A LocalGov Digital Day about the Digital Service Standard

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On Friday 5th February a bunch of Local Gov folk went to the home of GDS to explore and better understand the Digital Service Standard – the primary purpose was to consider the enablers and blockers to making this a reality for local councils.

Firstly thanks must go to Phil RumensZuz Kopeka, Olivia Neal who were the key people behind making this happen, and the many GDS colleagues who gave up their time to share their insight and learning. Also a thank you to the councils who sent people as this really is a critical piece of work to get right.

Personally the day was a great opportunity to start to unpick the detail of the standard and the practical implications on local government if we collectively adopted the standard moving forward. The conversations were great and I always enjoy listening and learning from colleagues across Local Gov, it reassured me that great things are happening in spite of the overall system we work within and that makes me positive about the future.

My single biggest reflection from the day is this:

“If we truly deliver on a digital standard for local government which can exert the same influence and impact on the delivery of local services as the GDS Digital Service Standard has had on central government services then we will have created one of the most significant enablers for digital transformation – this has to be a priority for everyone who cares about local services”

There is a storify of the tweets and related online chatter here.

A few consistent themes emerged for me though which we need to tackle or address individually and where possible collectively.

Accountability

The issue of accountability and having a mandate always comes up as a key barrier for colleagues in local government as each council is on a different journey and has different timescales and approaches which means it is certainly a mixed landscape in which we all operate within.

However I think this is where a collective approach can start to raise the bar and nudge the sector forward even by a small amount but it will help. The key action will be for those councils who were represented on the day take an active role in signing up to a slightly amended version of the standard and start to demand a new approach and expectation for local digital services. At least that way we can start to collectively challenge ourselves as well as suppliers of technology to the sector around a consistent standard of “what good looks like”.

Investment

Not a word you hear that often to be honest, but we have to be realistic and accept that any change in approach will require an investment of time, energy, skills, money and leadership as well as requiring political investment.

But we need to start proving that this stuff really makes a difference to people, we will have to rethink how we measure success as it won’t make sense that individual councils measure success in isolation. The story needs to be one of coordinated effort and one of scale, this will start to raise the profile and attention to the issues local councils needs addressing.

Skills and Capacity

The most significant area for me is that all of this requires a completely different set of…although some of the skills do exist, they will need to be re-purposed and redirected on to the things that matter to people, not what matter to councils.

I don’t know what the answer is exactly for each council as we are all in different places, but my suggestion is we need to start to share our skills and knowledge more openly and around the foundation of a digital standard as this will challenge us all to deliver on the promise of truly user centered services.

So I understand that the actions from the day are to collaboratively create a version of the standard and to actively promote and push this out to local councils.  This is likely to happen over the next 4-6 weeks. So look out for the updates…

 

A reply to @EalingCouncil about Digital

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I take my hat off to Ealing Council for asking for contributions and help with its digital strategy. You can read the article here >>> http://www.digitalbydefaultnews.co.uk/2016/01/28/ealing-council-calls-for-help-in-developing-its-digital-strategy/

I’m attempting to make contact to feedback but wanted to share here the basis of my feedback as i think the sector is in danger of pushing digital ahead without understanding why.

Ealing Council ask the following questions and I’ve provided brief feedback below each one…

Ambition

  • How do our aims and aspirations compare to comparable organisations both within the UK and abroad?
    Feedback: As a public sector organisation i would like to suggest that there is only one ambition “Provide world class local public services”…Unless the questions refers to something else i can’t see why any public sector organisation would not have this as their ambition..to not have it is a disservice to our residents/citizens
  • Do our aims and aspirations reflect key trends in technology and take up over the next few years?
    Feedback: Your aspirations around technology should be driven not by what is trendy, or what is popular but what is fit for purpose and meets the needs of those who need the services. This might mean thinking radically different about how and where technology might be used and even who might provide that technology. Don’t be driven by trends be driven by the needs and demands of the people you serve.
  • Do aims and aspirations capture the full range of potential opportunities over the new few years?
    Feedback: My answer is similar to above, don’t focus on the technology or the latest app. Focus on need, outcomes and the people who live in your area…focus on solving problems, not the latest technology. Sometimes the best solution to a problem is connecting a people together and giving them space and time to resolve things independently.

Governance

  • What is the right approach to supporting and enabling digital transformation within our own organisation?
    Feedback: There is no right approach. I’d like to ask you how your organisation gets things done now and improves or redesigns services. This is best done by the people who do the work supported by people who understand how to challenge, redesign and discover new opportunities.
  • What is the best funding model to encourage digital transformation and minimise the risk of expensive failure?
    Feedback: The funding you have is the funding you have, you minimise risk of expensive failure by prototyping, iterating and involving people in the design process.  design with, not for people.
  • What governance structures best support successful digital transformation?
    Feedback: I’d suggest that this is dependent on the type of organisation you are now, and how you manage projects and risk…whatever the answer i’d suggest it is probably too much governance. You’ll need to think about how those making decisions can get as close as possible to the work, so they understand why things are changing.

Digital customers

  • How can we use digital technology to support and encourage our customers to do things for themselves?
    Feedback: Firstly do you know what your customers need and want? if not, i’d suggest increasing your breadth and depth of understanding around who your customers are and why they contact you in the first place.
  • How can we safeguard against digital exclusion and ensure inclusive access to our services within a digital by default approach?
    Feedback: As you design new service models, you need to understand how people will connect and interact with it.  If you really understand your customers/users then you’ll be able to see how you can minimise digital exclusion…sometimes that will involve other people and organisations.

Digital council

  • What infrastructure do we need to unlock the potential of the data we and other partners hold and what steps do we need to take to put this in place? How best to address and improve services and deliver savings.
    Feedback: Before this, you need to ask yourself why we collect data in the first place and how does this data improve your understanding on how you can solve problems.
    You might not need any infrastructure, you may need new relationships, new business models before you need your own infrastructure…this is why you need to know what type of organisation you want to be.
  • What level of productivity gains can we achieve through the use of digital technology, in particular the move to mobile platforms?
    Feedback: Whilst i understand the question this is the wrong way to look at it.  You need to focus on how can you better meet the needs of those people who contact you and how can you mobilise your resources (people, money, technology, information etc) to better meet those needs
  • How can digital channels be used to engage more effectively with residents, local businesses and staff?
    Feedback: Digital communication channels offer huge opportunities to engage, but you can’t simply plug these channels in without changing the way the organisation listens and responds to those new conversations. This will fundamentally challenge the core of most public sector organisations and will inevitably impact on local democracy. Done well this will reinvigorate, done badly this will alienate.

Digital place

  • What is the evidence that digital technology drives growth and is there evidence that local authorities can influence growth?
    Feedback: Innovation drives growth, local councils already play an important role in shaping markets, however this is not something done in isolation, it requires a coordinated effort to reshape and change markets to drive growth. This will be difficult for councils to achieve in isolation.
  • Does investing in attracting digital businesses to the area yield demonstrable economic growth and job creation results?
    Feedback: Attracting businesses to an area requires the right conditions to be in place for those businesses to succeed, if they are digital businesses, they will require key infrastructure like high-speed broadband as a basic requirement…you’ll need to also think about education and skills in a broad sense to support that market..

I hope that this is helpful, i’m happy to talk more and there are many people in the sector who can contribute #localgovdigital

A response to the UK Digital Strategy

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Dear Minister of State for Culture and the Digital Economy,

I’m responding to your recent request for thoughts on the UK Digital Strategy. This response is split into two 1) the broader environment and conditions required for Digital and 2) How local public services are designed, delivered and commissioned, although the outcomes of which may have much wider benefits.

1 – Conditions for radical change

I start with 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 on public services to alternative tools which are open by default and digital by design.

This 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.

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.

This requires pervasive and meaningful digital awareness and education — a ubiquitous digital climate that animates and inspires creativity and transformation and enables growth and wellbeing.

Recommendation 1: Actively support grassroot action and education alongside the major players of change.

We require strong visible leadership across all sectors to enable transformation and strong decisions that ensure that we all contribute to creating a climate for growth and wellbeing. The leadership can come from anywhere and should not be restricted to hierarchical positions within recognised national organisations or from a single sector. We must demand that digital leadership be present in all sectors to drive sustainable growth and wellbeing.

Recommendation 2: Support and foster strong digital leadership across all sectors

2 – Co-ordinating and stimulating action

I’m part of LocalGov Digital, a network for digital practitioners working in councils. We’ve done some great things over the past three years like creating a standard for writing digital content, running an unmentoring scheme, running the UK’s leading local government unconference, introducing an online platform to aid council collaboration, and running a workshops to help redesign local democracy to name but a few.

There is however no core funding for coordination and much of our work is done on a voluntary basis in addition to our day jobs. You can find out more at http://localgovdigital.info

Enabling co-ordination and collaboration wouldn’t take a great deal of resource. It really just needs a few people to start to join things up between councils, voluntary and community sector, health, blue light services and central government, and everyone else looking to improve the digital services the public sector offers – benefits might include but would not be restricted to:

  • Accountability for poor local public digital service delivery.
  • A reduction in the duplication of spending and development work across all sectors.
  • Better knowledge transfer between sectors, including standards for data and services.
  • A sharing of skills, assets and resources between organisations.
  • A fundamental role for local people and places to help influence the creation and development of local public digital services

The outcome would be better, cheaper, citizen focused local digital services. There is currently no network or organisation able to deliver this at scale, or it would already be happening.

Recommendation 3: The creation of a new accountable body to co-ordinate, measure and improve local public digital services.

Carl Haggerty

The story of UnMentoring – From Alpha, Beta to Live

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Last year LocalGov Digital launched a prototype randomised coffee trial offer called UnMentoring. It was very simple in its approach, a google form enabled people to sign up and I managed a spreadsheet and then sent out emails every month to connect people. It was basically an alpha.

The good news was it grew and grew and we had quite a few people signed up which meant that the administrative process became a but more of a burden and more complex with every month. It wasn’t a problem but it did mean that we need to start thinking about moving from an Alpha service to Beta and then Live.

In September or October last year I contacted Dan Harrison (Wizard of Excel) to get some advice and help on how i could automate or at least simplify the process in excel to reduce the time it took to match people together. Dan was fantastic and provided some excellent support and advice and even spent (i imagine) hours on making it work, which it did for a few months. So THANK YOU Dan for your help, you moved us forward.

Just before Christmas i was contacted by Michael Soto from Spark Collaboration via Linked In who mentioned their platform which was designed specifically to support randomised coffee trials. I was naturally very interested in how this could work out.

Anyway to cut a long story short, I hooked up with Michael via skype, he showed me the system and we chatted about how LocalGov Digital could use it and we are now in a position to provide a much better experience and one which has moved us from alpha, through beta and into live.

 

If all of this sounds interesting to you then you can sign up to have a random conversation with someone who passionate about public service transformation.

It only takes 30 seconds to complete and you will need to validate your email. The main difference is that you are in control of your profile and your details which means you can update your profile when things change.  You can also add links to your social platforms which should help provide some context for the introductions. You can even add a photo if you wanted to!

The next round of UnMentoring will start from 8th February so please sign up ASAP

 

End to End redesign starts with really understanding the problem

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Problem solving is great fun and is also a fantastic life skill to have, however it can be a frustrating exercise when you are trying to solve the wrong problem or decide to jump straight to solution mode without understanding the problem properly.

After some reflection this was probably the biggest insight that hit home during the whole of the Design in the Public Sector programme which we concluded late last Autumn.

Not content with the learning we gained, Kevin, Jo and I wanted to extend some of our learning by taking the opportunity to visit the Design Council in London as well as visiting Becky Rowe and her colleagues at Revealing Reality (formerly ESRO). We also extended the invite to 3 additional colleagues as we wanted to allow others to experience a small bit of what we gained.

 

I’m not going to share the details of the day as that might sound a bit boring, instead I’m going to focus on the key aspects of learning and reflections from the day.

Design as Strategy
This is something you don’t really see in public services, but it is starting to emerge as an enabler of transformation. But we must ensure that we are clear what this really means. This isn’t just about a sounding good or trendy, it is about adopting a robust methodology and approach to fundamentally and deeply understand the problems we face and the systematically address those using a variety of service design techniques which are currently rare in local government but are on the increase.

Design at the Top Table
As we all know culture eats strategy for breakfast so we can’t simply think that having a strategy will make everything OK and that we can sit back and it will fix itself. This stuff is really hard, when you deeply understand complex problems through powerful stories and data you have a duty to do something with it. The decision makers in organisations need influencing, support, advice and most of all emotional ownership of the change to drive through the bureaucracy and challenges to truly transform how we deliver or enable services. Having someone at the top table who understands the opportunity is essential.

Understand Place and Understand People
You need a breadth of understanding and that is built from exploring the places people live as systems and the interconnections that exist – this gives you a context. You also need to create depth by truly understanding people and their stories.
There is a skill and art to this that needs to be understood but we all do this to a lesser or greater degree already.

Challenge Assumptions
Everyone assumes something all the time and that is fine, but we also need to surface and challenge assumptions so that we can better understand problems, help people explore opportunity and solve problems creatively. In this context not knowing a system or place can be helpful as you can start to explore and ask the obvious questions which many people take for granted.

Really understand the problem
When people talk about End to End redesign – it really means doing all of the above and more. When you do that you create a true understanding of the reality that exists for people and not the perceptions people hold, the assumptions people make or the professional opinion of colleagues. To solve the problems of our day we need a deep understanding of them and that is when we open ourselves up to people – create vulnerabilities but also trust and respect.

I don’t have all the skills or knowledge I need ‘yet’ but I am determined to work with people here and further afield to solve problems. When you think about it like that, it is really exciting. As I’ve said before there is no austerity of the mind and imagination, so we have a choice whether we want to invest our own time and energy in helping others.  I know what I’m going to do.