Event Reflections – Redesigning Public Services – Strategic Importance of Digital

During September I was fortunate to be able to participate in and attend the Wales Audit Office Good Practice Exchange seminars called; Redesigning public services: The strategic importance of digital. The first was held on the 13th September in South Wales and was repeated on the 29th September in North Wales.

Myself and Councillor Barry Parsons (Cabinet Member) were invited to do a bit of a double act and share our story, not the specific story about Devon’s journey but more about our collective journey – one as an officer and one as a councillor.

Firstly whilst myself and Barry were asked to share our story, we both reflected and found that we also learnt a huge amount from the event and were challenged by those who attended which was great. It was a well organised event and gave lots of opportunities for the participants to discuss with each other, ask questions and attend some workshops which were repeated so you could get into see more than one. It was also only half a day which I felt added to the great attendance at both events.

As a contributor to an event it is always interesting to reflect on what lessons emerged across both events and i’d like to share the key themes and messages which came through and I’d also like to throw a challenge back at everyone.

It is worth replaying the intended focus and objectives of the day:

Public services in Wales are entering a new era in how they deliver services. The Wellbeing of Future Generations Act calls for a massive step-change in how we plan and deliver services, whilst technology has fundamentally changed the social environment in which we work.

This seminar is the first in a series of events on the theme of digital service delivery. This particular seminar will share how organisations have laid the groundwork and recognised the need for a cultural shift before tackling service transformation. Public services are likely to already have the necessary talent within their organisations, but organisational hierarchies often separate the knowledge from authority when making decisions. This seminar will share different approaches to overcoming these barriers.

Walking away from this event, delegates will understand how to get the right talent and authority around the table to work collaboratively for better public services.

So let me start by sharing 8 key issues/themes that emerged from across both events

1) Digital isn’t the real problem we need to solve

I’ve said this many times before but “Fundamentally the challenge for current leaders and public sector organisations is the legacy thinking and a business model which is rooted in serving a de-facto purpose which is disconnected from the people and places the organisation or leaders serve”.   

2) We seem to have a Leadership vacuum

Leadership is an overused term and for me it can come from anywhere, however there is very little leadership in this space nationally which explains why so many people are unclear about what they can and can’t do, how to move forward as well as truly understanding the vision and direction of travel. My challenge to everyone is if you think you are lacking leadership from above, be that leadership for others and start taking action. Don’t wait around for people to give permission, it rarely follows, so simply think, do and share and hopefully those around you will start to recognise the value and impact of what you are doing…you may need to ask for forgiveness but most likely you’ll be asked to help others.

3) The Wellbeing of Future Generations Act is a fantastic opportunity to reinvent the whole public sector landscape (let’s help them)

In terms of direction, Wales has a slight advantage over the rest of the UK and i’m envious in a good way of the Wellbeing of Future Generations Act – The Act will hold to account public bodies to think more about the long term, work better with people and communities and each other, look to prevent problems and take a more joined-up approach. Basically it states that what they do must be done in a sustainable way. How awesome does that sound…clearly there is some way to go before whether we actually see this Act having an impact on the outcomes for local people…but it has certainly created better conditions for those working within its scope.

4) Digital is still struggling with a clear definition that everyone can agree on

Digital will always mean different things to different people and we need to accept that as individuals we simply need to discover what it means for ourselves. What we must do though is not confuse digital with technology, you see many digital strategies simply talking about the implementation of mainstream technology within our current mindset and thinking…I’m full of admiration to any organisation who puts themselves out there and asks for help…But we can’t let this lack of clarity distract us from the real challenges facing us, the reinvention of our organisations around a revised purpose which is absolutely connected to people and place.  

5) We all need a gentle reminder that we can’t design FOR people we must design WITH people

I was surprised and somewhat shocked by the number of questions which basically assume we (public bodies etc) can do this stuff for people and how can we do that better – a traditional model of delivery, we will do stuff for people. Let me say though that the people in the room at these events clearly have/had the best intentions of people in their communities at their heart, however we just need to support each other and gently remind each other why we exist and what our purpose is…Also and more importantly that we need to involve those people in the redesign, otherwise we simply risk re-creating a new legacy of failure…I want to reference again the Wellbeing of Future Generations Act here as I firmly believe that given the right support and conditions Wales can flourish and provide global leadership in this space…The question is will those involved deliver on that ambition?

6) Our wellbeing is important – It’s going to be incredibly hard work…let’s accept that and prepare for it

I think everyone accepts this but we aren’t talking enough about it which i don’t think is helpful – our individual wellbeing is SO important that we need to ensure we are individually prepared for the challenges ahead…the challenge we face in redesigning public services is going to be incredibly difficult and for some people, it will be fundamentally challenging everything they currently do, believe, know and understand…collectively we need to recognise this and find ways in which we can support people on that journey. Let’s be open about how we feel, let’s be open about our fears, let’s be open about our hopes and we can all support each other.

7) Overthinking leads to inaction – start small and get going

It also struck me that some people are overthinking the whole thing, what I heard was people struggling to see a way out of their current worldview and everything new was going to be on top of this world…An example of this was when a question was asked to the panel about how do we find the time to innovate or try new things if people are so busy…My response was that we have the time, it is just that we spend a large proportion of our time on doing the wrong things…easier said than done i know, but it is true…AND we can’t create excuses about this anymore. We need to prioritise doing better things and I’d argue all day for people spending more time rethinking, redesigning and delivering new services than perpetuating the status quo. Nobody wants to see the collective results we are creating, so we are we accepting it?

8) People are still not sharing enough – openly

This is a simple problem to solve in reality but requires people to be bold, brave and trust one another. The open sharing of our learning will help us all discover what works and what doesn’t and also will allow us to connect to each other on different more meaningful levels.

One thing people can do is to connect more with each other through the WAO randomised coffee trials mentioned at the events or sign up to the wider UnMentoring here

A final comment from me is that Digital is of course strategically important in terms of business strategy and understanding the disruption to markets and consumer behaviours as a result of digital innovations is important but no more than important in terms of being able to actually deliver services than our people, our reducing funds and money and even our data!

Lets recognise that true transformation is a lever for digital innovation and not digital being a lever for transformation

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Belated reflections from Beyond the Smart City

Over a month ago now I had a privileged position of being able to chair and oversee a fantastic event at the Met Office in Exeter and since then sat in my To-Do list has been a task to write some reflections…so here they are.

The event: Beyond the Smart City – took place on Friday 26th June and was organised by ODI Devon

A post event review can be found here for those who want to read about the full three days

My reflections:

Firstly as MC (or chair) I had intended to listen harder to make sure that I could pull out the key messages and key points, but the flow of day and the speakers and participants made that role easy as it all just seemed to work.

The quality of speakers was fantastic and I personally found all the speakers resonated with where my thinking is right now. So for me the event was perfectly pitched and really reaffirmed and challenged my thinking which helped.

Here are a number of key reflection points triggered and sparked from the day which I think need further exploration and discussion as well as some experimentation as we move forward.

1. Above everything else we need smart people to make any investment in smart places truly flourish
2. As we shift to a more digital world we at least need a recognition that a significant inclusion focus has to be around data itself, especially if we are all supposed to be self resilient people, highly empowered with ‘oodles’ of data around us…without understanding what it means we simply end up relying on corporate organisations to provide interpretation and that might not be in our best interests
3. The democratisation of the internet goes hand in hand with the above points – the fundamental proposition of the internet as a platform is that it is open to us all. Our collective challenge is how we help make that a reality to everyone.
4. The focus on open data as an end point is unhelpful, when bad quality data exists within a system that sees no benefit from that data. We must (in local government at least) improve the quality of our data, use our own data and then decide whether to apply an open data licence to it.
5. Local Authorities as strategic commissioning organisations are fundamentally data rich organisations and we have yet to see any real shifts in infrastructure, leadership and understanding to support this shift…whilst the focus remains on transactional transformation we miss the opportunity for more widespread system change – this has to happen soon or we may end up being driven by the transactional services agenda.
6. The Internet of things is an interesting area for local services, but we must move beyond simply thinking of it as an investment in sensors and think about it as an investment in connectedness, network flow and demand led transformation.

It is never too late to say a big well done to those who organised the event. So well done to Simon, Martin and Lucy also known as ODI Devon

The slides from the day are available here

 

RSA South West Futures – 7th July – Are you going?

The goodly folk of The South West RSA Fellowship Team have been busy recently pulling together a series of important events for the south west.

Inspired by the recent Northern Futures initiative, the aim is to kick start a new style of conversation about the future of the South West’s economy by asking people to get involved in formulating radical new growth strategies for the region.

Lead partners include University of Exeter and Devon County Council, RSA SW and Knowledge Hub, supported by the Cornwall and Isles of Scilly and Heart of the South West (HotSW) LEPs. Other key partners include Made Open, Current Works Ltd, and COSMIC.

The invite is open to anyone from local authorities, businesses, social enterprises, academics and students in identifying key challenges for the region and collaborating to solve them, to drive open policy making, open innovation using creative problem solving tools and design thinking methods.

The South West Futures Open Ideas Day is a pilot project. There is an online call for ideas, seeking to generate topics to explore on July 7th, and develop solutions that can be shared at a follow-up event with key partners in September.

As a pilot prototype, if it is successful then it could lead to an even bigger project in 2016.

On July 7th, parallel events are being held in the following locations:

Exeter (University of Exeter Business School)

Honiton (East Devon Business Centre)

Penryn (Made Open, Jubilee Warehouse)

Places are very limited but FREE, there is space for around 20-30 people at each event.

The events will be good fun and challenging and they are particularly seeking participation from people who are passionate about making positive change and are willing to collaborate across sectors and boundaries.

 

A quick personal reflection on @XJamGov and #ggovjam

So this week I participated in XJamGov, which was part of the international Global Service Jam and was focused on the public sector/government.

My three things – photo from flickr, by Phillippa Rose

First and foremost it was one of the best learning experiences I’ve had in a long time…I didn’t expect to learn so much in such a short time. It sort of felt like the first time I attended a govcamp event – I was nervous, anxious, intrigued and fascinated by the whole thing.

As the picture shows I wanted to:

• Learn – new things and learn about people
• Make – cool things
• Be inspired – to change the world

It met each on of these (although I think i was probably motivated to change the world beforehand).

So what did I get from this event?

Well it wasn’t all easy and free-flowing, I found parts of it hard to engage with and the fast pace meant that you couldn’t really hang around and reflect on stuff.

The first kick off session starting on Tuesday by receiving the secret theme and then capturing ideas, this was straight forward as a concept but the approach was refreshing so made it feel new. The next bit was straight into developing ideas and that became strangely hard as it didn’t seem to create any tangible ideas i could connect with so I was at risk of disconnecting with the process right at the beginning. However I trusted the organisers (Simon Gough and Phillippa Rose) so went with it. About 15 minutes before we finished I was part of a conversation with a couple of other participants and we started formalising an idea and it started to make sense and we quickly became more and more focused on that and then it all started making sense.

On Wednesday morning the sun was shining and I had managed to reflect on the ideas we were talking and discussing yesterday and when I caught up with the others who then became fellow team members we started to recap on where we thought we were and we quickly started to develop the idea and was then tasked with creating a concept to show the other teams. Our team was called “Team Troubadour”….

The basic concept we developed was that stories and storytelling can change the world and help people and communities grow…we put together a Lego model and some sketches which outlined the concept and were then tasked with sharing this with others for constructive challenge.

After the challenge session we had to do some more formal work around business models and used the business model canvas to help us flesh out what our service actually was, who it was for and how we would create it.

I really enjoyed this session and found the process of only picking one customer segment very challenging but it was a critical step in helping us define a minimum viable product.

Our customer segment was schools and our idea was that a school would sign up and be tasked to gather stories from within their community and then be responsible for how these stories are shared. We also had the idea that each school would need to find a global partner school and they would challenge the school to also gather stories from within their community and each would share the results with each other via our platform.

So we ended up with a proposition and description which was this:

We want to help reconnect people to each other and to their communities through the power of story telling.

By sharing stories we open ourselves up, enable learning in unexpected ways, and ultimately provide opportunities to increase community cohesion, social understanding and general well-being.

We provide a ‘Troubadour’ story telling pack, which includes story guides, story prompts, story wheels and a variety of other educational resources which invite people to have the courage to share.

Troubadour also provides an online service which enables groups to open up their projects for sharing and collaboration with other groups.

Some of the challenge we identified were that stories are often hard to tell, sometimes hard to uncover, so we wanted to create a set of tools which helped facilitate that process…We then started prototyping and we were talking about the products and services we needed to create…one of the first prototypes we created was a story wheel.  We did some curriculum mapping, customer personas, resource development, website wire-framing and researched other websites and platforms around how they worked and operated.

We were able to road test the concept using our own team and some of the pirates who come in to constructively challenge your ideas…

The whole process was intense, inspiring and also fun, I don’t recall having this much fun whilst being so productive…I’ve learnt a huge amount around this aspect specifically that I spent some time this afternoon chatting on google plus with one of my team about how we can learn from and adopt some of the techniques and approaches to get more from what we do.

Thursday was mainly focused on finalising our prototypes and creating our presentation to upload to the govjam website for it to be shared.

It was fast paced and fully of funny moments as well as some challenging conversations…however we managed to create a presentation and upload it, as well as uploading and linking to a number of the resources etc we had done.

Most of the teams work can be found here http://www.govjam.org/project/21993

The other teams results are available here http://www.govjam.org/govjam13/jamsite/21663/projects

This is the video we created…

So would I do this again…without a doubt and I would HIGHLY recommend these events to anyone and everyone…It truly was an inspiring few days.

June is a month for breaking down barriers

On the back of the Guardian article today, I thought iId share this slightly longer explanation and summary around Create / Innovate.

June is a month for breaking down barriers – First and foremost Create and Innovate  is about thinking differently it will be about experimentation, discovery, play, learning and reflection.

One of the reasons for holding Create / Innovate is to respond to a recent Council report to our Corporate Leadership Team in relation to the Barriers to Digital Innovation. The key findings of that report stated that we had a diverse set of reasons why digital innovation specifically was difficult and they were different across the organisation and in different service areas, however across the council it was a combination of one or more of the following barriers:

• The attitude to risk across different service areas, some were naturally more relaxed than others

• The cultural challenges and associated issues

• Policy constraints and issues arising from a few conflicting policies

• Technical barriers and issues – these were not just about ICT access as information security concerns were also affecting usage

• Resource issues and perceptions that the “flood gates” would open and we would struggle to manage the multiple channels effectively

Corporate Leadership Team supported the report and tasked Corporate Communications in collaboration across the council with a series of actions which would start to unpick and address the barriers. The actions which have helped trigger Create / Innovate are listed below:

1. approve the review and rationalisation of relevant policies and guidelines and re-present to staff

2. approve a continued programme of staff engagement, awareness raising and training delivered in creative and innovative ways;

3. support digital and social media pilots/prototypes and the establishment of digital leaders across service areas

So why Create / Innovate?

There were three things really, which led to the idea of Create / Innovate being a month long series of events and activities, although originally it was only planned for one week as it seemed more realistic to fill one week with activities.

The first was a conversation with colleagues at the Met Office in Exeter who recently held a similar event. In conversations I explained my aspiration to hold a similar event somehow at the council and mentioned that our Corporate Leadership Team were really supportive, so they offered a room at the Met Office for our Corporate Leadership Team to hold their first meeting in June. After a further conversation with our Chief Executive and his Executive Assistant about the practicality, they agreed that they would give it a go and try it to see how using different spaces helps change the dynamics of the conversations and decisions. So on Monday 3rd June, the councils Corporate Leadership Team will be holding their meeting in the Met Office, they will be using digital devices and smartphones and it will be reported live to staff via the councils yammer network.

The second thing was a conversation with a local Service Design Agency Redfront Service Design (Simon Gough and Phillippa Rose) who organised the recent Service Jam event in Exeter back in March (XJam) and there was an opportunity to host and get involved in supporting a specific Service Jam for the public sector in June (GovJam), which locally we have called XJamGov www.xjamgov.co.uk – this takes place between 4-6 June.

Photo by Paul Clarke (from XJam photo set on Flickr)

The idea of GovJam is to work around a common theme, small Teams meet at multiple locations, working for 48 hours on building innovative approaches and solutions towards challenges faced by the public sector.

GovJams are especially relevant to local government and public sector professionals, and will give us the opportunity to grow collaborations  – exchanging techniques, insights and ideas with colleagues near and far, while working on concrete projects addressing key issues inspired by the common Theme.

35 locations around the world are currently hosting an event including: LA, San Francisco, Barcelona, Warsaw, Eindhoven, Bologna, Mumbai, Berlin, Helsinki, Santiago, Montreal, Toronto, Perth, Canberra and Melbourne – In the UK only Exeter and Dundee are currently hosting events.

The third opportunity also came up through a twitter conversation with the Local DirectGov Team which added more scope to a months long event, was to host a Really Useful Day at County Hall – it is in so many ways similar to the Jam experience although we know the topic in advance.

The purpose of the day is to learn about and explore customer user journeys. It aims to map existing user journeys and take people through a process so that participants are more aware of how the real user journey can be improved – the following challenge is then taking that back into the work place and implementing it.

The great thing about both of these events is that they aren’t exclusively for staff at the council and will be attended by a diverse group of people from across the region which helps us to build new connections and collaborations.

Encouraging a culture change

Like most people the real challenge is trying to change a culture from the edges and this won’t happen in June alone. Culture change is a complex thing to make happen and we are fortunate here in Devon that we are in a climate where the whole organisation is starting to shift and there is more awareness of a new culture emerging.

The council has also spent the last twelve months exploring the next 5-10 years under the heading “Future Landscape” which has provided a lot of internal momentum and has engaged around 300 staff across all services and at all levels in thinking differently, so we won’t be starting from scratch in terms of engaging people in opportunities to think differently and challenging existing cultures.

My aspiration is that if we can nudge or disrupt people forward by 5 steps and then in July they take 4 steps backwards, at least we would have moved. The greater challenge will be in sustaining the momentum from some of the staff and amplify that and make it more visible.

Adding value and the wider benefits

We’ve also looked at how some of what we do can involve the wider public and although the primary focus is to challenge the internal culture of the organisation, we have an opportunity through some of our public facing services to involve and engage the public in helping us to think differently as well as challenging them to think differently around how our services are provided.

One of the most active service areas is Libraries, where we have adopted a more public image called “Time to Make and Play” which we hope will help people engage in small scale activities in some of the libraries to help them explore how the spaces can be used and how collaborative approaches within communities can use those spaces more effectively as well.

Some examples of the activities happening in libraries are, Raspberry Pi Jam, Gadget Days, Free to Play tables, Musical drop in sessions, Smartphone advice and make a noise in libraries.

Lessons so far…

• Involve people:
  Working collaboratively with a wide group of people from different orgs requires you to be flexible in the tools you use and how you communicate with people.

• Sell the idea
  Don’t sell a programme of completely fixed events, although start with something to build around, do sell an idea and ask people to help fill the programme with activities and events they believe will help challenge thinking and provide opportunities to do things differently – this allows you to capture all the variations of events and activities that people feel are required, from the more formal events like XJamGov to simply having a social media surgery so people can understand how to use smartphone more effectively.

• Be patient, keep focused and relax
  There were times that I didn’t think this would happen, I was initially getting concerned by the lack of progress in setting things up and sorting the logistics etc, but being patient, staying focused and involving people means you can relax a little and things do and will happen.

• Be flexible and prototype
  An absolute must, no matter what you originally thought would happen and wanted to happen, you need to be flexible and be prepared to change plans, adapt to other peoples ideas and timescales and most of all, let go of any notion of a formal plan…after all the whole month is a prototype of how we can engage people in different things.

Final thoughts

My aim has been to ensure that Create / Innovate is a creative and fun approach to addressing barriers to digital innovation and a key objective is to start to build sustained awareness and understanding of the opportunities for staff to be more creative and innovative within the council.

We are trying to disrupt people in fun and creative ways and we also hope to inspire people to try new things…the whole idea is really a prototype, so some things may not work out as we expect but that is ok so long as we learn.