Select Enablers activity, which aims to
define the most suitable combination of enablers for the digital transforma=
tion
of public services, considering the specificities and constraints of the
Immunization Project. By category, the enablers selected for the Immunizati=
on
Project were: Technological - cloud computing, social networks, and software
app; Organizational - Government 4.0 strategic plan, continuous feedback,
citizen-centered digital services, public employee development, and agility;
Innovation Approaches - co-creation, Human-Centered Design (HCD), collective
intelligence, and prototyping; Soft skills - curiosity, empathy, narrative
communication, agile mindset; and Hard skills - people management, technolo=
gy
resource management, and time management. The next section presents how each
selected enabler was applied in the Immunization Project. The
Preparation stage concludes with the Specify Sprints activity. A sprint ref=
ers
to an iteration in agile management (Schwaber, 2004). In the Immunization
Project, the sprints were specified based on the stages of the HCD: Discove=
ry,
which focused on understanding the problem and defining a challenge to guide
the digital transformation of the public service; Ideation stage, to identi=
fy
insights related to the challenge and generating and refining ideas to addr=
ess
them; and Implementation, dedicated to materializing the ideas and deliveri=
ng
the solution to users. Each stage of the HCD was executed iteratively and
incrementally through sprints, each with specific goals, as presented in Ta=
ble
1. Table 1 Sprin=
ts by HCD stage HCD=
Stage Spr=
int Pur=
pose of=
the sprint Discovery #1 Understanding the challenge Gather informat=
ion
about the context of the problem to fully understand the challenges faced=
by
the Immunization Project. #2 Immersing in the context Immerse yoursel=
f in
the context to identify the needs and expectations of stakeholders, inclu=
ding
public officials and citizens, in relation to the specific public health
service. Ideation #3 Identifying insights Organize the key
findings from the Inspiration stage and identify the insights related to =
the
challenge. #4 Generating and refining ideas Generate and re=
fine
ideas to address the insights. #5 Prototyping ideas Turn the ideas =
into
tangible prototypes. Implementation #6 Testing =
the solution Gather user
feedback on the prototype to refine and enhance the Pilot version of the
digital public service. #7 Launching the solution Launch the Mini=
mum
Viable Product (MVP) of the digital public service, making it accessible =
for
public use. #8 Presenting the solution Present the dig=
ital
public service designed to support immunization to the project sponsor and
other stakeholders. Source: authors’ own elaboration 4.2 The Development Stage The
Development stage involved executing tasks with the support of various
practices, techniques, and tools, resulting in work products (artifacts) th=
at
contributed to achieving the goals of the eight sprints specified in the
Preparation stage. Sprin=
t #1
“Understanding the challenge” began with creating a Problem Map
(NESTA, 2019c), which visually captured the various problems associated with
promoting vaccination. Following this, an Empathy Map (IDEO, 2015) was
developed to group the pains, needs, and feelings of citizens regarding pub=
lic
health, particularly vaccination. Based on the findings from these tasks, a
Design Challenge was formulated to guide the project development: “How
might we encourage population vaccination in an agile and practical
way?”. Sprin=
t #2
“Immersing in the context” began with Immersion (IDEO, 2015), w=
hich
involved visiting a community to observe how people live, work, and interac=
t.
The team visited a health center and spoke with citizens about the health
services provided by the municipality. During these conversations, the main
pain points identified in Sprint #1 were confirmed, with the primary concern
being the vaccination process. Common questions included: “When will =
it
be my turn?”; “How will I know it’s my turn?”;
“Where will I get my vaccine?”; and “How will I know when=
I
need to retake it?” Based on these findings, the team created Personas
(IDEO, 2015), fictional characters representing the behaviors and concerns
observed among the people involved in the vaccination process. Sprin=
t #3
“Identifying insights&#=
8221;
began with identifying insights related to the design challenge. Civil serv=
ants
and citizens involved in the Immunization Project collaborated, using the
results of previous sprints to summarize key opportunities on Insights Cards
(IDEO, 2015). Based on these insights, the team formulated questions starti=
ng
with “How might we …?” (IDEO, 2015), encouraging creative
exploration of potential solutions. The questions created included: “=
How
might we improve public services to strengthen citizens' trust in public
administration?”; “How might we improve education and raise
awareness about vaccination among young people?”; and “How migh=
t we
enhance mobility to ensure citizens have better access to essential health
screenings?”. Sprin=
t #4
“Generating and refining ideas” kicked off with a Co-Creation
Session (IDEO, 2015) aimed at actively involving stakeholders in the
collaborative generation and evaluation of ideas. Participants included nur=
ses,
administrative staff, health agents, nursing technicians, and citizens. The
session resulted in a variety of ideas for improving public services relate=
d to
immunization programs within health interventions. Following this, Storytel=
ling
(IDEO, 2015) was used to craft a narrative that conveyed the evolution of o=
ne
of the ideas. The final product was an animation depicting a scenario where
digital technologies are leveraged to encourage vaccination. Sprin=
t #5
“Prototyping ideas” started with creating the User Journey (IDE=
O,
2015) to map the user experience central moments before, during, and after
interacting with the solution. Then, a Prototype (IDEO, 2015) of the soluti=
on
was produced, from which users can provide more constructive feedback when =
they
see and interact with the materialized idea instead of just hearing some
explanations about it. The tool https://marvelapp.com was used to build the
prototype. Finally, the Get Feedback was carried out to obtain people's
feedback on the conceived idea, finding out what people's real needs are and
what can be improved. Sprin=
t #6
“Testing the solution” began with the evolution of the Prototype
into a Pilot version (IDEO, 2015) of the solution accommodating previous
feedback. The Pilot represents a functional version that is tested in
controlled environments. It has been developed as a web application, with s=
ome
services already partially available for evaluation by real users. Following
this, the Get Feedback was conducted again to gather additional user insigh=
ts.
Finally, the DSI Strategy Canvas tool (Ribeiro et al., 2021) was created to
outline a digital social innovation strategy. In the context of the
Immunization Project, the strategy is guided by key social values such as
inclusion, accessibility, collaborative management, civic engagement, and
decision-making support. Sprin=
t #7
“Launching the solution” began with the evolution of the Pilot =
into
a Minimum Viable Product (MVP) (Ries, 2011), incorporating previous feedbac=
k to
create a more streamlined and functional version of the solution. The MVP
consisted of a web application designed to support the immunization service,
allowing for better management of vaccine information and the identificatio=
n of
users outside the coverage areas of primary health units. The MVP was then
launched for public use, accessible to citizens via
https://vacina.iguatusaude.com/. Sprin=
t #8
"Presenting the Solution" began with the development of the Strat=
egy
Canvas (Cham & Mauborgne, 2005) to compare the MVP with similar solutio=
ns
implemented by other public health organizations in Brazil. Following this,=
a
Pitch (IDEO, 2015) was crafted to showcase the developed solution, emphasiz=
ing
the social value it delivers. Finally, the municipal health department held=
a
meeting with managers from various departments, nurses, administrative
technicians, health agents, and citizens to present the Pitch and discuss t=
he
solution. Table=
2
outlines the enablers for the digital transformation of public services use=
d in
the Immunization project. Table=
2 Description of the enablers used in the Immunizati=
on
Project Cat=
egory Ena=
blers Technological Cloud Computing: Google Drive w=
as
utilized to store and share the work products from each sprint, while Goo=
gle
Forms was employed to collect information and feedback. Software Apps: Trello was use=
d to
track and monitor project tasks, Personaapp f=
or
designing personas, Canva for crafting storytelling visuals, and Marvelapp for building prototypes. Social Networks: WhatsApp
facilitated real-time communication and information exchange between the =
team
and stakeholders. Facebook and Instagram were employed to promote the pro=
ject
and engage with the broader community. Organizational Government 4.0 Strategic Plan: Th=
is
plan involved the restructuring of the public organization’s strate=
gy
to develop citizen-oriented digital public services. It was guided by
enablers of digital transformation for public services, following agile
management principles and the HCD approach. Continuous
Feedback: Using Trello, the team tracked task progress (to do, doing, and
done), allowing continuous feedback on challenges and best practices duri=
ng
task execution. Citizens also provided feedback on solution versions
developed during the sprints. Citizen-Centered Digital Services: Public Employee Development:
Throughout the project, public servants had the opportunity to develop bo=
th
soft and hard skills critical for 21st-century work. Agility: The project was
carried out iteratively and incrementally using timeboxed sprints, reduci=
ng
risks and delivering value quickly through focused development cycles. Innovation Approaches Co-Creation: Citizens and c=
ivil
servants were actively involved in executing the tasks outlined in each
project sprint, fostering collaboration and shared ownership of outcomes.=
Human-Centered Design (HCD): The
Immunization Project was guided by Discovery, Ideation, and Implementation
stages to ensure solutions were tailored to user needs. Collective Intelligence: Through input =
from
citizens, the team identified service bottlenecks, enabling more precise =
and
effective public service delivery. Prototyping: The developmen=
t of
incremental versions of the software allowed users to provide feedback on=
the
digital public service, leading to timely adjustments and improvements. Soft Skill Curiosity: This skill was
essential for exploring and identifying a relevant challenge to guide the
project’s development. It also helped uncover insights that served =
as a
foundation for generating solution ideas. Empathy: This skill was=
key
in understanding the problem and designing the solution from the perspect=
ive
of citizens, ensuring their needs shaped the final product. Narrative Communication: This skill was
applied to convey and explain the solution through visual storytelling,
creating a narrative that illustrated a usage scenario and highlighted the
public value delivered by the developed solution. Agile Mindset: The team adopt=
ed
an agile mindset to deliver value iteratively and incrementally, focusing=
on
continuous improvement and responsiveness to user needs. Hard Skill People Management: This skill was
demonstrated through effective self-management by the team, allowing them=
to
handle individual and collective tasks throughout the project sprints. Technology Resources Management: The
team utilized this skill to operate a range of technological tools, inclu=
ding
task management platforms and prototyping tools. Time Management: This skill was
applied to ensure tasks were completed on schedule, meeting the planned
milestones in each sprint within strict, non-extendable deadlines. Source: authors’ own elaboration 4.2 The Analyze Results Stage This
stage involved evaluating the Pro-Digital.Gov method by the project team and
other civil servants involved in the Immunization Project, followed by a
qualitative analysis of the results. To achieve this, five closed-ended
questions were presented, with responses based on a 5-point Likert scale
ranging from "strongly disagree" to "strongly agree." T=
able
3 provides the closed questions (Q1 to Q5) organized by evaluation criteria=
. Table=
3 Questions for evaluating the Pro-Digital.Gov Metho=
d ID Evaluation criteria Question Q1 Utility Does
the Pro-Digital.Gov method offer the necessary tools to understand the
problem from the citizen's perspective, enabling the identification of
insights and the development and evaluation of solution ideas based on
stakeholder feedback, ultimately leading to the implementation of a valu=
able
digital public service? Q2 Agility Does
the Pro-Digital.Gov method facilitate agile management of the digital pu=
blic
service development project by ensuring continuous value delivery to
stakeholders? Q3 Citizen
engagement and participation Does
the Pro-Digital.Gov method promote citizen mobilization, engagement, and
active participation both during the project development and after the
digital public service is deployed? Q4 Service
offer Was
the Pro-Digital.Gov method a key factor in delivering a higher quality a=
nd
more efficient digital public service to citizens? Q5 Intention
of use and recommendation Do
you plan to use or recommend the Pro-Digital.Gov method for developing or
modernizing other digital public services? Source:
authors’ own elaboration Figur=
e 2
presents an infographic displaying the responses from 61 civil servants
involved in the Immunization Project to questions Q1 through Q5, which were
used to evaluate the Pro-Digital.Gov method. Figur=
e 2 Result of the evaluation of the Pro-Digital.Gov me=
thod Source: authors’ own elaboration Regar=
ding
Usefulness (Q1), 77% of respondents agreed that the Pro-Digital.Gov method
offers an efficient roadmap for creating valuable digital public services. =
As
noted by Mergel et al. (2018), citizens now expect public services to be
accessible, efficient, and flexible. To meet these expectations, governments
around the world are adopting digital transformation as a strategic approac=
h to
boost service performance, enhance the citizen experience, optimize operati=
ons,
and develop new service models. In te=
rms
of Agility (Q2), 78.7% of respondents agreed that the Pro-Digital.Gov method
consistently delivers value to stakeholders in a short timeframe. As noted =
by
NESTA (2017), governments are increasingly adopting agile methods and tools=
to
create digital public services. Regar=
ding
Citizen Engagement and Participation (Q3), 78.7% of respondents agreed that=
the
Pro-Digital.Gov method encourages active citizen involvement during the
development of digital public services. According to Misra et al. (2018),
governments are increasingly adopting participatory governance models in the
formulation and implementation of public policies and services. Regar=
ding
Service Offer (Q4), 75.4% of respondents agreed that the Pro-Digital.Gov me=
thod
is essential for delivering more efficient digital public services aimed at
addressing social needs. As Lee et al. (2018) suggest, governments must
reevaluate management practices and enhance service delivery to ensure
effective, high-quality outcomes that meet the changing needs of society. Regar=
ding
Intention of Use and Recommendation (Q5), 78.6% of civil servant respondents
agreed that the Pro-Digital.Gov method provided a positive experience. As A=
hn
& Chen (2022) emphasize, civil servants play a pivotal role in adopting=
new
technologies and processes within government. Their attitude and willingnes=
s to
reuse and recommend such methods are essential for sustaining successful
digital transformation efforts in public organizations. 3 CONCL=
USION In
addition to technology, organizational changes are crucial for discovering =
new
ways to create value for citizens. Digital transformation presents an
opportunity to reimagine how public services are delivered. However, this s=
hift
also requires changes in behavior and the adoption of an agile mindset by b=
oth
civil servants and citizens. The accelerated digital transformation across =
all
sectors has pressured governments to make rapid, decisive actions and imple=
ment
new digital public services. Digit=
al
transformation in public services is a pathway to achieving Government 4.0,
characterized by the integration of technologies in the development of digi=
tal
solutions and strategies such as collective intelligence, co-creation with
active user participation, and agility. To meet citizens' expectations and
enhance government popularity, it is essential to foster the development of
digital public services through an innovative, user-centered, and
creativity-driven approach. In this context, the contributions of this work=
are
particularly noteworthy. The
scientific contributions of this work are: a comprehensive survey of
technological, human, innovation approaches, and organizational enablers for
the digital transformation of public services, identified through a systema=
tic
review of academic and gray literature; and the development, application, a=
nd
evaluation of the Pro-Digital.Gov method, which can be used by public
organizations to drive the digital transformation of public services. The
technical contribution includes the application of the Pro-Digital.Gov meth=
od
to develop a web application that supports public immunization services in
municipal public health interventions, available at https://vacina.iguatusaude.com. The results outlined in this work =
lead
to the conclusion that the Pro-Digital.Gov method is an effective approach =
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