5 Factors for Local Government to Consider in Digital Transformation

Municipalities that improve citizen services do so through digital transformation. Here are some key factors for city and county IT leaders to consider as they go on that journey.

1. What Does Digital Transformation Mean for Cities?

In the past, going digital meant taking old processes and simply shifting them online: A paper form became a computer-based form, and the filing cabinet was replaced with a disk drive.
True digital transformation (DX) takes advantage of the advances and cost savings in IT that let us go completely digital. DX means more than converting; it means starting over and asking yourself, “If I were designing this from scratch, how would I do it today?”

2. Where Should Local Governments Focus DX Efforts?

Citizen services are the best places to start because these have the biggest impact on customer satisfaction. When citizens start being wowed by how easy it is to do business with their local government, it helps build financial, administrative and managerial support for more DX down the line.

3. What’s the First Step for DX?

Identity and access management is the key underlying layer for any DX initiative. You need a way to authenticate and authorize users so they can access your services. Building a scalable, private and secure IAM system is the first step to any DX program.

4. What Are the Main Pitfalls That Local Governments Face with DX?

Disenfranchisement and abuse of digital services are the biggest stumbling blocks. If a service requires an internet connection, then it’s critical to have alternative ways to access that service, such as call centers, distributed internet kiosks and walk-in service centers.

5. How Does DX Work Across Different Levels of Government?

DX is based on a rethinking of your processes, and acknowledging that many citizens don’t know whether something is the responsibility of city, county, state or federal government is a first step.


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Cities Should Bridge the Digital Divide Using Federal Funds

City leaders can proactively address the digital divide in their communities with the federal government funds being distributed to localities to expand broadband access and adoption, according to a report by the National League of Cities.
Broadband internet has evolved from a cutting-edge luxury to an essential utility for participation in daily life. Without access to the internet throughout the pandemic, people wouldn’t have been able to get the latest Covid-19 information from their local government, work from home, participate in school remotely or stay connected with loved ones.
According to the Federal Communications Commission, broadband commonly refers to high-speed internet access that is always on and faster than the traditional dial-up access. However, because of barriers in affordability, accessibility, availability, and skills, about 42 million U.S. residents nationwide do not have broadband access and 157.3 million live with slow or unreliable internet service, according to the report.
The funds in the American Rescue Plan Act’s State and Local Fiscal Recovery Fund are available to help communities close the digital divide. In addition, about $65 billion in federal funding has been allocated toward expanding broadband access and 5G connectivity nationwide in the infrastructure bill that was signed into law by President Biden in November.
Establishing better broadband infrastructure would give more Americans access to high-speed internet, helping close the digital divide existing between urban and rural areas of the country, the report states.
Solutions to the Digital Divide
To effectively use these resources, cities, towns, and villages must be ready to act. While most local leaders are aware of the digital divides within their communities, they may not know the ideal solutions for these inequities.
The NLC launched a new resource called the Digital Equity Playbook: How City Leaders Can Bridge the Digital Divide. This resource can help community leaders evaluate local challenges and build a digital equity plan, NLC says.
It also allows city leaders to complete a broadband needs assessment that helps them understand where their community stands with broadband access when compared to states, peer cities and the country, according to the report.

4 Ways State and Local Agencies Can Swiftly Transition to Hybrid Work

State and local agencies that are prepared to modernize and accommodate hybrid work for employees will be better positioned to achieve higher productivity and workforce retention and be more competitive in talent recruitment.

Earlier this year, the Biden administration issued soft guidance that would make flexible work for federal employees more acceptable post pandemic. While federal guidance doesn’t always translate to state and local policies, the guidance highlights how remote and flexible work arrangements are evolving from a temporary pandemic response to an everyday reality in both the public and private sectors.

What IT Decision-Makers Learned from the Past Year

In a recent survey, 29 percent of U.S. government employees did not have the IT equipment required to fulfill their work duties from home, and 30 percent said they were equipped with short-term solutions. A technology infrastructure that suits at-home and in-office settings is more than something nice to have. It’s a necessary requirement to keep state agencies up and running.

The question of how hybrid work models can be successfully deployed has replaced the initial concern of whether employees should return to the office full time. With the growing number of remote workers across state and local agencies, policy and infrastructure must be in place to meet the demands of their distributed workforce.

Projects with long lead times such as replacing outdated hardware and softwaremodernizing citizen services, and adopting an always-on communication style need to take precedent, which is why enabling an efficient hybrid model is crucial for ongoing agency success.

As state and local governments embark on their tech modernization plans, there are four steps they can take to ensure the transition to hybrid work is smooth.


1. Examine Your Agency’s Digital Workflow

It’s important to remember that the transition to work-from-home life was rocky for many employees juggling daily work responsibilities with the added pressure of family and home responsibilities. As hybrid work becomes the new norm, exploring technology solutions that limit disruption and accommodate the workforce in a scalable and secure way can make all the difference.

Leadership may also want to examine areas where they can improve efficiencies, such as reducing repetitive and mundane tasks for workers. Empowering staff with advanced solutions, such as device intelligence solutions, can free up managers to focus on strategic IT initiatives that are more important to the agency’s core purpose.


2. Build in IT Services and Tools That Bolster Users’ Security

With a distributed workforce comes increased security requirements. In a recent study, only 58 percent of organizations said they could identify every vulnerable asset they had within 24 hours of a critical exploit. This means that over half of organizations could be blindsided by an attack that could impact their entire workforce and compromise operations.

By combining a security-by-design framework with an IT partner that delivers the highest level of endpoint protection available, companies can deploy holistic security strategies that better enable a work-from-anywhere environment.


3. Consider a Device as a Service IT Procurement Model

Device as a Service is emerging as a popular IT procurement model. Enabling a distributed workforce with DaaS can help ensure both cost predictability and flexible service.

With DaaS, agencies can provide remote workforces with the latest technology and ease the burden of PC lifecycle management across their end-user devices — all for one predictable recurring fee and no significant upfront CAPEX investment.


4. Select the Right IT Partner for Your Agency

Finally, selecting the right IT partner will free up internal resources to focus on more strategic agency initiatives. With changing working models, relying on single-vendor contracts can be limiting.

Leadership can be more agile and tuned in to the evolving requirements of a remote workforce when they expand their approved vendor lists. It’s important to remember to review security policies and practices across the board and ask if the vendor has a plan for meeting evolving cyberthreats.

There is growing pressure for state and local agencies to deploy long-term hybrid working environments, and with the help and guidance of a technology partner, they don’t have to do it alone.

Instead, the resource burden of modernizing infrastructure and delivering an enhanced security and services model to constituents can be reduced. By empowering a hybrid workforce with the right technology, governments can maximize productivity and increase security, all while staying within the allocated budget.

Original article here

How quantum computing will transform government IT

The U.S. government is making major investments in quantum technology with the Biden administration supporting legislation that would spend over $100 billion to advance emerging technologies, including quantum computing.

Quantum development and commercialization is already underway, and increasing investments and intensive collaboration among government, private enterprise and academic institutions are already showing significant results. Government and industry recognize that quantum computing is no longer a theoretical, lab-based technology, but one which provides useful business value.


Quantum basics

Quantum computers solve problems differently than classical computers. They leverage the properties of quantum states such as superposition (the placement of one thing above or on top of another), entanglement (when two particles remain connected even when separated), and interference (a non-coherent phase difference) to simulate real-world scenarios. They also perform computations with greater data capacity, increased accuracy of results, and the promise of faster processing speeds.

Where classical computing provides only one “best” answer, quantum computers yield multiple diverse results. For governments, this means the ability to tackle their most complex problems by defining the impact among different scenarios and choosing the solution best optimized for each situation. Being able to solve complex problems with better results in a fraction of the time and with a fraction of the resources provides immense opportunities.

However, quantum computing will not eliminate the need for classical computing. In fact, the hybrid model of solving problems with both quantum and classical approaches will yield better answers in certain use cases than either one computing technology could do on its own.

Quantum computing is a completely different paradigm for both hardware and software. Developing quantum programs using current Software Development Kits  (SDKs) requires significant quantum expertise and lengthy timeframes to create the program, algorithms, and low-level coding necessary to have the software work with a single hardware platform.

To overcome workforce limitations and democratize access to these powerful systems, software companies are now developing ready-to-run quantum software that subject matter experts with no quantum experience can use right now.


Cybersecurity: The quantum space race

The U.S. and other governments currently rely on mathematically-based two-key asymmetric encryption techniques. These codes are almost impossible to break with classical computers, but quantum computers will be able to break them quickly and easily. This puts the nation’s most critical secrets and all digital infrastructures at risk. The only way to get ahead of the problem is by leveraging the same powerful quantum technology to develop new cybersecurity solutions.



Quantum computing is ideally suited for government-related complex optimization problems. These include creating optimized routes and schedules for snowplows, garbage pickup, emergency response, and public transportation.

Quantum computing can also enable major operations, such as helping the Federal Emergency Management Agency to efficiently allocate emergency resources to affected communities in the wake of a natural disaster or even predict with greater certainty where a disaster will occur to prevent its effects versus reactively responding to them.



The U.S. cannot afford to fall behind its partners and adversaries in the exploration of new technologies that have widespread implications for government operations.  But technology development alone will not be sufficient to take advantage of new capabilities nor overcome its threat. The nation must ensure that it develops a workforce capable of meeting these new challenges. Additionally, these new technologies must be adopted and integrated into government operations much more quickly. The commercial sector isn’t waiting for quantum computing to reach advantage, but the government still treats it as more of a curious research endeavor than a technology that should begin shifting to implementation.

Artificial intelligence has been around for decades, but only saw government implementation within the past 10 years due to the explosion of data and advanced computing capabilities. Recent government investment in quantum technologies is a great start, but we need to encourage the executive agencies to start on their path to quantum today.


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Rethinking Public Sector Job Descriptions

Local government has been the best-kept secret in terms of a career path but with local government employees reaching retirement age, there are not enough young professionals on staff to move into senior-level positions.
Confusing Job Titles
Inherently, if we as local government employees cannot describe our jobs effectively, how do we expect to advertise open job opportunities? Many potential applicants do not understand city government management structures.
Human Resource Managers keep the job descriptions so vague thinking it will attract more candidates, but this ultimately hurts because applicants have no idea what the job actually entails.
It is important that when local governments post new positions, managers need to get more specific about what the person will be doing day-to-day.
So Many Options
A few career avenues one can take in local government include: Parks and Recreation, Compliance, Auditing, Legal, Emergency Response, Disaster Planning, Waste Water and Sewer, Land Use Management, Sustainability, Planning, Health and Human Services, Economic Development, Community Development, Human Resources, Budgeting, Capital Improvement, and of course, management.
Many young professionals want to work in these areas, but if job descriptions aren’t clear enough, how will an animal lover know about the budget director position at the zoo or the kennel? People subconsciously take jobs that usually align with their interests, no matter how large or small.
Government employees are a little weird for being local government nerds, so highlight the nerdy details in the job description! It helps job applicants see the different career avenues in local government and outlines how cool their jobs will be.
Don’t Hide the Benefits
Too many times we think millennials or generation z will not appreciate the fantastic retirement and healthcare benefits local government has to offer. Movements such as the FIRE movement (Financially Independent, Retire Early) are catching on with younger generations and government can be a good pathway for these individuals.
The younger generation is also very aware of the cost of healthcare and prescription drug prices. Local governments offer great healthcare benefits to help cover these costs. They are great for families and singles. Do not just say “we offer excellent Pension and Healthcare benefits” in your job descriptions. Spell it out for them, over-sell the job. By doing this, you will get many more quality candidates.
Most local government positions are true 8 am-5 pm jobs. Most government jobs are people facing, so when the office closes, there is not much work left to do if people cannot get into the building. This allows employees to pursue passions outside of work.
Meaningful Work
Government work is very rewarding, even if it takes years to see our efforts come to fruition. Young professionals are eager to make an impact and are willing to run through a brick wall to do so.
Managers should give young employees “range” projects that have a major impact on the community, even though they may not be ready. Allowing them to prove themselves while guiding them along the way lets them to grow professionally while taking on important projects. Therefore, in the job descriptions, spell out some of the long-range, strategic projects the applicant could be working on in the role.
Let’s Brag 
Brag about our industry, talk about all the great perks and the awesome work. By making job descriptions more clear, concise, and honest, young people will apply for employment opportunities. Everything government offers is what the next generation wants.


Original article here

4 State and Local Government Tech Trends to Watch in 2022

Zero-trust cybersecurity, identity and access management, cloud migration, and application modernization are likely going to dominate the discourse in 2022.

State and local governments spent 2021 responding to the ongoing coronavirus pandemic, which has continued to reshape how agencies use technology and how citizens interact with government.

Agencies have embraced digital technology for government service delivery, streamlined government web portals, expanded on projects such as single digital identities for accessing government services and benefits, and updated government websites to make them easier for the public to use.

But significant challenges remain. Ransomware attacks against state and local governments continue unabated. Despite an influx of federal funding, it will take time to get federal grants to improve cybersecurity.

The pandemic has underscored the importance of investments in digital services, collaboration tools, broadband expansion and other areas

1. Zero-Trust Cybersecurity Is on the Horizon

Zero-trust is still relatively nascent in state and local governments though that is starting to change.

In 2022 more states will begin adopting a zero-trust approach to cybersecurity. Sixty-seven percent of state CIOs who responded to the 2021 Annual State CIO Survey anticipate that introducing or expanding a zero-trust framework will receive more attention in the next two to three years. State governments are expected to begin laying the groundwork for adopting the approach — which treats every user as untrustworthy of accessing network resources until they have been verified.

2. States Look to Expand Use of IAM to Access Government Services

Every state at the annual NASCIO conference seemed excited to implement an identity and access management program.

Some states are far along in adopting a single digital identity that residents can use to access myriad government services. Others are just getting started.

States will need to put in place the necessary capabilities to create and manage the superidentities that tie to all the relevant credentials, licenses and other views of the citizen.

3. Cloud Migration Will Be Dependent on Economics

State and local agencies will continue to migrate legacy IT systems and applications to the cloud in 2022.

Following the widespread shift of apps such as email and geographic information systems to the cloud, further migrations will be more piecemeal, especially for local governments.

When looking at end-of-life issues for mainframes, governments will have to decide whether to replace those systems, come up with something better, or move to the cloud.

For many agencies, the decision on whether to shift to the cloud boils down to simple economics and whether it makes sense financially to do so. There has to be a compelling business case to enter into a migration project. This kind of project cannot be successfully accomplished without strong partnering and commitment.

4. Government Agencies Will Forge Ahead with App Modernization

The pandemic exposed state and local government IT leaders to the fact that many mission-critical applications are running on legacy architectures or in outdated programming languages that cannot be easily changed or scaled up, and clarified the need for modern, digital government services.

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Localities and States Are Turning to Data Analytics to Catch Fraudsters—and It’s Working

When a health care provider submitted a request for $8,002,021 to New York’s Medicaid program, it raised eyebrows among state auditors. Flagged as an abnormally large invoice, the state denied the payment and investigated the claim. It turned out that the vendor had inadvertently made a typo that combined the amount of the payment—$800—with the year—2021.

For New York and for an increasing number of government agencies, that vigilance has come in the form of data analytics, the process of using computers to collect huge stores of data and flag abnormalities, and then assigning humans to identify which transactions are legitimate and which are suspicious.

Over the past couple of decades, state and local governments have collected data to keep track of everything from tax returns to Medicaid, public assistance and unemployment insurance payments, pension checks, and employee hours worked. As more governments have converted to digital data collection systems, the need for and number of analysts to interpret that data has grown.

In Oregon, following an effort to parse the long list of deceased recipients on public assistance agents found more than 1,000 deceased recipients who had received a collective $6.8 million in payments, and 384 inmates on public assistance.

States and Localities ‘Primary Targets of Fraudsters’
Because different levels of some multitiered government assistance programs are administered by different agencies, fraudsters are finding ways to sneak past the gatekeepers. Couple that with the addition of benefits like telemedicine and changes in unemployment insurance rules during the pandemic, there are areas where no one person is responsible for monitoring all of the spending.

A potential solution is to collect more data; making online identity verification more personal; and borrowing data analytics practices from banks and credit card companies, which had a head start on governments when it comes to combatting the identity theft.

Monitoring Employees and Residents
Some county governments have turned to data analytics to monitor fraud and abuse by employees and residents. Governments can use data to spot abnormalities in the frequency with which employees access confidential records.

Increasingly, employees are accessing government data with the intention to sell it. The same is true of hackers posing online as legitimate contractors to request payments.

In Kansas, state auditors designed a program to spot potential fraud in employees’ use of state-issued credit cards, which workers swipe to pay for gas, travel expenses, and supplies.

In New York the state Comptroller’s Office used analytics to identify $100 million in improper payments to special education vendors who billed the state for personal expenses like furniture for their homes and gas for their personal cars.

While the use of electronic data analytics can save or recover millions of taxpayer dollars, it’s not cheap to get started. It is estimated that a basic fraud detection system could cost a few hundred thousand dollars, while a more advanced setup might top $1 million.

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Virtual Desktop as a Service Is Key to State and Local Agencies’ Hybrid Work Plans

In volatile and uncertain times, such as the coronavirus pandemic, public sector organizations need reliable productivity technology. Mission-critical workloads and sensitive enterprise data can’t be left vulnerable. Protecting them requires robust computing resources.

As public sector organizations continue to fortify and mature their desktop virtualization strategies for the new world of remote work, security and scalability are major concerns.

For government agencies at the state and local levels in particular, governments need to accelerate modernization efforts to support the new way of working.

The pandemic has driven home the need to accelerate application modernization, and solutions such as virtual desktops have emerged as a critical part of the equation. As state and local agencies seek to build new work policies, the consensus is that remote work and the technology to securely enable it are here to stay.

But how can state and local agencies implement increasingly complex systems to support virtual work for the long haul? Next-generation virtual Desktop as a Service (DaaS) environments are an essential part of the answer.

The Benefits of Virtual Desktop as a Service for Agencies

Virtual DaaS allows agency teams to partner with providers to design a work-from-anywhere strategy for an agency’s workforce. Agencies can deploy the specialized desktop solution at scale to design, build and create an overall strategy. Once deployed, agencies can streamline infrastructure, services, and solutions by continuing to use their partners to achieve success.

As public sector organizations continue to fortify and mature their desktop virtualization strategies for the new world of remote work, security, scalability, and management burden are major concerns.

Benefits to virtual DaaS solutions include a boost to productivity, an increase in flexibility, an elevation of IT teams’ efficiency, delivery of a superior user experience, and help solving workforce optimization challenges. Additionally, they promote overall productivity, as workers can access key applications anytime, anywhere, and from any device.

Another example of this offering is Work Anywhere Solutions, a virtual desktop environment built on industry-leading cloud technologies, powered by Azure infrastructure and available in the cloud anywhere. The offering provides an easy and quick transition into Microsoft 365 tools, combined with the security of the Microsoft Azure cloud and expertise from experienced partners.

Remote workers increase the threat surface for hackers looking to spread ransomware — or worse. Virtual DaaS has security baked in, providing transparency across the entire virtual landscape to monitor organizational resources and internal usage and to see — and stop — external threats.

The Future of Virtual Work in Government

The pandemic has revolutionized the way we work, and the future of work continues to evolve. While governments have undergone tremendous modernization within the past year and a half, there is still work to be done to reach premium digital service delivery.

State and local organizations are looking at how to sustain and modernize hybrid work strategies and environments for the long term, and virtual DaaS is a critical link that will allow public sector organizations to accelerate their virtual workforce strategies and journeys and securely enable remote and hybrid workforce and education capabilities.


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How State and Local Agencies Are Moving Forward on Agile

(For the purpose of understanding the following summary: The two basic, most popular methodologies are:

Waterfall: might be more properly called the “traditional” approach, and

Agile: a specific type of Rapid Application Development and newer than Waterfall, which is often implemented using Scrum (a framework that  helps teams work together).


State and local government agencies have been shedding the perception that they are not moving fast in creating new applications and services for citizens. Over the course of the pandemic, they have been using DevOps methodologies, low-code/no-code platforms, and agile development tools to create scalable and modern digital services.

A recent report from the IBM Center for the Business of Government notes that agencies are using agile methodologies for project and human resources management, policymaking, and contracting and procurement. Agile builds and tests iteratively to ensure that what is developed is what the organization wants.

The Evolution of Agile Processes in Government

There are three stages of agile adoption. The first is “infancy,” when agencies transition from waterfall to agile and have little capacity in agile methods. The report advises agencies to start with a pilot project and notes that agile teams need support with adequate training and resources

In the second, “adolescent” stage, agencies have some experience with agile, but most projects are still waterfall. The report encourages agencies to institutionalize agile acquisition procedures. It is important at this stage to cultivate an agile community of practice that extends the peer support system and fosters an ecology of agile environment in the organization.

The third, “adult” phase of adoption encourages state and local agencies to support structures put in place for agile management to “provide the institutional, technical, and contractual assistance for agile projects.” This helps make agile development routine and enables agencies to “work with vendors in iterative and incremental ways.”

An agile culture should be seen not as an end in itself, but as a way to achieve different outcomes. State and local agencies should consider agile for four main reasons:

  • The traditional waterfall management approach has had a high rate of failure
  • Agile is particularly relevant in the rapidly evolving digital era
  • Agile can be used for increasing efficiency in public management
  • Agile marks a cultural shift in management from a siloed bureaucracy to an entrepreneurial bureaucracy.


How State and Local Agencies Are Using Agile

State and local agencies have been making use of agile for a variety of government functions.

In Connecticut, the state’s Office of Policy and Management issued the “Policy for the Management of State Information Technology Projects,” which “explicitly included the scope for agile among the project management methods.” Additionally, the Governor made agile procurement a key area of focus using agile for Business One Stop, a single portal for business owners to register and manage their businesses online, and Real ID Wizard, which helps residents prepare documents for obtaining Real ID.

California established the state’s Project Management Office and designed a structure with a “focus on standardized frameworks, education, training, and tools and techniques” using agile as one of its frameworks for project management creating agile playbooks.

New York City set up the Service Design Studio with the goal of pushing the ball forward on “research, data and design to advance evidence-based programs, policies, and service delivery.” SDS has been involved in public-facing digital services, including ACCESS NYC, an “online screening tool to determine a person’s eligibility for health and human service programs.”

In Austin, the Office of Design and Delivery has worked with the city’s innovation office and has “undertaken several projects in partnership with other departments where they have employed user-centric design principles.” The ODD is guided by six principles, which are relevant to its adaptation of agile methods: Put residents first; prioritize equity; recognize that digital services require teams and competencies; cultivate a community of learning; champion iterative, data-informed methods; and support vendors that can prove value to residents.

“Agile is a mindset of organizational change,” the report concludes. “As a process of continuous improvement, agile methods themselves could evolve over time with doing, testing, and improvement.”

Original article here

How Governments Can Protect Themselves Against Fraud in Times of Crisis

As the COVID-19 pandemic unfolded, governments scrambled to provide small businesses with financial relief to weather the storm.

The U.S. federal government dispersed more than a trillion dollars in grants and loans to small businesses, most of whom had legitimate claims to qualify for aid. Some, however, were criminals committing fraud, taking advantage of a vulnerable time in the world.

There are some elements, however, that make governments vulnerable to these types of crime.

Why Emergency Programs Are So Susceptible to Fraud

Emergencies are unexpected with the pandemic upending the world at speed, putting lives in peril and economies on the brink. The world was taken by surprise, and governments were compelled to act to bolster the economy nearly overnight.

Fraudsters took advantage of the chaos, as well as the vulnerabilities that were already present across government systems—bulky, outdated infrastructure and technology that gives criminals ways into systems.

Government employees were overwhelmed with applications for Paycheck Protection Program (PPP) and Economic Injury Disaster Loans (EIDL), attempting to balance time and speed with security. Understandably, the combination of a crisis and inadequate IT infrastructure that makes sharing data more difficult created a landscape for fraud to slip through the cracks.

Preventing and Handling Fraud in Times of Crisis

During this particular crisis, fraudsters had a unique opportunity to carry out their crimes in two main ways. First, legitimate business owners who qualified for relief used their businesses to gain access to funds only to misuse them. Rather than paying their employees or addressing business damages, these recipients used the funds to enrich themselves.

Others used the cover of chaos to submit fraudulent documentation, claiming they had hundreds or even thousands of employees to pay, when in reality the business owner was the only one on the payroll.

Hindsight is 20/20, so it’s easy for government agencies to say they should have been more careful during their due diligence checks for frauds. However, they’re up against challenges that will arise again and again during the next disaster as they continue to use outdated technology.

Entity resolution and network analytics are crucial in preventing fraud. To stop fraud in its tracks, government agencies must have the ability to identify previously failed applications, to harness all the information held within all of the relevant systems, to discover the hidden links within the data. Entity resolution is an essential component to root out fraud in a digital world where high-quality data is not always readily available in times of crisis in order.

While trying to learn from their mistakes, government employees are often stuck using systems that are unable to handle massive amounts of data, leading to gaps that fraudsters leap at. In order to prevent fraud, these institutions will need to do a comprehensive analysis of what went right and what went wrong during the onset of the pandemic.

It’s impossible to predict the next crisis perfectly, but one thing is clear—outdated technology is creating problems for government agencies and leaving them susceptible to fraud, and new technology is an important element to help stop it.

Original article here