Small thinking often makes a big difference

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It is an old cliché, that you can’t get anywhere without taking a single step and in relation to local government it has been something that has always been at the front of my mind…how do we continually make small steps for a big difference.

Since creating the framework I continually think about how my thinking needs to be challenged using the overarching aim of “open by default – digital by design” as well as the supporting principles.

One area where shifting our thinking away from the “grand plans” and “big visions” to something more simple and essentially smaller would actually present a much better outcome all round is customer relationship management systems…the fact that it is called a system, worries me but that isn’t really where my concern or issue lies. Also it is worth me stating that I do see value in something like a CRM in some areas of public services but we really shouldn’t see it as a panacea across all services just because it suits us or because we are technically able to.

Fellow LocalGovDigital colleague and peer Phil Rumens wrote a very interesting post titled “The Internet of Broken Things”  < this is well worth a read and I suggest you go and visit it and check it out before reading any further really….

…If you did return (thank you) or in fact never left then I’ll continue.

The conversation that Phil and I had, had been along the lines of essentially flipping everything on its head and not trying to create a “system” to manage contacts but in fact adopting an open by default, digital by design approach and see each service request as something that anyone could subscribe to and receive updates – I’ve had conversations with Dave Briggs around similar things where he spoke of local government as one giant bug tracking system, open for all to see – this is essentially that. It was about saying should we care who reports things and stuff – does it matter whether 1 person reports 300 potholes but yet 3000 people subscribe to updates on progress…the important aspect is that a fault is reported and then if we open that up through the web, api’s or via maps etc then anyone could see it and decide on a personal level whether they wished to receive a set of updates.

Phil sums it up nicely by saying:

Rather than raising a new case for every broken thing, it means that people could subscribe to information about specific assets. Rather than 100 reports about the same thing, councils would store 1 report and details of 100 people who have subscribed to receive updates about it.

For me we have focused too much time and money on trying to develop, implement and create solutions to manage customer relationships through complex and simple systems. The focus has been how as a service do you effectively manage a set of requests to provide a response.

However I’d like to suggest that we change that focus and stop trying to push all of our contacts into a single system for us to manage behind firewalls and security layers and start opening up the requests so that everyone can see what actually needs to be done…that way we may find people help each other or subscribe to updates that other people have identified.

The approach in my head is about moving away from a focus on integrating services and applications and instead focusing our efforts on how we integrate data and infrastructure with people and places and how in turn that allows communities to make more effective decisions around the outcomes they want to see and the local public services they require to meet the needs they identify. It is really about how we design ourselves out of the system…

I created a little sketch of this whilst at a meeting convened by NLGN and hosted at O2’s offices in London last week where I was sat next to the wonderful Catherine Howe:

Integration

 

The tension on the right eludes to aspects of local government being an extension of central government delivery and also it highlights again the issues surrounding the PSN and I’m not for a second going to go over any of that here. Others are in a far better position to provide commentary in this space.  However I’m only suggesting it is a tension.

Now one of the additional complexities which I’m yet to square in my head is how local government deals with the multiple roles we play and how these help or hinder communities.

The three broad roles I see are:

  1. Local Government – the collection of services that support local people
  2. Local Council – the accountability, decision-making and transparency
  3. Local Authority – the strategic responsibility surrounding a specific domain (education, highways, transport, planning etc)

The first two are generally the main focus of conversation and also focus within the digital agenda and are the two most facing significant change and challenge, but the third is the more complex area as we have actually designed a level of dependency into the system which creates complex and wicked problems in solving and devolving aspects of the first two. I hope that makes sense…

Coming right back to the beginning…..It is an old cliché, that you can’t get anywhere without taking a single step…I’m thinking about how we can continually make small steps for a big difference in relation to all three of these areas.

Digital connects but behaviours stay the same

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Now I personally believe and I am working under the assumption that  – Building a digital framework and infrastructure will enable better democratic engagement and will also contribute to developing social capital and social cohesion.

I also accept that everyday when I go outside I can see that the majority of people don’t really help each other and most people are selfish and ignore neighbours etc and that is fine for now.

One of the many challenges we need to focus on when creating the digital climate is 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.

I personally believe that within the next 3-4 years we will start to see a greater sense of individual and collective responsibility emerging and that in turn will manifest itself in communities and interesting things will happen.

Those “interesting things” might benefit from some nudging and this is where I believe the principles outlined in the framework can provide some focus – I’ve copied them in below for reference:

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

So we need to think about how we focus on nudging the behaviours of individuals, organisations, communities etc and help them shift their thinking by helping them connect to a greater purpose and allow the behaviour change to foster any transformation. This is where the work done on the capabilities within the digital framework starts to play out as they all contribute to the wider shift in thinking and in particular the participation capability as outlined in this post “The capabilities for digital local public services participation” start to form a key part of the shift – This comes back to the Super Empowered Hopeful Individuals mentioned in my post “World of Govcraft” and I’d also add in super empowered communities as well.

Urgent Optimism – extreme self motivation – a desire to act immediately to tackle an obstacle combined with the belief that we have a reasonable hope of success.
Social Fabric – We like people better when we play games with people – it requires trust that people will play by the same rules, value the same goal – this enables us to create stronger social relationships as a result
Blissful productivity – an average World of Warcraft gamer plays 22 hours a week: We are optimised as humans to work hard and if we could channel that productivity into solving real world problems what could we achieve?
Epic meaning – attached to an awe-inspiring mission.

All this creates Super Empowered Hopeful Individuals – People who are individually capable of changing the world – but currently only online /virtual worlds….

What we can’t and mustn’t do is focus on the transformation itself as we will only end up creating things that people don’t need and won’t want and services which are not holistic and are designed around current mindsets and thinking.  I’ve said it before that we need a complete paradigm shift  in this post “5 paradigm shifts for #localgov” and include the whole thing below…

1. Culture
Number 1 on any list in my humble opinion – the culture of local government generally is one that often assumes that external changes and challenges will often pass by and that a slower pace of change is sometimes considered as the most appropriate way forward. But that is no longer a valid assumption

The Old Paradigm: “Head down and it will all go away.”

The New Paradigm: “Embrace the new direction and provide leadership.”

2. Mindset

You often get people who simply turn up and literally sit in meetings and contribute nothing…I’ve always been a fan of the rule of two feet, if it isn’t working for you leave.

Old Paradigm: “Just put your body in the room.”

New Paradigm: “Show up with a creative, open mindset.”

3. Group Wisdom

Obvious perhaps, but just because someone has been promoted to the top of the organisations, it doesn’t and shouldn’t mean they know more than anyone else…In my personal opinion most senior people are actually more politically aware than intellectually aware.

Old Paradigm: “All wisdom exists at the top.”

New Paradigm: “Listen and make space for various voices.”

4. Environment

I’ve only really recently appreciated this one, most people are forced into cultures that require them to sit in rows, in quiet offices, without any real social interaction even when the rooms are open plan. I understand that the sector is rationalising property assets and encouraging hot-desking and the like but we really should think about what we are trying to do…

Old Paradigm: “Do what is normal.”

New Paradigm: “Approach space creatively to serve the purpose.”

5. Vision

For me this could have also been called purpose…why do we do the things we do…A recent session at Open Space South West creatively called “reducing isolation and helping those who give a shit”

Old Paradigm: “Work to get paid.”

New Paradigm: “Make your work about something bigger.”

One of the key things for me is ensuring that we avoid replicating and amplifying existing behaviours in a digital infrastructure as this will only ensure we do the wrong thing righter and not the right thing from the start.

The capabilities for digital local public services – participation

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Continuing the development of my thinking around the Framework for Digital Local Public Services and following quickly on from my previous posts about Connectivity, Education, Hardware and Software. This post focuses on participation and some of the opportunities to think differently around this area.

The framework outlines and considers participation as the following:

Participation: Access to and participation with local data and intelligence to help shape decisions in communities.

But I also think this it is about how people participate generally in their communities to help make it better, the data and intelligence should be helping to identify the issues that need solving but are people actually doing things locally!

The challenge here is to provide opportunities for people and places to connect to the underlying data and intelligence about the people and places and at a time and in a form which is usable and meaningful for those consuming it. Nothing too hard then :)

In the commissioning cycle it is absolutely fundamental to ensure that you have evidence and data which helps you understand needs today and those that are likely to be predicted over a period of time, so that preventative measures can be put in place and therefore reduce future demand on services. We are essentially suggesting that the commissioning and the intelligence behind this is opened up to those people in a community who maybe better positioned to actually understand what could be achieved locally.

The underlying issue for me is that the opportunity and practicality of everyday people (like my mum) to engage in intelligence and data about their community is limited and even if you know where and how, it is hard to make sense of it in a wider context.

It needs to be linked with stories as well as raw data so that there are opportunities to understand the impact of what it is saying other than simply looking at perhaps numbers, graphs or charts.

It seems to me that public libraries or community hubs would make logical places where this data could be accessed and made sense of along with people who can help interpret it without bias – they also make logical places where networks and networks of networks can come together physically or virtually through directories.  It makes sense for community hubs to provide access points as they should really be promoting and acting on community needs anyway…maybe i’m over thinking this aspect of it…of course the access point should be the internet but I’m thinking that if say my mum, wanted to gain more understanding she could get that from the hub or library and then be in a position to share her story about what it means for others…

In terms of whether people are participating locally, some of what I want to say here I’ve written before in the following posts:

But to summarise those posts in this context I would have to say the following.

As this series of posts outlines the key capabilities required when collectively delivered create opportunities for a new climate of growth and well-being to emerge, however that climate won’t emerge unless we ensure that people are actively participating in society.

Reflecting back on World of GovCraft where video Game designer Jane McGonigal speaks about harnessing the power of gamers who have super powers as they are actively participating in games and solving problems…

With these new capabilities how do we ensure and create opportunities for individuals, communities, networks, organisations etc to actually harness the possible and potential capacity that Jane eludes to…this very much links across to the Education post as well about opportunities to solve problems.

To recap she suggested that gamers have 4 super powers:

Urgent Optimism – extreme self motivation – a desire to act immediately to tackle an obstacle combined with the belief that we have a reasonable hope of success.
Social Fabric – We like people better when we play games with people – it requires trust that people will play by the same rules, value the same goal – this enables us to create stronger social relationships as a result
Blissful productivity – an average World of Warcraft gamer plays 22 hours a week: We are optimised as humans to work hard and if we could channel that productivity into solving real world problems what could we achieve?
Epic meaning – attached to an awe-inspiring mission.

All this creates Super Empowered Hopeful Individuals – People who are individually capable of changing the world – but currently only online /virtual worlds….

….So some observations:

If people have “Urgent Optimism” then what are we doing to tap into that to help solve and tackle obstacles?

if people have a “Social Fabric” what are we doing to build trust with them and do we play by the same rules and share the same goals?

If people have “Blissful Productivity” then what are we doing to mobilise and optimise the people around us in our communities to work hard at solving real world problems

If people can be inspired around “Epic Meaning” what meaning are we providing in our engagement and participation offering?

We should recognise that games are powerful in more ways than we can imagine, we need to think hard and fast about how we can develop the right kinds of games to engage people and to involve people in shaping their future and solving common problems

Expanding on those observations I had before, we need to move to a situation where organisations, communities and individuals can develop relationships and levels of trust to connect them to the networks and “networks of networks” within our local communities and to connect those communities with each other but to also connect them with the problems and narrative around local public services to make it easier for them to interact digitally and create transformational change.

The basic idea

  • We need to change the way we think about data and our connections to it and how we can help each other make sense of it through stories.
  • We need to identify networks and networks of networks and then connect them.
  • We need to create content and share stories which provoke conversations that will lead to bigger transformational actions.

The capabilities for digital local public services – hardware and software

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Continuing the development of my thinking around the Framework for Digital Local Public Services and following quickly on from my previous posts on Connectivity and Education. This post focuses on Hardware and Software and some of the opportunities to think differently around this area.

The framework outlines the following:

Hardware : every citizen requires the capacity to connect to the Internet and tap into the full range of its resources and content.

Software: that meets the needs of individuals, families, businesses and communities.

Taking all the capabilities together can be seen a like looking at a whole system and we are essentially trying to change the whole system.

Nesta recently published a Systems Innovations discussion paper and I highly recommend it.

The description states:

Over the past few years there has been growing interest in systemic innovation. We are defining this as an interconnected set of innovations, where each influences the other, with innovation both in the parts of the system and in the ways in which they interconnect.

Yet rather than simply theorising, we want to make this practical. We want to explore the potential of systemic innovation to help tackle some of the key challenges the UK currently faces, from supporting an ageing population to tackling unemployment.

I’ve found this discussion paper helpful in defining some of the challenges these framework wishes to address also.

On page 39 of the discussion paper it states:

System innovation involves a powerful combination of new:

  • Products, services and technologies (tablet computers, containers, stamps, digital projectors);
  • infrastructures that make these innovations widely available;
  • alliances of partners who provide complementary services, software and assets;
  • consumer norms and behaviour, which often emerge peer–to–peer, through a process of social learning, copying and emulation.

these basic common ingredients of systems innovation, however, can be combined in many
different ways.

The first two points are really what the hardware and software components are looking to foster and address, whilst the rest are also picked up by other areas of the framework.

Hardware:

Like connectivity if we focus on public sector organisations, we currently all provide staff with a range of computers and those inevitably need recycling or replacing and we need to start questioning where those are going – this would be PC’s laptops; smartphones etc.

We should think about how we can capture the needs within communities around access to appropriate hardware and we should prioritise the needs of our own communities first and connect the devices and equipment with them.

As a new system of local public services emerges communities and individuals will need adequate hardware to access and connect to that system in order to be able to engage with it.

This pretty much leads into the next area of software…

Software:

The software that underpins any new system of local public services has to be open and available for communities and individuals to create new services and opportunities to access and deliver local services. This links very much with having access to open and linked data, but critically means that we need to be able to ensure that people have the ability to connect to the system of local public services.

If we see public services as a system, we can’t simply do more within the current system as that won’t work – we need to change the purpose of the overarching system of public services and do things differently.To re-purpose and re-frame local public services we have to open it up in order to allow it to change.

It can be seen like the android or apple ecosystems – Apple and Google provide a system for which stuff can be created, developed and delivered and it only requires people to resolve the connectivity and education aspects in order to actively participate with those ecosystems in order to gain the wider benefits and value that being part of them brings.

We all need to start questioning how these things can start to be realised and not wait for other people to make them happen as i don’t believe that will be the case. What we need to do more of and quicker is open up the system to be challenged and disrupted as well as allowing people to take ownership of parts of the new system of public services.

The capabilities for digital local public services – education

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Continuing the development of my thinking around the Framework for Digital Local Public Services and following quickly on from my previous post about Connectivity. This post focuses on Education and some of the opportunities to think differently around this area.

The framework outlines Education as:

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.

So this post will focus on some basic ideas and build on existing stuff that is happening now.

Most of what needs to be done here around people and skills is happening to some degree, although the key missing point in the wider Education is that we are currently not really educating people to access and meet service needs themselves – a bit of a comms and marketing job required as well as actual education in terms of being able to help themselves.

The really good stuff that is happening locally for people and communities such as social media surgeries, digital mentors etc need to be scaled wider and more quickly. This can and should link with schools as pretty much every school primary and secondary have access to computers and the internet, also libraries could and do already play a key role here.

The real challenge is providing a wider context for people to actually want to learn and engage with the internet in its broadest context, plus we need to ensure that those people who we essentially classify as digitally excluded are engaged in the education in some way.

There is a long way to go before we can get to a pervasive and ubiquitous climate – however what we need is for this to happen more visibly in peoples communities.

So my basic idea here is that we try and create opportunities for people to problem solve and understand how the internet can play a role in that – it doesn’t require people to directly have access to the internet now or understand it but it does require people to come together and help solve local problems and to understand through that how the internet can help transform how those problems can be met.

My recent experience with XJamGov was a similar thing, in that there were people there who whilst having smartphones etc, weren’t always looking to the internet to solve the problem, more that they focused on what needed to be done and then through conversation, exploration and prototyping came to understand how the internet could play a role.

These activities and events can in turn help others understand how the internet can help solve problems in a practical way and how there is still a major need for real people to play critical roles in digital public service provision.

I’d also like to see schools play a greater role in helping people access and understand the internet – As a parent I’m always hearing how my kids use the internet and digital technologies to help them through their work, they understand – even if they can’t articulate it – that the internet is a resource, a platform and a tool to help solve problems.

We should open this process up and be more inclusive in how we engage schools and communities in solving problems…after all they are the future users of all these services.