A Framework for the future of Digital Local Public Services

I’ve been thinking a lot recently and actually decided to draw a picture of what I thought a Framework for Digital Local Government might look like…so this post is about that.

The reality is that you can’t really create one just for Local Government as we aren’t designed that way. We are about people and places underpinned with effective democratic governance so any framework needs to be designed in such a way that in encompasses those things and that means it needs to involve everyone.

I’ve been lucky enough to have many conversations with people who have helped/challenged/reflected on which have all helped me refine my thinking and about 4 weeks ago I met Martin Howitt for our usual lunchtime coffee and chat and it was this conversation which sparked a few ideas and helped create a synergy in my head around the stuff I was thinking about and then later that day I draw a picture on my ipad which you can see below (i make no apologies for the quality of drawing ).

Since then I shared the picture and explanation with colleagues on the LocalGov Digital Network Steering Group and I received positive feedback so I then decided to share it again and test it wider at last weeks Digital Summit in London and you can read the notes of the session on the public Khub group. On the whole a broad agreement, some people have even created very similar frameworks already which is reassuring but they are looking at it from a different perspective, but yet the underpinning framework is the same, there were some semantic language issues and some challenges about risk, financial landscape and actually making it happen…all great points but I don’t have any answers.  However in terms of risk, I didn’t want to see risk in the framework as it sits around it…your view on risk will influence your view on the framework itself.  The same issue goes for financial climate, if we target savings of 100 million we will only aim for 100 million and we may miss the opportunities which deliver a complete transformation and deliver 1 billion.

This post is about that picture and the explanation about it. The only thing that has actually changed about the picture since i first draw it is the title. I have started to add to it and extend certain bits but I’ve also started to draw more pictures which digs deeper into this picture…more on that in another post.

It is also worth sharing that since I’ve been using this framework I’ve actually discovered that it works just as well when you look internally…starting from the left these represent the key building blocks to ensure that your organisation and people can explore and discover new opportunities and create new services etc. Something that has been validated recently here in Devon with a report to our corporate leadership team around the barriers to digital innovation. The resulting actions have created a massive open door to make progress but we need to ensure that we see the wider picture and framework to help us move forward and not leave anyone behind.

So onto the picture and explanation…

A Digital Climate for Local Public Services – Open by Default, Digital by Design

The following drawing focuses on the underlying proposition that every citizen can and will meaningfully integrate the internet into their daily lives. This level of active and capable participation should allow for new opportunities to emerge which reduce and divert demand to alternative tools which are open by default and digital by design.

The environment will not simply develop, and the transformative opportunities will not unfold, unless people, businesses, service providers, government, community organisations and others fully understand and integrate digital into everything they do.
This requires pervasive digital awareness and education — a ubiquitous digital climate that animates and inspires creativity and transformation and enables growth and wellbeing.

We must acknowledge that a digital climate is different to a transformation programme. It is a shift in thinking in which people and institutions are routinely aware of and constantly incorporate digital technology and opportunity into whatever they do.

Here is a rough picture of how I see this, which I also tested out at the recent Digital Summit.

Open by Default – Digital by Design

Open by default = Everything we do is open, our processes, our data, our decision-making etc

Digital by design = Digital by default is a channel decision and my personal opinion is that digital by design is a philosophy which we should adopt to ensure that others can build on our open platforms and processes. 

Capabilities

1. Connectivity:  Access that is high-speed, reliable, affordable and available everywhere (wired, wireless, digital).
2. Education: Provide access to training and technical support for users to become comfort-able and proficient. Enable a mind shift in citizens that value learning, connecting and communicating through technology, and that recognise the business and other opportunities of expanding Internet participation.
3. Hardware : every citizen requires the capacity to connect to the Internet and tap into the full range of its resources and content.
4. Software: that meets the needs of individuals, families, businesses and communities.
5. Participation:  Access to and participation with local data and intelligence to help shape decisions in communities.

What I want to do with this section is to start to map what activities are happening in each of these areas (internally and externally) to help me understand where we can add value or realign things to increase value. It should also allow opportunities for us to rethink decisions we’ve made in the past which are no longer future proof.

One example here is how are we in the public sector looking to support a greater level of connectivity within communities over and above the broadband roll out…It feels to me that our public sector networks in local government, health and education are providing robust and significantly higher levels of connectivity into communities which we perhaps could unlock. You can have an example where a primary school in a rural area is served by a 10-20mb connection but the community around it is on dial-up or has no connectivity. I know there are challenges with this but we have to and must think differently about our assets.

Leadership/Decision Making
We require strong visible leadership to enable transformation and strong decisions that ensure that we all contribute to creating a climate for growth and wellbeing. The leadership can also come from anywhere not just local public service providers
Capacity Building / Networks and Networks of Networks
Stimulating local action and identifying and connecting with networks and networks of networks to generate and create new opportunities and markets.
These connections can and will come from anywhere, this is not solely down to the council or local authority – this is about people and places.

Principles

• People and communities are unique
  • Design “with” not “for” people and communities
  • Design for Inclusion and accessibility
  • Enable independence
  • Foster health and wellbeing
• Positive relationships and networks
  • Respect diversity of opinions
  • Connect people and connect networks
  • Co-operate and collaborate
  • Open by default
• Enabling communities and environments
  • Evidence based research and decision-making
  • Support everyone to achieve
  • Think Local and Global
  • Digital infrastructure for smart communities/cities
• Learning and development
  • Learn, discover and explore though experience
  • Create space for reflective practice
  • Foster creative and divergent thinking
  • Enable sustained learning

I’ve blogged previously on principles here, here and here and it is something that lead me to the wider framework. Within this section we also need to think about the various ways in which people can discover and explore things…This is where the climate comes into itself. We in Local Government have to accept that we will not be solving the problems we have created alone…this climate and environment is about creating new relationships, new networks, new business models, new value.

One of the biggest hurdles we must get over is we need to stop thinking we have to solve this by ourselves. We don’t and shouldn’t think like that…creating a digital climate allows others to be part of that discovery and exploration and we should focus on creating that above all else.

Value
Everything has a unique value, we should understand this value and look to grow or transform its value.

Basic Example:

A Public right of way (PROW) = value
Local Community Centre = value
Public Transport network = value

We can increase and transform the value of each by connecting them redefining the value and by doing so contributing to a climate of growth and wellbeing.

Outcomes (a possible future state scenario)

Outcomes will always be up for debate and some will argue that these are not good enough and that doesn’t matter…What does matter is that we agree what outcomes our communities want and allow them to achieve them. The outcome of the framework is to create a climate for growth and well-being underpinned through:

• A digital climate that inspires transformation and creativity
• Everyone having universal access to meaningful participation and democratic processes
• Everyone having opportunity to seize new markets and generate new opportunities
• Everything is inclusive and accessible

So where do I see this going…The LocalGovDigital Network will be using this framework to help guide our work programme in the coming year, I personally will be using this to guide my work in Devon and I’ll be working with others on developing this further so it is used and helps drive change.

I personally believe that people are either contributing to the delivery of this framework or they are not and if not why not?

More will follow in the coming weeks…

My reflections on #OpenSSW

So last Friday was #OpenSSW which was held at County Hall in Exeter.

In the now normal feedback approach here are my highlights as a set of bullet points

Different people came and participated – one of the great things for me was that the audience list wasn’t filled with the “govcamp and localgovcamp” crew, not that it would have been a bad thing, but one aim was to reach and empower a bunch of new people.

The quality of speakers was fantastic – i’m lucky enough to know them all and feel honoured that they gave their time so easily and it makes a huge difference to the following conversations when people have been inspired and challenged by those speakers – although a change in format slightly in the future to better harness those conversations would be required. Perhaps related unconference sessions after a couple of speakers to keep it moving and inclusive

Events are hard work – Organising events is not a profession I’d like full time, but I’m so passionate about making this an annual event and supporting the network to grow and mature

We still need to pitch to senior mgrs – I still need to work on encouraging a greater attendance from service heads and councillors as the diversity in conversation needs those views.

Support for challenge – Thinking differently isn’t easy for some people and we probably need some kind of informal mentor / coaching network to help connect those people with others who can help and guide – this should be across different organisations so those mentoring can also learn about new situations and environments

Ask real people – Simon Gough and Phillippa Rose kept it local by actually videoing real people on the street in advance of what they thought localgov could do better and what digital local government should look like, the fact that not many people knew was also very interesting – a huge challenge ahead for all localgov if we wish to shift and transform the relationship with citizens

IT came up trumps – Council wifi can work if you find the people in IT who think outside the box – a massive thanks to them as I didn’t have an complaints about wifi all day…

It felt local #properjob – Keeping the event local helps to keep the conversations whilst generic focused on issues which people in the region can identify with more quickly

I need to learn so much – Andrea Siodmok is such a wonderful and clever person and I’d love to find out more about how her brain works and how she approaches issues and problems

Two days could work – Next time we should actually look at making it a two day event with actual camping

So many ideas – Carrie Bishop has a wonderful mind and I could listen to hear all day, although the way she waves her arms about it maybe better to dance with her

You don’t always need tech – Catherine Howe is awesome and her presentation (without slides) was very thought provoking and the issues of disintermediation is something which is really fascinating right now

Open by default, digital by design – this should be our core values and when you unpick it it can change the way we think about everything we do

Localgov is awesome – Justin Griggs is a great advocate of the real local government and we need to work out ways in which we can collaborate, cooperate and network better

Maintaining humour keeps things real – Only Dave Briggs can use the word foreskin and make it relevant to social without it being inappropriate – well that depends on your view of course

Know your audience – George Julian really understood the audience, mentioning a mass of stats based on the data collected on eventbrite…now she really is a geeky researcher and she is also a very nice person who I have great respect for

Photos are essential – I’d like to thank my colleague Sam Freeman for taking photos which you can access here

Localgov innovation doesn’t just happen in London – My final point and most important one is that the South West is doing amazing things as are all the other regions – London isn’t the centre of the innovation universe and we should promote the work happening at a local level more often. I’m obviously keen on helping in the south west

Overall I really enjoyed the event and I want to thank everyone who helped, contributed, challenged, shared, inspired, empowered, tweeted and gave up a Friday.

Tweets from the Cabinet

A very short post to share some good news.

On Wednesday the council started tweeting the Councils Cabinet meeting for the first time – which I’m sure you’ll agree is a great step forward and one which was well received.

@DevonCC Delighted to hear John Hart welcoming Tweeting of Devon County Council meetings. It's the future!

—
This is South Devon (@ThisisSDevon) June 13, 2012

You can watch and listen to the meeting here as well and you might be interested to know that at 7 minutes and 48 seconds you can hear Cllr John Hart welcome the “tweeter” and recognises that it an important new development and opportunity.

Does local government need a local government digital service?

NB: This post has also been posted on the Government Digital Service blog here. I am simply posting here to keep a record of my thinking on my blog.

The easy answer to the title question would be No…but I don’t like easy answers and I believe that No is fundamentally the wrong answer.

I’ve followed with great interest, admiration and actually envy the progress of gov.uk from within local government. I thought for some time, I want to do some of that here in Devon, it can’t be that difficult surely, we are a much smaller organisation than the whole of central government and therefore how hard could it be!

The web is an important channel, everyone knows this…blah blah blah and if done right, we’ll save money as people prefer to interact online. But for so many years most of local government has been accused of lacking innovation, creativity and useful online services. My situation in Devon is no different, we’ve done a variety of things which are relatively innovative, but web managers have lacked the credibility and influence to really take the web in a new direction…That is where the realisation of what has happened at GDS comes home – it is actually more profound than you realise until you actually try to do the same.

Sarah Lay from Derbyshire County Council blogged last friday about the #reallyusefulday that the GDS team put on alongside a bunch of local government people.

She sums up one of the biggest issues facing all web managers/digital champions and the like perfectly:

Your culture is not our culture – yet

The question baking my noodle throughout the day was ‘how is the GDS culture and direction going to get embedded in local government?’. The simple fact is that the Government Digital Service has been specifically created to do this (massive) task for central government and empowered to make it happen. They can’t force that on local government but they’re going to need to persuade them to follow suit if this is really going to work.

But at the moment Agile is alien, UX is theory more than practice and digital by default has yet to reach the provinces. Of course this is a generalisation. There is massive innovation in local government, bags of passion (also pockets of apathy and resistance to change).

My current thinking on the local government web domain is that over the past 10 years we have spent money (lots of it), redesigned and redesigned our sites, argued and debated what a consistent navigation structure should be and then all adopted a poor compromise but still useful structure and were measured against some national definition of our local areas, we’ve been guided by external forces on doing the wrong thing really well…often acting in blind faith that if we follow all this advice we will achieve the holy grail of the “perfect council website”…. A myth that for the last 10 years has failed to be realised…

There is nobody is to blame for this and we shouldn’t lay blame anywhere, instead we should take a long hard look at ourselves and decide how we wish to move forward…The GDS approach is a good model, it makes sense (for now anyway), it has shown us how things could work and how things could look if we follow a set of principles and processes – but that takes time and a level of commitment that simply doesn’t yet exist?

But the question Sarah raises still comes back – how do we get the same kind of culture embedded across over 400 individual organisations – because that is what local authorities are, individual organisations, accountable to their local people, not central government.

We are also fighting an online battle with external organisations who provide online services as well as though who we now commission to provide services to work toward the same “standards”.

So I ask again “Does local government need a local government digital service?”

YES of course it “needs” one.

It is how something like that could happen which is the more interesting question – the how is slightly more complicated and riddled with challenges and barriers.

But there is hope – GDS no doubt had many many barriers and challenges and most likely still does in key areas but yet manages to work through them, so i’m optimistic that collectively local government could do the same  - if it wanted to – yes we would “want” this to happen first.

But what would a LocalGDS actually look like, offer and provide that doesn’t already exist in many places?

I’ll provide a starting point on what i feel is needed – some may argue that this might exist in places, but the lack of co-ordination is impacting on the overall value to the sector.

Leadership and Vision
There is no strong visible leadership for the local government web estate and the value it creates for users. Many local government web folk provide leadership and certainly inspire me for what they are doing…but its sporadic and doesn’t have the level of influence require to affect a change on a wider scale.
There is a balance to be had between external people and “experts” and practitioner understanding that should be explored..It would be wrong in my opinion to create a completely separate organisation to provide this with no links into local government or central government.

Skills development (UI/UX/simplicity/agile)
There is clearly a huge skills gap in the local government web community that needs to be addressed…some councils may simply choose to “commission” the web from an external provider and rely on private sector skills.

Sarah’s post highlights the need for additional skills around UI/US and agile and without some body to push this forward – how is this going to become embedded?

Connecting
This is an obvious one and there are a range of options already in place here for example the recent UKGovCamp event in January.

[ Photo by Paul Clarke http://www.flickr.com/photos/paul_clarke/6738091789/ ]

But there is no continuation of the conversation through online networks other than twitter and on individual blogs. To have a bigger impact, something around co-ordinating this would need to be explored.
Whilst there are some groups facilitated by external organisations such as the Socitm Web Improvement community, which is in the Knowledge Hub, it simply doesn’t go far enough…a collective responsibility of course to contribute into these spaces…but it isn’t a local government space it is a socitm managed community.

Standards / toolkits / frameworks
I’ve recently read a blog post by Benjamin Welby about local government simply using the code base and technology that underpins the gov.uk platform…in theory this sounds like a very sensible thing to do and for some councils this might be a realistic option…but for me the real issue is not whether we share the same technology but what standards we set for technologies in order to facilitate a better web experience.

Forcing a technology approach and platform onto local government simply won’t work…it is the best practice standards that we need to share and any kind of local government digital services would have to have a sense of “ownership” by the sector. It is a shame that so many people have gone from Local Government Improvement and Development (LGID) as this would have made a logical co-ordination place.

Again a more community based approach to this would be beneficial, but i’m sure that there would be a number of heated debates in IT departments across the country as to which technology language should be adopted as the standard.

Central government needs to work with localgov directly on IT industry standards…most localgov have legacy systems which will simply never provide a fantastic user experience…we have our hands tied as single small orgs and we are not effectively represented when it comes to big IT players.

The transactional design processes and principles from gov.uk need to be shared and minimum standards need to be created based on achieving a fantastic user experience.

Extend the GDS global experience language into and across local government – this should provide a flexible framework to allow for “localised” branding whilst being clear about how content and services are presented and designed.

It really shouldn’t matter whether one council chooses wordpress to power their website and another chooses a large CMS platform, if the online experience and online services were consistent but also supported a localised feel.

Setting the bar high
I think GDS has already delivered on this, but hasn’t been explicit or forthcoming in broadening its influence into local government and maybe rightly so…
But we do need to maintain a high standard, why should we accept anything less than a really good online experience…the balance is in doing this in an affordable and sustainable way in small local authorities.

Greater engagement and collaboration between Local and Central.
Direct engagement with local government practitioners needs to go beyond the localdirectgov database and into skills, sharing and learning. Raising the profile within local government circles as to the value added and the efficiencies achieved of gov.uk – this might be an easy step to take and in some ways this already happens but is informal and sporadic at best…no fault of anyone here…just the way it is right now.

There is also a lot of learning and experience from us local government folk which can and should be shared back into GDS. After all, there are many levels of government and we all have a stake in making it a better place. Whilst GDS do have a strong mandate and have clearly attracted a huge amount of talent, there is in my humble opinion a huge amount of talent in local government which could do with some support , direction and engagement.

Things we should avoid doing.

• measuring / monitoring from a central place
• force it
• focus on technology
• create and acknowledge artificial barriers

I know there are more things we should stop doing but i’ll not focus too much on that now…

I hope this post sparks and triggers some interesting discussion about how local government and the GDS might have proactive conversations in moving forward.

I’ve disabled comments on this post only, as i’d like to keep all of the discussion in one place – If you wish to comment on this post please do so over at the Government Digital Service Blog

#UKGC12 – beyond the bullet points

On Sunday i quickly posted some initial thoughts, albeit some very random about my experience at UKGC12…this post aims to go slightly deeper, beyond the bullet points.

- we have moved beyond an event just for geeks…I’m only a feel in relative terms…it doesn’t matter that policy folk, councillors or suits don’t attend…this is where the variety of localised events will offer and add value…another point to note is that govcamp was and should never be an event just for people on twitter…however if our not on twitter it is hard to get a ticket directly.

- i finally understand the underlying reason and motivation for the first ukgovcamp – having the opportunity to chat to Jeremy Gould was great, he was the behind the first govcamp event….the main reason was to simply connect people together…not people to decision makers…or central to local gov…this is where the constructive disruption came from…how does that sit with the new GDS, probably in my view no different to how govcamp has always been…whilst they focus on mainstreaming digital…govcamp will maintain its role on the edge providing valuable nudges and challenge…if I doesn’t we have all failed.

- Social change and supporting the development of social capital is still a primary motivator for me…technology is a distraction the majority of the time…a disproportionate amount of time is spent talking about technology first without stating the problems or outcomes people want to see. I read the some thought govcamp was about government and IT…my views has always been that govcamp is for people who simply want to push things forward and make progress.

- creating better democratic organisations which allow social capital to improve should be a focus and how internally we can empower people better to support those aims…we shouldn’t be talking about Facebook groups or social intranets in my opinion as these distract from the underlying problems and also provide too narrow a scope to think differently about how we approach these challenges…we need to start thinking and documenting the capabilities required to support more democratic and open organisations…we are assuming that simply creating a social intranet, an organisation will change…Social media inside an organisation is a facilitator…it is the presence of Injustice, inequality, repression and aspiration that stimulates progress – Social media or a social intranet does not magically force existing leadership to change or learn.

- content strategy is a game changer – changing the thinking built up over the las 10 years since the start of the egovernment agenda – this triggered the anti-user approach in developing websites in my humble opinion…it essentially turned sites that were aimed at users into mediocre corporately assimilated content waste lands…lacking in any meaning as to how to build and manager a community and help move aspects of communications and service interaction into more efficient channels…but that is the past…we can learn from it, but we must first recognise the mistakes we made…not everyone made them but most did…this is all just my opinion of course but localgov as a community needs to think about how it develops its online and digital offering better – perhaps in a similar reboot approach taken by the GDS…it does not matter what you call it…but it does need to think about some key principles, for example one might be.. getting content to people and not people to websites…this then provides the drivers for your content in social spaces as opposed to having a specific focus on social media….this does not mean you shouldn’t develop specific channel standards, in fact this reinforces the need for standards within channels…but based on managing your content flow in it and how you might monitor or measure it.

- all the conversations and activity around the networked society, participation and democracy are actually what we should all be focusing on…without effective participation, transparency and accountability, the Facebook groups, blogs, twitter accounts are all just window dressing and papering over the cracks…this is why I personally value the open data and linked data work

- without communities like ukgc and generally the social networks I’ve built… I’d feel very isolated as often my ideas come across as “wacky”, “off the wall”, “a bit out there” and with the peer review and challenge those ideas are challenged in an environment where I’m not expected to know it all…in the council you are paid to know this stuff, but without the connections I’d know very little and be less effective and more likely I’d probably not have a job. I am honoured to be able to participate in those communities and have made some really good friends.

- Reputations are not just built up online – you actually need to do something…I’m tackling that as it was noticeably lacking from the last 2 years of my working life – I developed a lot of theories and thoughts and have been lucky to have a few decent outputs – social media policy being the most popular on my blog here…but I personally need to achieve more…tackle the bigger issues, get involved on a different level and on a different scale…

- I was surprised that I didn’t hear people talking about the impact of localism and the theme most councils are looking at which is commissioning on how we tackle some of the big issues…this is another reason why i think common standards and frameworks are important…maybe this is still too early for people but recent experience of govcamps made me assume (wrongly) that it would be discussed. I should have suggested a session on simply hearing from others how the think it will change or not change things…

- Finally – tomorrow never comes, do something today…