...
...
Transforming local governance: Granicus’ journey as architects of digital evolution

...

Transforming local governance: Granicus’ journey as architects of digital evolution

Posted | Updated by Insights team:

Publication | Update:

Mar 2024
...

Compliance rules Businesswoman working digital tablet Document Management System (DMS),Virtual online documentation database and process automation to efficiently manage files
image: @greenbutterfly | iStock

In this Q&A, Asim Ali – VP of UK Sales and Jonathan Bradley – Head of Business and Practice at Granicus, a key player for over two decades, explain how they have pioneered the evolution of councils into digital service providers. Uniting citizens and government seamlessly

Granicus integrates human-centred design, unleashing efficiency, freeing staff for high-value tasks, and envisioning a future of connected, citizen-centric governance.

1. Could you tell us about Granicus and its role in supporting local councils’ transition into digital service providers?

Granicus has played a pivotal role in revolutionising how local councils engage with citizens digitally for over 20 years. Our journey began during the late ‘90s, aligning with the initiation of the comprehensive spending review in the UK, where the need to save money and work more efficiently became paramount. Since then, we have been at the forefront of digital service provision, serving as the crucial link between government organisations and the public. Our solutions have allowed our customers to save millions of pounds by optimising efficiencies, increasing channel shift to over 85%, reducing avoidable contact through proactive communications, and improving trust and resident satisfaction.

Our comprehensive suite of tools, including communications and engagement tools, CRM, and self- service tools, forms the backbone of our approach. This technology unites councils and residents in a seamless digital interaction, underpinned by over 20 years of heritage in the UK.

Supporting Transition with Digital Service Design

2. How does Granicus integrate human-centred design principles into its solutions?

Granicus’s approach extends beyond mere technology; it’s about understanding the intricacies of human behaviour and needs. We apply human-centred design methodologies to our technology, diving deep into the motivations and pain points of both citizens and council staff. This involves extensive research and discovery processes to identify current challenges, paving the way for collaborative efforts with our clients to envision a better future state.

3. Can you provide an example of how Granicus enables local councils to free up staff for high-value activities through digital service initiatives?

Our commitment to streamlining processes and enhancing efficiency is exemplified in our work with both large and small councils. One of our small District Council customers in Surrey has automated their garden waste initiative, which provides a significant revenue stream for them. By leveraging our technology, citizens can seamlessly subscribe, pay, and receive services without any manual intervention from council staff. This not only provides an efficient solution for residents but also frees up council staff from mundane tasks, allowing them to focus on high-value activities.

At the other end of the spectrum, one of our London Borough customers has automated over 85% of all their Revenues processes. In the last six months, they have had 38,000 transactions that have had no human interaction – that’s a vast saving of time and resources that they have diverted to more complex tasks, such as helping vulnerable members of their community.

4. How does Granicus empower local government employees in developing digital service design skills?

Our engagement with local government is not just transactional; it’s a collaborative learning experience. Working shoulder to shoulder with councils, such as Mid Devon Council, we conduct workshops focusing on current state blueprinting and future state blueprinting. During the build process, our coach-and-build methodology ensures that our clients acquire the skills to replicate and build out digital services independently. Additionally, services like Digital Services University offer a structured approach to learning digital service design principles, fostering a consistent methodology across organisations.

Communications Paradigm Shift

5. How does Granicus assist local councils in transitioning from traditional PR and crisis management to a more customer-centric approach?

The traditional role of communications in local councils often revolves around newsletters and crisis management. However, we see an opportunity for a more significant impact by extending communication to the entire customer journey. Our focus is on helping residents not only access services but also guiding them through a personalised journey. This approach draws inspiration from everyday experiences outside public services, where companies keep customers informed at every step of their journey.

6. How does Granicus enable local governments to use data effectively and translate insights into actionable strategies?

Granicus recognises the pivotal role of data in building contemporary customer journeys. By effectively leveraging data insights, councils can enhance the entire customer experience. Whether it’s providing timely updates or delivering personalised content, our approach is to translate data into actionable strategies that resonate with the needs and expectations of residents.

7. What challenges do local councils face in adopting a digital-first approach, and how does Granicus address these challenges?

The transition to a digital-first approach comes with its challenges, including integrating technology seamlessly, understanding existing problems, and ensuring consistent user experiences. Granicus addresses these challenges by providing a comprehensive suite of tools that covers the entire spectrum of digital service provision. Our collaborative approach to service design and the emphasis on autonomy empower councils to navigate these challenges successfully.

Success Stories and Future Perspectives

8. Can you share any success stories or case studies where Granicus has worked with local councils to successfully implement digital service design?

Success stories abound in our collaboration with councils. Plymouth City Council’s automation of over 70% of revenues and benefits processes stands out. By partnering Granicus technology with Govtech’s automation expertise, we enabled Plymouth to streamline complex applications, resulting in substantial time savings. Similarly, Mid Devon Council’s journey toward digitisation exemplifies how our approach not only frees up time but also allows councils to reallocate resources for more impactful tasks.

9. How do you envision Granicus’ role evolving in supporting local governments in the years to come?

Granicus envisions a future where we continue to lead in the digital service provision space, adapting to emerging technologies and evolving needs. Our commitment is to empower councils to serve citizens more effectively through innovative and user-centric digital solutions. As the landscape evolves, we foresee expanding our role in facilitating not just efficiency but also creativity in digital service provision.

10. What advice would you offer to local councils embarking on their digital transformation journey?

Drawing on our extensive experience, we advise local councils to stay focused on outcomes, prioritise understanding, and address the needs of their citizens. Adopt a collaborative, autonomous, and data-driven approach. By doing so, councils can ensure a successful digital transformation journey that streamlines processes and enhances the overall citizen experience.

With a rich history of over two decades, Granicus has consistently evolved to meet the changing landscape of government-citizen interactions. Through a holistic suite of tools, a commitment to human-centred design, and a collaborative approach to skill development, Granicus empowers local councils to transition seamlessly into digital service providers.

The success stories and case studies presented highlight the tangible impact Granicus has had on various councils, from automating complex processes to freeing up valuable staff time for high-value activities. The emphasis on data-driven strategies, coupled with a customer-centric communication paradigm, reflects Granicus’ commitment to not just efficiency but also the creation of meaningful and personalised customer journeys.

Granicus looks ahead

Looking ahead, Granicus envisions a future where it continues to lead in the digital service provision space. The company anticipates adapting to emerging technologies, addressing evolving needs, and facilitating both efficiency and creativity in digital service delivery. The advice offered to local councils embarking on their digital transformation journey emphasises the importance of staying focused on outcomes, understanding citizen needs, and adopting collaborative, autonomous, and data-driven approaches.

In essence, Granicus stands as a strategic partner for local councils, guiding them through the complexities of digital transformation with a vision for a more connected, efficient,
and citizen-centric future.

Granicus-Firmstep Ltd
Tel: 08000487518
www.granicus.uk
Twitter 
Linkedin 

Please Note: This is a Commercial Profile

...
Framed Content Aggregator - Publisher | Sponsor
...
OPEN ACCESS GOVERNMENT

Open Access Government is a digital publication that provides an in-depth perspective on key public policy areas from all around the world, including health and social care, research and innovation, technology, blockchain innovation, government, environment and energy. https://www.openaccessgovernment.org/

SKU code : 5CE04C50-BDC8-33DF-0AFB-7548DF95D5E9
Delivery Format:
HTML ...

Immediate Delivery
...Access Rights | Content Availability:
...

...

The content of this subscriber knowledge library area, the technology platform and tools are provided for information purposes only. No legal liability or other responsibility is accepted for any errors, omissions, or any loss, damage or inconvenience caused as a result of reliance on such information, or statements on this site, or any site to which these pages connect, since we cannot control the content or take responsibility for pages maintained by external providers. Where we provide links to sites, we do not by doing so endorse any information or opinions appearing in them. This courseware includes resources copyrighted and open educational resources (OER) by multiple individuals and organizations. If someone else is given access to your account login information, that person has read, understands and accepts the Conditions of Use for this platform.

...

Objectives and Study Scope

This study has assimilated knowledge and insight from business and subject-matter experts, and from a broad spectrum of market initiatives. Building on this research, the objectives of this market research report is to provide actionable intelligence on opportunities alongside the market size of various segments, as well as fact-based information on key factors influencing the market- growth drivers, industry-specific challenges and other critical issues in terms of detailed analysis and impact.

The report in its entirety provides a comprehensive overview of the current global condition, as well as notable opportunities and challenges. The analysis reflects market size, latest trends, growth drivers, threats, opportunities, as well as key market segments. The study addresses market dynamics in several geographic segments along with market analysis for the current market environment and future scenario over the forecast period. The report also segments the market into various categories based on the product, end user, application, type, and region.
The report also studies various growth drivers and restraints impacting the  market, plus a comprehensive market and vendor landscape in addition to a SWOT analysis of the key players.  This analysis also examines the competitive landscape within each market. Market factors are assessed by examining barriers to entry and market opportunities. Strategies adopted by key players including recent developments, new product launches, merger and acquisitions, and other insightful updates are provided.

Research Process & Methodology

...

We leverage extensive primary research, our contact database, knowledge of companies and industry relationships, patent and academic journal searches, and Institutes and University associate links to frame a strong visibility in the markets and technologies we cover.

We draw on available data sources and methods to profile developments. We use computerised data mining methods and analytical techniques, including cluster and regression modelling, to identify patterns from publicly available online information on enterprise web sites.
Historical, qualitative and quantitative information is obtained principally from confidential and proprietary sources, professional network, annual reports, investor relationship presentations, and expert interviews, about key factors, such as recent trends in industry performance and identify factors underlying those trends - drivers, restraints, opportunities, and challenges influencing the growth of the market, for both, the supply and demand sides.
In addition to our own desk research, various secondary sources, such as Hoovers, Dun & Bradstreet, Bloomberg BusinessWeek, Statista, are referred to identify key players in the industry, supply chain and market size, percentage shares, splits, and breakdowns into segments and subsegments with respect to individual growth trends, prospects, and contribution to the total market.

Research Portfolio Sources:

  • BBC Monitoring

  • BMI Research: Company Reports, Industry Reports, Special Reports, Industry Forecast Scenario

  • CIMB: Company Reports, Daily Market News, Economic Reports, Industry Reports, Strategy Reports, and Yearbooks

  • Dun & Bradstreet: Country Reports, Country Riskline Reports, Economic Indicators 5yr Forecast, and Industry Reports

  • EMIS: EMIS Insight and EMIS Dealwatch

  • Enerdata: Energy Data Set, Energy Market Report, Energy Prices, LNG Trade Data and World Refineries Data

  • Euromoney: China Law and Practice, Emerging Markets, International Tax Review, Latin Finance, Managing Intellectual Property, Petroleum Economist, Project Finance, and Euromoney Magazine

  • Euromonitor International: Industry Capsules, Local Company Profiles, Sector Capsules

  • Fitch Ratings: Criteria Reports, Outlook Report, Presale Report, Press Releases, Special Reports, Transition Default Study Report

  • FocusEconomics: Consensus Forecast Country Reports

  • Ken Research: Industry Reports, Regional Industry Reports and Global Industry Reports

  • MarketLine: Company Profiles and Industry Profiles

  • OECD: Economic Outlook, Economic Surveys, Energy Prices and Taxes, Main Economic Indicators, Main Science and Technology Indicators, National Accounts, Quarterly International Trade Statistics

  • Oxford Economics: Global Industry Forecasts, Country Economic Forecasts, Industry Forecast Data, and Monthly Industry Briefings

  • Progressive Digital Media: Industry Snapshots, News, Company Profiles, Energy Business Review

  • Project Syndicate: News Commentary

  • Technavio: Global Market Assessment Reports, Regional Market Assessment Reports, and Market Assessment Country Reports

  • The Economist Intelligence Unit: Country Summaries, Industry Briefings, Industry Reports and Industry Statistics

Global Business Reviews, Research Papers, Commentary & Strategy Reports

  • World Bank

  • World Trade Organization

  • The Financial Times

  • The Wall Street Journal

  • The Wall Street Transcript

  • Bloomberg

  • Standard & Poor’s Industry Surveys

  • Thomson Research

  • Thomson Street Events

  • Reuter 3000 Xtra

  • OneSource Business

  • Hoover’s

  • MGI

  • LSE

  • MIT

  • ERA

  • BBVA

  • IDC

  • IdExec

  • Moody’s

  • Factiva

  • Forrester Research

  • Computer Economics

  • Voice and Data

  • SIA / SSIR

  • Kiplinger Forecasts

  • Dialog PRO

  • LexisNexis

  • ISI Emerging Markets

  • McKinsey

  • Deloitte

  • Oliver Wyman

  • Faulkner Information Services

  • Accenture

  • Ipsos

  • Mintel

  • Statista

  • Bureau van Dijk’s Amadeus

  • EY

  • PwC

  • Berg Insight

  • ABI research

  • Pyramid Research

  • Gartner Group

  • Juniper Research

  • MarketsandMarkets

  • GSA

  • Frost and Sullivan Analysis

  • McKinsey Global Institute

  • European Mobile and Mobility Alliance

  • Open Europe

M&A and Risk Management | Regulation

  • Thomson Mergers & Acquisitions

  • MergerStat

  • Profound

  • DDAR

  • ISS Corporate Governance

  • BoardEx

  • Board Analyst

  • Securities Mosaic

  • Varonis

  • International Tax and Business Guides

  • CoreCompensation

  • CCH Research Network

...
Forecast methodology

The future outlook “forecast” is based on a set of statistical methods such as regression analysis, industry specific drivers as well as analyst evaluations, as well as analysis of the trends that influence economic outcomes and business decision making.
The Global Economic Model is covering the political environment, the macroeconomic environment, market opportunities, policy towards free enterprise and competition, policy towards foreign investment, foreign trade and exchange controls, taxes, financing, the labour market and infrastructure. We aim update our market forecast to include the latest market developments and trends.

Forecasts, Data modelling and indicator normalisation

Review of independent forecasts for the main macroeconomic variables by the following organizations provide a holistic overview of the range of alternative opinions:

  • Cambridge Econometrics (CE)

  • The Centre for Economic and Business Research (CEBR)

  • Experian Economics (EE)

  • Oxford Economics (OE)

As a result, the reported forecasts derive from different forecasters and may not represent the view of any one forecaster over the whole of the forecast period. These projections provide an indication of what is, in our view most likely to happen, not what it will definitely happen.

Short- and medium-term forecasts are based on a “demand-side” forecasting framework, under the assumption that supply adjusts to meet demand either directly through changes in output or through the depletion of inventories.
Long-term projections rely on a supply-side framework, in which output is determined by the availability of labour and capital equipment and the growth in productivity.
Long-term growth prospects, are impacted by factors including the workforce capabilities, the openness of the economy to trade, the legal framework, fiscal policy, the degree of government regulation.

Direct contribution to GDP
The method for calculating the direct contribution of an industry to GDP, is to measure its ‘gross value added’ (GVA); that is, to calculate the difference between the industry’s total pre­tax revenue and its total bought­in costs (costs excluding wages and salaries).

Forecasts of GDP growth: GDP = CN+IN+GS+NEX

GDP growth estimates take into account:

  • Consumption, expressed as a function of income, wealth, prices and interest rates;

  • Investment as a function of the return on capital and changes in capacity utilization; Government spending as a function of intervention initiatives and state of the economy;

  • Net exports as a function of global economic conditions.

CLICK BELOW TO LEARN MORE
...

Market Quantification
All relevant markets are quantified utilizing revenue figures for the forecast period. The Compound Annual Growth Rate (CAGR) within each segment is used to measure growth and to extrapolate data when figures are not publicly available.

Revenues

Our market segments reflect major categories and subcategories of the global market, followed by an analysis of statistical data covering national spending and international trade relations and patterns. Market values reflect revenues paid by the final customer / end user to vendors and service providers either directly or through distribution channels, excluding VAT. Local currencies are converted to USD using the yearly average exchange rates of local currencies to the USD for the respective year as provided by the IMF World Economic Outlook Database.

Industry Life Cycle Market Phase

Market phase is determined using factors in the Industry Life Cycle model. The adapted market phase definitions are as follows:

  • Nascent: New market need not yet determined; growth begins increasing toward end of cycle

  • Growth: Growth trajectory picks up; high growth rates

  • Mature: Typically fewer firms than growth phase, as dominant solutions continue to capture the majority of market share and market consolidation occurs, displaying lower growth rates that are typically on par with the general economy

  • Decline: Further market consolidation, rapidly declining growth rates

...

The Global Economic Model
The Global Economic Model brings together macroeconomic and sectoral forecasts for quantifying the key relationships.

The model is a hybrid statistical model that uses macroeconomic variables and inter-industry linkages to forecast sectoral output. The model is used to forecast not just output, but prices, wages, employment and investment. The principal variables driving the industry model are the components of final demand, which directly or indirectly determine the demand facing each industry. However, other macroeconomic assumptions — in particular exchange rates, as well as world commodity prices — also enter into the equation, as well as other industry specific factors that have been or are expected to impact.

  • Vector Auto Regression (VAR) statistical models capturing the linear interdependencies among multiple time series, are best used for short-term forecasting, whereby shocks to demand will generate economic cycles that can be influenced by fiscal and monetary policy.

  • Dynamic-Stochastic Equilibrium (DSE) models replicate the behaviour of the economy by analyzing the interaction of economic variables, whereby output is determined by supply side factors, such as investment, demographics, labour participation and productivity.

  • Dynamic Econometric Error Correction (DEEC) modelling combines VAR and DSE models by estimating the speed at which a dependent variable returns to its equilibrium after a shock, as well as assessing the impact of a company, industry, new technology, regulation, or market change. DEEC modelling is best suited for forecasting.

Forecasts of GDP growth per capita based on these factors can then be combined with demographic projections to give forecasts for overall GDP growth.
Wherever possible, publicly available data from official sources are used for the latest available year. Qualitative indicators are normalised (on the basis of: Normalised x = (x - Min(x)) / (Max(x) - Min(x)) where Min(x) and Max(x) are, the lowest and highest values for any given indicator respectively) and then aggregated across categories to enable an overall comparison. The normalised value is then transformed into a positive number on a scale of 0 to 100. The weighting assigned to each indicator can be changed to reflect different assumptions about their relative importance.

CLICK BELOW TO LEARN MORE
...

The principal explanatory variable in each industry’s output equation is the Total Demand variable, encompassing exogenous macroeconomic assumptions, consumer spending and investment, and intermediate demand for goods and services by sectors of the economy for use as inputs in the production of their own goods and services.

Elasticities
Elasticity measures the response of one economic variable to a change in another economic variable, whether the good or service is demanded as an input into a final product or whether it is the final product, and provides insight into the proportional impact of different economic actions and policy decisions.
Demand elasticities measure the change in the quantity demanded of a particular good or service as a result of changes to other economic variables, such as its own price, the price of competing or complementary goods and services, income levels, taxes.
Demand elasticities can be influenced by several factors. Each of these factors, along with the specific characteristics of the product, will interact to determine its overall responsiveness of demand to changes in prices and incomes.
The individual characteristics of a good or service will have an impact, but there are also a number of general factors that will typically affect the sensitivity of demand, such as the availability of substitutes, whereby the elasticity is typically higher the greater the number of available substitutes, as consumers can easily switch between different products.
The degree of necessity. Luxury products and habit forming ones, typically have a higher elasticity.
Proportion of the budget consumed by the item. Products that consume a large portion of the consumer’s budget tend to have greater elasticity.
Elasticities tend to be greater over the long run because consumers have more time to adjust their behaviour.
Finally, if the product or service is an input into a final product then the price elasticity will depend on the price elasticity of the final product, its cost share in the production costs, and the availability of substitutes for that good or service.

Prices
Prices are also forecast using an input-output framework. Input costs have two components; labour costs are driven by wages, while intermediate costs are computed as an input-output weighted aggregate of input sectors’ prices. Employment is a function of output and real sectoral wages, that are forecast as a function of whole economy growth in wages. Investment is forecast as a function of output and aggregate level business investment.

CLICK BELOW TO LEARN MORE
...