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Bristol masterclass for councillors on data and digital transformation 31-Jan-20

Bristol masterclass for councillors on data and digital transformation 31-Jan-20

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n early 2020, the Local Government Association (LGA) ran a series of masterclass discussion days for local elected councillors on data and digital transformation. This is the slide set used in Bristol on 31-Jan-2020

n early 2020, the Local Government Association (LGA) ran a series of masterclass discussion days for local elected councillors on data and digital transformation. This is the slide set used in Bristol on 31-Jan-2020

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Bristol masterclass for councillors on data and digital transformation 31-Jan-20

  1. 1. Data and Digital Masterclass Bristol 31st January 2020
  2. 2. Purpose of the day • This event is for elected members who are working on, and keen to maximise, the opportunities of digital approaches and data exploitation in their authorities. • A sequence of speakers from local authorities will talk about their own experiences as a reference point for questions and a discussion within the group.
  3. 3. The shape of our day • Now: Intros and Discussion • 1115: How digital is helping councils. Dorset guest speakers. • 1200: Deriving benefits from data. Bristol guest speaker. • 1245: Lunch • 1330: Reflections • 1345: Culture, Mindset and Choices • 1415: Councillors creating the conditions. Wiltshire guest speaker. • 1515: Summary • 1530: Close
  4. 4. The 3Fs • Fire • Facilities • Fones
  5. 5. Ground rules • Confidentiality, to stimulate open sharing • Acknowledgement that we’re at different points on the journey and have different contexts • Learning from each other as much as from the speakers • Facilitator’s role to move on
  6. 6. Introductions
  7. 7. Introductions • Name • Council • Council role • Other experience relevant to the day • Your interest in this agenda • Your key point from the survey/flipcharts, especially if it’s an “ask” from others in the room
  8. 8. The Landscape we’re travelling in (1) • Data and Digital are about more than technology – eg new ways of working and collaborating • Financial challenges and yet raised resident expectations • There are a whole host of “muck and bullets” issues that people are grappling with. eg – Overcoming change resistance • Staff • Suppliers • (Residents) – Building a coalition within the group – Using the machinery of government, eg budgets, scrutiny, recruitment – Resolving worries of cybersecurity
  9. 9. The Landscape we’re travelling in (2) • Political choices and philosophy – Role and nature of the local state (eg “digital by default” choices, human-centred design) – Working in the open; open data, open source – Collaboration v commercialisation – Managing national policy changes – New support to front-line councilors – Data ethics
  10. 10. How digital is Helping Councils • Please welcome: – Cllr Peter Wharf, Deputy Leaders, Dorset Council – Lisa Trickey, Service Manager, Digital Strategy and Design
  11. 11. Cllr. Peter Wharf
  12. 12. Creating a Council for the 21st Century
  13. 13. Digital Awareness Sessions
  14. 14. Executive Advisory Panel – Digital & ICT • 5G / Rural Smart Place • Webcasting of Committee meetings • Digital Champion roles for Councillors • Member Case Management
  15. 15. Peer Challenge ‘Your teams focus on the user need was refreshing to be at the heart of your approach, rather than just being given lip service’ Simon Oliver, Director Digital Transformation Bristol City
  16. 16. Councillor ICT Mentor - Helping members make the most of tech in their role - Supporting each other - Passionate about making most of IT - Help test and promote capabilities Digital Change Agent - Supporting and prompting digital transformation across DC - Able to ask questions of services - Understand digital leadership requirements Digital Ambassador - Helping people and communities go online - Signpost to council online services - Signpost to digital champions for support Digital Champion - Volunteer working with people in communities to develop basic digital skills and help people get online - Part of our Routes to Inclusion work Different types of Councillor Champion Role
  17. 17. Design is central to our approach – it’s the big shift we’re trying to make Designing solutions to meet people’s needs in the Digital Age
  18. 18. Councillor Case Management
  19. 19. How Digital is helping Councils • What are you pleased with so far? • What difficulties have you encountered? How are you dealing with them?
  20. 20. Maximising the Benefits of Data • Please welcome: – Terry Dafter, Director of Adult Social Care, Bristol City Council
  21. 21. Slide 24 Adults, Children and Education Adult Social Care Bristol City Council Place-Based Directory of Services Terry Dafter Director Adult Social Care 31.01.20
  22. 22. Slide 25 Adults, Children and Education Adult Social Care Video
  23. 23. Slide 26 Adults, Children and Education Adult Social Care What problem have we tried to solve?
  24. 24. Slide 27 Adults, Children and Education Adult Social Care What is the Place-Based Directory of Services? A new model, supported by bespoke software, to enhance the collection, assurance and tagging of information about hyper-local services in Bristol NB. We are focussing on health and wellbeing services for adults but the model can be applied to any sector
  25. 25. Slide 28 Adults, Children and Education Adult Social Care What will change? This… Becomes this…
  26. 26. Slide 29 Adults, Children and Education Adult Social Care How is it different from what we do now?  Bespoke software  Network of information collectors  Dynamic creation, maintenance and updating of information about services  Consistent tagging and categorisation (LGA/iStand)  Assured by contracted trusted custodians who will be responsible for a specific sector, eg. in Bristol it’s The Care Forum (Well Aware) for health and wellbeing services  Published on an open data platform
  27. 27. Slide 30 Adults, Children and Education Adult Social Care How will it work?
  28. 28. Slide 31 Adults, Children and Education Adult Social Care Key considerations  It’s about building strong local relationships – “two way”  Don’t forget the hyper-local services – these are the ones that make a real difference to people’s lives  Data is only meaningful if it is maintained  The ideal = service providers take ownership of their data  Assurance is crucial and needs to be adequately resourced ssurance adequately  People don’t think about local authority areas so we need to think across borders  People want to find information based on need, circumstance, and eligibility (which is what the schema and software does)
  29. 29. Slide 32 Adults, Children and Education Adult Social Care Key risks
  30. 30. Slide 33 Adults, Children and Education Adult Social Care Key financial benefits
  31. 31. Slide 34 Adults, Children and Education Adult Social Care Who’s involved? Councils Support NB. In Bristol we’ve also engaged health partners and are working with the NHS to include the data on MiDoS
  32. 32. Slide 35 Adults, Children and Education Adult Social Care Recognition  Cabinet Office – interested in the national potential  Mentioned by Karin Smyth MP in the Oct18 House of Commons debate on adult social care  Mentioned in the government’s Oct18 strategy: A connected society: a strategy for tackling loneliness  Nominated for a 2019 iNetwork innovation award  LGA loneliness network project
  33. 33. Slide 36 Adults, Children and Education Adult Social Care Go live 1 April 2020
  34. 34. Slide 37 Adults, Children and Education Adult Social Care Linked work  The LGA is developing a national service finder app which we have invested in:
  35. 35. Maximising the benefits of data • What data issues have you experienced? What solutions have you come up with so far? • How are you using data and evidence to change what you do and how you make decisions?
  36. 36. Lunch • We start again at 1330 • What new thoughts or questions do you have? • What was relevant to your context? • What wasn’t?
  37. 37. Reflections • What new thoughts or questions do you have? • What was relevant to your context? • What wasn’t?
  38. 38. Culture, Mindset and Choices Jonathan Flowers
  39. 39. Context “We are taking 21st century problems and trying to solve them with 20th century tools and 19th century institutions” - Madeleine Albright What does it mean to be applying 21st Century Tools and creating 21st Century Institutions?
  40. 40. Purpose of this session • Offer some thoughts from my work and my “lived experience” in this area from last 20 years, especially the last 4 • Discuss the culture and mindset associated with “digital” – Opportunities – What to watch out for (blockers, risks) • Identify some key member choices • Develop this in discussion
  41. 41. Why Does this Matter? • There’s an opportunity to serve people better • There’s an opportunity to unlearn outdated ways of working and reduce frustrations – better culture • A new generation of employees and sector-switchers will expect this difference • There are risk and transitions to manage
  42. 42.
  43. 43. What are the cultures, practices and processes? • Service design • Agile working • Working in the open • New levels of collaboration • (Social media)
  44. 44. Service design • Concept around for a long time • Popularised by GDS • User-centred design, human-centred design • Understanding how people use services • Understanding peoples’ lives • Building a compelling human case for change • Very challenging to organisational boundaries
  45. 45. Agile Working • A reaction against the 20th Century “waterfall” method – Detailed specification, months/years of work, not useful – Things have changed, or the initial understanding was wrong – Feels “baked in” to public procurement and business cases
  46. 46. Agile Working • A new “language” for a structured process of trying things out and learning as we go • A sequence of “sprints” that “home in” on solving a problem – (Fortnightly) sprints – Daily standups – “Show and tell” – Retrospectives – Sprint review and pivot
  47. 47. Agile Working and Service Design Sprints (eg) The “Double Diamond”
  48. 48. Incremental development
  49. 49. “Service Standards”
  50. 50. Working in the Open • Blogs and Weeknotes • Show and Tell
  51. 51. Another “Show and Tell”
  52. 52. So What? • Different drumbeat and pace • Demands different governance (inc scrutiny) • Challenging to financial planning • Opens up different member roles (with care) • New language to learn (for everyone) • Can appear less rigorous and more vulnerable to challenge
  53. 53. Collaboration Tools • Almost no email • Tools like Slack • Shared documents eg Google docs • Sharing with Trello • A new way of working that’s hard to comprehend until you experience it
  54. 54. Slack • “Social media for work” • But much more powerful
  55. 55. Choices for members • Encourage new ways of working, with their challenges to governance approaches, or keep them lower down and arms-length? • What is the member role in digital development? • How big a part of the solution do we make this? • What digital/data “ideology”? – Eg open source versus commercial? – Eg role of evidence in informing decisions – Eg opening up data – Eg “digital by default” for services – Eg standardised national solutions versus local ones – Eg Local Digital Declaration
  56. 56. Local Digital Declaration • LocalGov Digital/MHCLG Initiative • Eg funding shared exemplar projects • Beginning to market-shape
  57. 57. There are other things to be getting on with as well…and helping with • Structure of local government – Devolution deals, combined authorities city deals, mergers, unitaries, double devolution, (integrated care systems) • Commercialism – Use of assets, selling services, investment…? • Integrating Health and Social Care • Inward investment – Attracting employers, stimulating clusters, engaging colleges, housing, infrastructure • Managing housing growth • Delivery models – Outsourcing, spin-outs, community transfer • Strong siloes or corporate entities • Civic entrepreneurialism – Convenor in the place, catalysing, stimulating, doing different things • Having the right strategic capacity in the organisation • Squeezing the last bits of toothpaste out of the tube by conventional methods
  58. 58. A cultural reflection • Reflecting back to when many people were “learning their craft”, say 2005… – e-Government, BVPI157 – Central direction and Audit Commission – Wellbeing power was new and general power of competence didn’t exist – Local Strategic Partnerships, not even “total place” – Big state infrastructure eg RDAs – Gershon efficiencies – Cabinet system and scrutiny were new – iPhone didn’t exist – FutureGov was 4 years off existing, GDS 7 years away
  59. 59. Level of ambition is a choice • Digital versus other things • Digital as an enabler of other things • Workforce capability and the potential to recruit or buy-in • Some “ideological” choices • Legacy tech, legacy culture • Local priorities and needs • Citizen and business expectation
  60. 60. Creating the conditions, as councillors • Please welcome: – Cllr Ian Blair-Pilling, Cabinet Member for ICT, Digitalisation and Operational Assets, Wiltshire Council Note: Ian’s slides are very current and have yet to go to Cabinet so we will not share them immediately after today – if possible we will share them later, or speak with Ian if there are some specific slides you would like to use.
  61. 61. Creating the conditions, as councillors • What are the key points for councilor engagement/levers you can pull? • What successes have you had? • What remains difficult?
  62. 62. Further Support r-support/efficiency-and- income- generation/transformation- and-innovation-exchange Or Google “LGA Transformation and Innovation Exchange”
  63. 63. Further Support support/guidance-and- resources/data-and- transparency Or Google “LGA Data and Transparency”
  64. 64. Further Support our-support/efficiency- and-income- generation/cyber- security Or Google “LGA Cybersecurity”
  65. 65. Further Support studies
  66. 66. Summary • We’ve heard from three authorities and from each other • What connections do you want to make? • What insights have you got? • What questions are you taking back with you? • What do you want to do, now? • (And please fill in the feedback form)
  67. 67. Have a safe journey home!

Editor's Notes

  • Finish with ambition for connections
  • LGA Round table
  • Dorset, the land of the Jurassic Coast, rural countryside and market towns – challenges we face, aging demographic, affordable housing, areas of deprivation, budget pressures
    Became unitary authority 1st April 2019 – bringing together 6 councils
    Early on we committed to digital – co-signatories of the local digital declaration when it was published

    Practical challenge of converging multiple systems for example:
    6 planning systems
    Large enterprise SAP system versus small finance systems
    Multiple legal case management systems
    Early consolidation took place of mod gov democratic system
    Multiple email and telephony solutions- basic challenge communicating to everyone
  • Alongside the pressures for convergence comes a real desire to create a new type of council and exploit digital to become more efficient and meet customers expectations of the modern era.

    We had a good % of new Councillors following the election so built digital awareness into the induction programme.
  • Used outside speaker who had been involved in digital transformation in Bristol
    Ability to have hands on experience, talk to officers about what’s already happening and future thinking
    Technology to enable remote assessment of people with social care needs
    Robot to enable children to participate in school from home
    Dorset Care Record
    Planning discovery work
    TRIBE platform being piloted in North Dorset to enable residents to connect with small businesses to provide care, or voluntary help

    Had great feedback:
    ‘Having attended the first event I was expecting much to be the same but it definitely wasn't. I thought the whole session was excellent.’
    ‘As a complete none IT or gadget person, I found yesterday very informative and helpful and even I understood the tech stuff.’
  • Items the group has discussed
  • it is clear that there is an organisational enthusiasm for ‘Digital’ solutions, and evidence of engagement and activity.
    If this enthusiasm remains focussed on delivering key outcomes then real progress can be made, building upon the positive approaches already in train,

     Digital was part of Member inductions and is the subject of an Executive Advisory Panel review
     Service areas are actively engaging with Digital Advisors on service change and Digital Partners are in place and attending project boards and Management Teams to advise and inform decision making
     Previous investment has been made in appropriate IT platforms and that will continue to support future Digital Transformation
     The Digital Strategy is to re-design services and not automate existing processes delivering sustainable and efficient change
     Being customer-centric is recognised as a key principle

    Therefore, in terms of digital we found a good understanding of what the current weaknesses are, alongside an optimism in regards to the future opportunity.
  • Going forward, we’ve started a conversation with SME’s about their aspirations for a future Dorset to help us consider and facilitate the type of infrastructure and skills we need, we want to be the first ‘rural smart place’.
  • Positive social media use
  • Design is essentially about really understanding a problem or need and then intelligently working out how best to meet it. A method that helps change organisations to become more creative and innovative, that is agile enabling us to respond to change and deliver sustainable change

    Seen real changes:
    User research giving us real insight and showing us that the solution isn’t always what we thought
    That solutions can be simple
    Show and tells not highlight reports
    Prototypes on paper replacing complicated specs
    People have changed too
  • The LAs in green are already on board
  • Fairly famous quote attributed to former US Sec State
  • Didn’t get it until I worked with in and with 21st C organisations

    Digital culture – what are the different approaches

    Implications for member choices

  • Can serve people better

    Can work better within our councils, with partners and our populations

    Son, 14: Collaborative doc for revision notes

    Need to manage this, councilors need to make the right demands and create the conditions to succeed

  • Famous tweet!

    Digital as a word has become almost meaningless.
    Tom Loosemore – an early thinker, helped set up mySociety and GDS

    He later added “business models”

  • Want to spend a bit more time around culture and mindset talking about the “culture, practices and processes”

    Picked four aspects

    Service design
    Agile working
    More open working
    Greater collaboration that is now possible

    5 years ago I’d have talked about social media, but we’re past that now…
  • Service design

    User centred-design or human-centred design

    Seeing how people use services and how they fit into their lives

    Going out and talking with people

    An approach which makes a powerful human case for change – photos and stories of what is and isn’t working

    Very challenging to the status quo and to organization boundaries; wider human needs don’t fit within the service directory; we outsource a lot of the comppelxity to the poor bloody resident rather than managing that complexity for them

  • Service design is often combined with an approach known as Agile working

    Agile is almost as devalued a word as Digital and people use it in different ways – eg hot desks are sometimes called agile working

    So let me be clear

    Agile is a reaction against a 20th century way of working from the early days of programme management and systems analysis

    Start with a detailed specification and a precise budget; mechanically follow a rigorous process and you’re bound to get the right thing

    Which would be nice if it worked

    But time and again we see that things have changed or the initial understanding wasn’t right

    Unfortunately this approach is baked in to public procurement, business cases, medium term financial plans…

    Works sometimes, but not enough and there is an alternative

  • Suck it and see

    There’s a new language to learn – unfortunately it’s a little bit “Californian”

    Rather than having a 9 month plan or whatever you take it a step at a time

    (say) fortnightly “sprint”

    Clear about what we’re doing for the next fortnight
    Every day the whole team get together to discuss progress and where they are at, how they can help each other
    Periodically, and certainly at the end of each sprint there’s a “show and tell” – open sharing of where they have got to – anyone can go along : councils are doing this

    Discipline of retrospectives, how are we working together, can we work together better?

    And at the end of the sprint a review of where we are now, what do we now know, ”pivot” to where we now need to head
  • These things come together like this

    The service design process has four phases and the overall shape is known as the double diamond

    Expansive initial phase of preparing – learning about the residents experience

    The understanding – taking that down to specific needs to meet

    Another expansive phase of creating ideas that might meet those needs, followed by a phase of development and testing.

    Each of those phases will be done in an agile way with a number of sprints

    The governance of this and the scrutiny of this is very different to the classic waterfall approach

  • Another way of pictorially illustrating some of this…
  • Another concept – service standards


    One of the councils I work with has assimilated this into a strategy signed off by full council

    See esp 18
  • Working in the open

    Sharing with the world – including some difficulties

    Weeknotes – people work and publish an open weeknote about what they have done and learned

    I chair mySociety ltd, one week after what I thought was quite straightforward board meeting, a bit of challenge but nothing unreasonable, I saw that one of the staff had put in the weeknote that they had had a “difficult” board meeting!

  • Here’s a picture of Show and tell in Essex CC – held in the atrium of the building, anyone can come by - infectious

  • Okay, so what does this mean then?

    Very different approach – in my experience council workers who have become accustomed to annual budget cycles, programme boards driven by cabinet reporting and scrutiny – they love it

    But there does need to be an interface between this and governance

    Challenges financial planning where there’s a polite fiction that we can pre-programme next year’s activity in detail – in practice we kind of muddle through – this is a better way of mudding through

    As we saw with the service standards and the openness of the show and tell, and the early engagement and consultative approach this opens up new roles for members, make the interface even more porous and complicated, and we have to learn new ways of making that work

    New language

    Can appear less rigorous and open to challenge – which is hard in a political context, with public money

  • One of the personally most enlightening things about moving out of working for 20th C organisations into 21st C ones is the different use of collaboratiove tools and I wanted to share some thoughts on this.

    When I’m working with my 21st C orgs I hardly ever get emails. Emails are a 20th Century adaptation of a 19th century tech – carbon copy!

    Work with tools like slack, sharing documents, work programmes

  • A bunch of shared conversations arranged into channels, all the messaging is grouped for you, can draw peoples’ attention by posting something for the whole channel, or for specific people; share documents, or rather links to documents

  • What does this mean for your choices?

    Do you wasn’t this sort of thing going on in your organization? If so do you want it to happen low down for little projects where you don’t get to see it or are you okay to have this happening for stuff that’s closer to you and where you may have to share some of the governance challenges. It’s an honest choice.

    What’s your role, do you want to be like government ministers and sign off services before they go live?

    There are lots of other things to be getting on with as well, how much of our change journey do we want to make this sort of stuff?

    And there are some ideological choices too:

    If your council develops clever new approaches do you want to give them freely to others or do you want to make money out of it?
    Data – and evidence; councils have evolved in a situation where the data to support decisions sometimes wasn’t available – if it is now, do we want to learn how to use it?
    Do you want to release as much data as you can (apart from personal data obvs) just as Transport for London release lots of info about the location of hire bikes and buses so that people can build transport apps and make money? Do you want to spend money on opening up data to boost your local economy in ways that you hadn’t thought of?
    Do you want to say that digital – online – is the default way that people access your services, with telephone or face to face not available or strongly discouraged?
    Do you want to go for standard nationally developed solutions, or local ones?
    Do you want to sign the local digital declaration?

  • Grassroots – LocalGov Digital – self organising across councils, then MHCLG noticed!

    Many councils have signed up to this. I’m not 100% that the ones that have have all consulted their members!
    Striking a difficult balance below allowing relevant local choices and using the collective power of the sector for example to get better solutions from software suppliers
  • And of course this digitia services thing is only one of a number of significant opportunities for councils address

    How much time do you spend in making your services more digital vesus – devo, commercialism, managing your economy and housing…

    And actually, how can we use some of these internet-era approaches to help with these challenges?

    The right answer will be different in different places.

  • There has been a hell of a lot to assimilate, it’s no wonder it has been hard

  • Was 159 in March!