Small thinking often makes a big difference

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:



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.

A refined picture of the framework

One of the things I wanted to do when I first sketched the framework here – was to get it looking a bit more organised and professional.

So a colleague has taken the sketch and made it look better (see below)

I’ve also decided to adapt it and include reference to the value proposition canvas that Martin Howitt refers to and he states:

places have intrinsic value and we need to understand what that value is before we go about enhancing that value with digital transformations.

I recommend  reading Martin’s post, it is an important componenbt within the framework and It is also a key part of it.

In the meantime here is the latest version of the framework

Digital Climate for Local Public Services Framework v2

Content, Stories, Networks, Relationships and Trust

I’ve been thinking and reflecting a lot lately around the future of local government (a recent post here) and the “inevitable doom and gloom” [PDF Warning ] that awaits us all in the coming years. It really isn’t healthy to maintain focus on that future for too long, but It has made me think about what I’m doing and more importantly why I am doing what I do.

I’ve also been thinking and reflecting a lot about content, not just the traditional content you find on local authority websites but compelling content, content that provokes ideas, ideas that are contagious and then become stories, which in turn contributes to changing behaviours and transforms local services.

In my work at Public-i I’ve been thinking and reflecting a lot about networks and networks of networks and the power and potential of networks to help connect and reconnect people online and offline

In various situations I’ve been thinking and reflecting about relationships and the importance of trust. As people and organisations everything we say and do is a representation of who we are and it is only when we create relationships built on this authenticity that we can attract others and foster the bonds that will empower us to achieve truly great things.

In this post I’m going to try to bring this thinking together as it is very much all part of the same picture in my mind…

Content and Stories

Last week whilst in Brighton I spoke to Matt Bond (Cornwall Council) about stories and related things and he pointed me in the direction of Coca Cola’s new content excellence programme and the excellent videos they’ve produced which explain what they mean…

What struck me was the focus on stories, provocative stories as way to affect change. I recommend watching the videos yourself to gain your own insights but I’ve included some of mine below

Part 1

Part 2

Some of the key points for me are below, although the whole thing is very useful in a number of situations…however in the context of this post the following stood out…

  • stories provoke conversations
  • we need to act and react to conversations
  • technology can enable brilliant creativity
  • exploit existing community behaviours
  • story telling is at the heart of families and communities
  • we need provocations that will lead to bigger transformational actions
  • data is key to this and will become the soil of which ideas will grow
So our challenge is to not only transform our content around our services to make it easier for people to interact digitally, but also to transform our content so that we can provoke conversations, connect people with data and trigger bigger transformational action.


In relation to networks I think about Citizenscape as a platform, it is aiming to address the heart of these issues, in the projects where it is used, it is really about fostering empowerment within communities and networks online and offline. I recently blogged about my views on this here. A particular quote which comes to mind in the context of this post is:

So when you consider this and then what Citizenscape states its value is, the value isn’t directly in the technology itself (although without it, it would be pretty empty) but in the connections, the networks, the communities that are now able to come together and share learning, to reconnect at a civic level to address local issues and problems. The key role for the platform (Citizenscape) is to facilitate those connections, without it those networks may not get the chance to reconnect.

So our challenge is to understand what networks and what networks of networks exist with our areas and to connect them with each other but to also connect them with the content around our services to make it easier for them to interact digitally, but to also connect them with content and stories so that we can provoke conversations, connect people with data and trigger bigger transformational action.

Relationships and Trust

When I focus on relationships and trust, I think about an example that I was fortunate to see last friday at the DCCSMF (Social Media Forum), where a couple of local PCSO’s (Police Community Support Officers) came and shared their learning around connecting with communities. One explained how his use of social technologies as well as physically meeting people face to face helped build a relationship and trust within his community.
Devon Social Media Forum 2012

The another PCSO shared his experience which wasn’t about technology but in understanding where the networks were and simply connecting with them…In his case it was simply going to the local primary school at the beginning and end of each day to connect with the local parents. This approach has started to build relationships and trust.

The reality is and this is really obvious, but it takes time and more importantly effort to build relationships and trust and if we want to seriously address the challenges facing us over the next 8-10 years we need to start building new relationships, networks and fostering trust now to begin to have a chance.

I’ve said it before that it is all about people and that comes through explicitly in this great video by Simon Sinek called if you don’t understand people, you don’t understand business.

So our challenge is to develop those relationships and levels of trust and to connect them to the networks and networks of networks within our areas and to connect them with each other but to also connect them with the content around our services to make it easier for them to interact digitally, but to also connect them with content and stories so that we can provoke conversations, connect people with data and trigger bigger transformational action.

The questions ?

All of this brings me back to the future of local government and local public services.

  • Can we create content and share stories which provoke conversations that will lead to bigger transformational actions?
  • Are we actually capable of engaging with the content and stories as consumers and have conversations which trigger bigger transformational action?
  • We need to ask ourselves – even if we can identify networks and networks of networks and we can connect them, as members of those networks ourselves, are we prepared to engage in the challenges and are we capable of acting creatively?
  • As individuals and as professional people we will continue to develop relationships and trust – are we prepared to use it to change and influence the way our communities and networks operate, grow, develop and respond to the challenges facing us over the next few years?


This isn’t a political question, this is question for every one of all ages.

I am personally reflecting on what these questions mean to me as an individual, as a parent, a husband, a friend and as a professional person – It isn’t easy, but it isn’t supposed to be, it will be hard, we need to prepare for this and stand up to the challenge.

The alternative simply isn’t worth considering, we must imagine and create a sustainable future.