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Manchester LGA masterclass for elected members on data and digital transformation 24-Jan-20

Manchester LGA masterclass for elected members on data and digital transformation 24-Jan-20

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In 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 Manchester on 24-Jan-2020

In 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 Manchester on 24-Jan-2020

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Manchester LGA masterclass for elected members on data and digital transformation 24-Jan-20

  1. 1. Data and Digital Masterclass Manchester 24th 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. Stockport guest speakers. • 1200: Getting the data plumbing right. Bury guest speaker. • 1245: Lunch • 1330: Reflections • 1345: Culture, Mindset and Choices • 1415: Councillors creating the conditions. Pembrokeshire 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 Elise Wilson, Leader, Stockport MBC
  11. 11. W W W . S T O C K P O R T . G O V . U KW W W . S T O C K P O R T . G O V . U KW W W . D I G I T A L S T O C K P O R T . I N F O S T O C K P O R T ’ S D I G I TA L J O U R N E Y COUNCILLOR ELISE WILSON, Leader of Stockport Council & GMCA Digital Portfolio Lead LGA Digital Masterclass, January 2020
  12. 12. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T
  13. 13. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T Stockport’s Digital Journey
  14. 14. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T What are the benefits?
  15. 15. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T Customer Journey – a resident’s experience of online reporting “I am moving home and need to sort my council tax”
  16. 16. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T Impact of online reporting on contact centre Self-serve online Contact Centre
  17. 17. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T Our values
  18. 18. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T Tech capability Service design Organisational change Our strategy is different
  19. 19. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T Tech capability
  20. 20. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T Keeping people at the heart of what we do
  21. 21. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T • Stop talking about digital and talk instead about people • The benefits to our residents and all our service users I am passionate about people
  22. 22. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T Organisational buy-in
  23. 23. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T • Familiarise yourself with your council's digital offer • Build your own tech knowledge and skills • Use social media • Signpost digital skills support • Understand the Local Digital Declaration How Councillors can drive change
  24. 24. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T • Councillors are Super Users • Councillors are the eyes of our residents • Councillors champion the principles, vision and aspiration Councillors are the resident’s champion
  25. 25. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T • Digital is here to stay • Expectations of customer service have changed • Be agile, open to innovation and adaptable • We must maintain relevance Culture change
  26. 26. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T • Residents are missing out and socially excluded • Digital Inclusion Alliance – network of trusted support groups • Build the skilled workforces of the future Digital skills are our responsibility
  27. 27. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T • We do things better when we do things together. • We collaborate with residents • With the wider community • With other public services Collaboration is key
  28. 28. W W W . S T O C K P O R T . G O V . U K S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T • Keeping people at the heart of what we do • Progressing digital communities • Advancing digital Services …to enable our services to be fit for purpose and able to respond to future change Continuing our journey…
  29. 29. W W W . S T O C K P O R T . G O V . U KW W W . S T O C K P O R T . G O V . U KW W W . D I G I T A L S T O C K P O R T . I N F O S T O C K P O R T – A G R E A T P L A C E T O L I V E , W O R K , P L A Y A N D C O N N E C T @EliseWilsonStk
  30. 30. How Digital is helping Councils • What are you pleased with so far? • What difficulties have you encountered? How are you dealing with them?
  31. 31. Getting the data plumbing right • Please welcome: – Kate Waterhouse, Chief Information Officer, Bury MBC
  32. 32. Lies, Damned Lies, and Statistics Kate Waterhouse Chief Information Officer Bury Council
  33. 33. What do we mean by evidence? Evidence, according to the Oxford English Dictionary, is: “the available body of facts or information indicating whether a belief or proposition is true or valid” (OED 2016).
  34. 34. • The ability to look beyond service provision into outcomes • Better informed decision making – not reactive or unsustainable • Intelligence allows a Council to get best value for money in what it is already doing, creating additional capacity to do other stuff • It creates better risk management and governance • Intelligence can improve a Council’s reputation and create opportunities to pilot improvements and work with others • Intelligence allows us to adapt and respond • Evidence looks at the past, what happened and why. • Intelligence helps to analyse it’s applicability to the future. Why move from Evidence to Intelligence?
  35. 35. Unconsciously Incompetent Consciously Incompetent Consciously Competent Unconsciously Competent Finding the Intelligence Sweet Spot: How to ask the right questions
  36. 36. Primary Data Secondary Data Contextual Data Experiential Insight We need to work together to agree the relative size of circles: • When is it right to favour instinct and judgement? • When is it right to hold out for empirical evidence? Creating the Conditions for Evidence Based Decision Making
  37. 37. Widest Range of Sources, Culture, Open Data Infrastructure, Integration, Quality Assurance Ownership, Retention, Compliance and Access Data science, Exploration and Interpretation Information Governance, Creating demand Building Your Data Strategy: Getting the Foundations Right Commercial opportunities, Market Shaping Data Discovery Data Design Data Management Data Analytics Data Sharing Data Optimisation
  38. 38. Understanding the Challenge: What’s the Question?
  39. 39. Understanding Demand – Population change 15% 10% 5% 0% 5% 10% 15% 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85-89 90+ MCR - Female MCR - Male Eng - Female Eng - Male Manchester Population (coloured bars) compared to England Population (black outline bars) Manchester Population Change from 2016 (coloured bars) to 2026 (black outline bars) Population profiles – comparisons to England and how we expect it to change
  40. 40. 0% 10% 20% 30% 40% 50% 60% 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90+ A&E NEL EL % of GP registered population with 1 or more spell of acute hospital activity during 2014/15 Understanding Demand – Manchester Health & Care Plan
  41. 41. 0 5 10 15 20 25 30 35 0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60 63 66 69 72 75 78 81 84 87 90 93 96 99 AverageLengthOfStay Age Average Length of Stay Following Admission to Hospital by Age Non Elective EL Linear (Non Elective) Linear (EL) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85-90 90+ % Population with 1+ LTC by Age Band and Gender Male Female Understanding Demand – Manchester Health & Care Plan Produced by MCC Public Intelligence (PRI) and Manchester NHS CCGs Business Intelligence
  42. 42. Produced by MCC Public Intelligence (PRI) and Manchester NHS CCGs Business Intelligence % Patients aged Number of other LTCs Average number of A&E Attendances Average number of NEL Attendances 0 20 40 60 80 100 01234567 0 20 40 60 80 100 0 20 40 60 80 100 Asthma 52721 Atrial Fibrillation 4867 Cancer 8985 Chronic Kidney Disease (18+) 10805 COPD 9773 Coronary Heart Disease 12869 Dementia 2417 Depression (18+) 53905 Diabetes (17+) 24686 Heart Failure 3308 Hypertension 52386 Number of Patients Understanding Demand – Understanding Long Term Conditions
  43. 43. Source: Manchester Local Care Organisation – 2018-19 Business Plan Understanding Demand – Risk stratification model
  44. 44. Target Population 600,000 96,000 Priority Population Cohorts 1. Children and YP with LTC, MH Needs or LD 2. Frail Older People 3. Adults with Multiple LTC or End of Life 4. Complex Lifestyles 5. Mental Health, Learning Disabilities or Dementia Cost-Benefit Analysis Model What will the impact be if we do things differently? Understanding Demand – Impact on Outcomes and Budgets
  45. 45. The Role of Elected Members Creators Collaborators Custodians Critics • Formal and informal roles are equally important • Just one elected member’s attitude to data and intelligence can be the catalyst for change …
  46. 46. When is it ok to use a pie chart? Never Sometimes And, if you only take one thing from this presentation …
  47. 47. Getting the data plumbing right • 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?
  48. 48. Lunch • We start again at 1330 • What new thoughts or questions do you have? • What was relevant to your context? • What wasn’t?
  49. 49. Reflections • What new thoughts or questions do you have? • What was relevant to your context? • What wasn’t?
  50. 50. Culture, Mindset and Choices Jonathan Flowers
  51. 51. 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?
  52. 52. 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
  53. 53. 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
  54. 54.
  55. 55. What are the cultures, practices and processes? • Service design • Agile working • Working in the open • New levels of collaboration • (Social media)
  56. 56. 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
  57. 57. 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
  58. 58. 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
  59. 59. Agile Working and Service Design Sprints (eg) The “Double Diamond”
  60. 60. Incremental development
  61. 61. “Service Standards”
  62. 62. Working in the Open • Blogs and Weeknotes • Show and Tell
  63. 63. Another “Show and Tell”
  64. 64. 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
  65. 65. 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
  66. 66. Slack • “Social media for work” • But much more powerful
  67. 67. Collaborative documents • Imagine a board meeting – Link to a shared agenda document – make and share comments and questions beforehand – Write the notes of the meeting collaboratively as you go • Imagine a team-produced document – One version with multiple people working, commenting and suggesting simultaneously – No need for version control – Issues dealt with on the spot
  68. 68. Local Digital Declaration • LocalGov Digital/MHCLG Initiative • Eg funding shared exemplar projects • Beginning to market-shape
  69. 69. 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
  70. 70. A cultural reflection • Reflecting back to when many people were “learning their craft”, say 2004… – 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
  71. 71. “Digital maturity” example (Other organisations offer similar tools)
  72. 72. 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
  73. 73. Creating the conditions, as councillors • Please welcome: – Cllr Neil Prior, Pembrokeshire CBC
  74. 74. Leading Digital Innovation A Councillors Perspective Twitter @PriorNeil Facebook @CllrNeilPrior LinkedIn @NeilPrior
  75. 75. Talking points • ‘Rising to the challenge’ • Building support & creating excitement • A simple strategy • Where are we now? • Discussion
  76. 76. Cabinet approved the 2017-21 ICT strategy in June 2017, subject to a 6 month review. Members are being asked to: Consider the key issues, challenges and opportunities for ICT and contribute to the development of the ICT Strategy as part of the review process. Recommendation: That the Committee makes recommendations to help shape the review of the ICT Strategy as appropriate Building support and creating excitement – Using the political process
  77. 77. Our Challenges (Some of) our Challenges Budget Digital Divide Culture Connectivity Security MTFP Transformation Wider public services context Rising customer expectations
  78. 78. Local Government ICT spend SOCITM benchmarking survey 2016 Lean comparable investment Wales invests less in ICT than UK We still need to keep the lights on Copyright SOCITM 2016
  79. 79. Local Government ICT spend, in sharper focus ICT Expenditure is just 0.87% - third lowest in the group Copyright SOCITM 2016
  80. 80. Meanwhile…. Digital Automation Artificial Intelligence Conversational and machine learning Big Data Internet of Things 3D Printing Robots
  81. 81. The Destination of Travel Our Strategy Agile Digital People
  82. 82. Our requests Protect the budget Immediate investment of 600k from Invest to Save ICT as a key enabler of transformation
  83. 83. A few highlights Smarter working - supporting accommodation strategy MyAccount, Penfro, Digital shift Permissions (social media) Interest & excitement – leisure & highways About to re-invest Breaking the concrete of culture But more to do…. Widespread adoption of document management Digital mailroom Using data to make more informed decisions Digital advocates Expand and improve our customer digital offering It’s all about the process
  84. 84. Leading Digital Innovation – big bang or small steps? Facebook Live The Wonder of You Penfro Track IT BPR
  86. 86. Thank you for listening
  87. 87. 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?
  88. 88. Further Support r-support/efficiency-and- income- generation/transformation- and-innovation-exchange Or Google “LGA Transformation and Innovation Exchange”
  89. 89. Further Support support/guidance-and- resources/data-and- transparency Or Google “LGA Data and Transparency”
  90. 90. Further Support our-support/efficiency- and-income- generation/cyber- security Or Google “LGA Cybersecurity”
  91. 91. Further Support studies
  92. 92. 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?
  93. 93. Have a safe journey home!

Editor's Notes

  • Finish with ambition for connections
  • LGA Round table
  • Unconsciously Incompetent. “I don’t know what I don’t know.”

    Consciously Incompetent. “I know what I don’t know.”

    Consciously Competent. “I grow and know and it starts to show.”

    Unconsciously Competent or Mastery. “I simply go because of what I know.”
  • Population profiles
    younger population in Manchester compared to England including large student population but know this is a largely missing population from GP registration data
    Expect population to continue to grow – projecting 16% increase from 2016 to 2026
    Population profile projected to change but increases over the next 10 years unlikely to change the over 65 population, however we know that the younger population (age 50+) portray health needs of older people (age 70+) so there is
  • Highlights difference in acute hospital demand and activity in ages
    Spikes in activity for under 5s and over 80s
    Very different activity and cost relationship between the two age groups
  • What is driving increased cost of NEL activity in older people – partly Length of stay in hospital following a Non –Elective admission – increase with age, but don’t see the same picture for elective admissions
    Part of the reason for longer stays in hospital for older people is that they are more complex - Long term conditions registers show – by age 60 over half the population have at least 1 LTC (on average have 1 LTC), by 80 around three quarters of population have at least 1 LTC (on average over 80s have 2 LTCs)
  • People with LTCs – different LTC people more likely to have other ones, different age profiles for different LTC eg Asthma – younger people, Dementia old people, emergency hospital demand varies as well for each group
    People will show up in multiple groups i.e. have multiple LTCs
    Gives a picture of different demand,
  • 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

  • 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

  • In navigating the complexity of that it can be helpful to have a roadmap

  • This and the next slide will take 5 mins.
  • Back to Cabinet in Jan
    Input into the outline strategy as above
  • Budget = should we spend on ICT?
    Digital Divide = a form of economic & social disparity
    = a demographic of digital natives and aging generation & a rural popn
    = similar issue internally – having tech but being able to use it
    Culture = the 21C Public Servant v the way we’ve always done it. No blame or judgement here, it is what it is!
    Connectivty = Pembs wide
    Security = PSN
    MTFP = we have a big challenge ahead, will salami slicing do it?
    Transformation = 12 workstreams, some progress, some resistance

    The customer = the Amazon Prime age, the Netflix age, the 2nd Industrial revolution!
    Wider PS = challenges around aging popn, money, brexit, local gov reform!
  • Here’s some financial context (Lee)
  • And again

    What this tells me in the 5 months that Lee & I have worked together is – we do an exceptional job.
  • Against that backdrop - this is a flavour of what is happening in the world today:

    Digital = we’ll cover this in more detail later
    Automation = computers doing things that are done on a computer
    AI = I have an example later
    Conv & Machine learning = algorithms, ‘you bought this, are you looking for this?’
    Big Data = using information to inform business decisions (N&S example)
    IoT = Smart cities – and in your home, car insurance!
    3D Printing = massive changes are coming, R4 this week
    Robots = the robots are here. They are at work in local government today!
  • Talk through the Internet minute – with particular reference to Netflix growth within the last 2 years from 70k hours watched to nearly 700k hours watched per minute.

    Involve delegates – ask for show of hands for random samples of whether they use these platforms. Some explanation will be needed – for example Twitch, Snapchat and GIPHY.

    Focus sharply on how people use these technologies every day and pose the question – why should local government expect engagement on our terms?

    10 mins
  • FOCUS! 3 things! Iterate!

    AGILE or Smarter Working
    Supporting agile working
    Instilling ‘brilliant basics' principles around instant messaging, video conference technology and collaboration tools to increase efficiency and reduce costs.
    EDMS – paperless, cost reduction, building block, GDPR

    Public Protection example

    DIGITAL – for some it’s tech, for some it’s about engaging with customers, for others, it’s about an entirely new way of doing business. None of these is wrong. Perhaps the most important thing is that we are clear as an organisation on this, its not a thing, but a way of doing things.

    What does this mean for us? Refer to document. Very clearly articulated

    1. User centric, supports the requirements of service areas, and provides a first class experience that encourages channel shift where required.
    2. Improve our customer contact and citizen engagement using a modern tool set that includes collaboration tools, SMS (text messaging) notifications, web chat and social media as a true contact offering.
    3. Supporting service areas in automation and workflow solutions designed to increase efficiency and reduce operating costs.

    PEOPLE – all of the above is pointless if we don’t have the right structure and resources to deliver
    1. Investing in our people to ensure that our workforce has the skills, capacity, and knowledge to lead our Authority into the digital world with confidence.
    2. Review and restructure the ICT Service to ensure that it is correctly resourced, suitably skilled, and able to lead the delivery of the aims and ambitions of the Authority.
    3. Develop an Operating Model that explains our principles, our sourcing strategy, quality and standards, continuous improvement and innovation, how we manage risk and maintain security, and ultimately, how we add value to our customers and measure our impact.

    What this gives us is Agile Digital People.
  • Any comments and observations in respect of the outline ICT Strategy will be incorporated into the draft ICT Strategy and draft ICT Investment Plan, which will be considered by Cabinet.

    It’s a considered approach, we’ve looked at ourselves, at other local authorities, and the wider context. We’ve worked together, we’ve a shared vision, and we could be looking at a way forward for the authority. The request, in the overall context, is minimal but crucial, and I hope for your support and input.

  • Stress excellence – I want this TEAM to lead us into a brighter future, and it can
  • In the context of LA digital change, the quadrant shows the level of innovation v size of organisational initiative. Smarter (agile) working is a very visible change, but is ‘catching up’ on modern working practices, whilst reverse SMS to find out when your bin day is, is a relatively small step, but innovative in a LA environment.
    Importantly, all create cultural shifts.

    Open for discussion on what delegates think is needed to make this happen. If appropriate, ask for examples from their councils. This might also get delegates talking about their own experiences – do they support digital innovation? How have they supported it politically? Is it an after thought – lumped in with the corporate resources portfolio?

    This should stimulate the delegates asking the right questions of themselves, which will be crystalised by the digital self assessment coming up.

    10 mins

  • Conclusion and brief wrap up. 2.5 hour session in total.
  • Was 159 in March!