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Data and Digital Masterclass
Manchester
24th January 2020 www.local.gov.uk
www.local.gov.uk
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.
www.local.gov.uk
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
www.local.gov.uk
The 3Fs
• Fire
• Facilities
• Fones
www.local.gov.uk
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
www.local.gov.uk
Introductions
www.local.gov.uk
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
www.local.gov.uk
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
www.local.gov.uk
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
www.local.gov.uk
How digital is Helping Councils
• Please welcome:
– Cllr Elise Wilson, Leader, Stockport MBC
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
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
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
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?
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”
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
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
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
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
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
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
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
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
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
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
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
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
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…
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
www.digitalstockport.info
cllr.elise.wilson@stockport.gov.uk
@EliseWilsonStk
www.local.gov.uk
How Digital is helping Councils
• What are you pleased with so far?
• What difficulties have you encountered? How are you
dealing with them?
www.local.gov.uk
Getting the data plumbing right
• Please welcome:
– Kate Waterhouse, Chief Information Officer, Bury MBC
Lies,
Damned Lies,
and Statistics
Kate Waterhouse
Chief Information Officer
Bury Council
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).
• 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?
Unconsciously
Incompetent
Consciously
Incompetent
Consciously
Competent
Unconsciously
Competent
Finding the Intelligence Sweet Spot: How to ask the right questions
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
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
Understanding the Challenge: What’s the Question?
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
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
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
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
Source: Manchester Local Care Organisation – 2018-19 Business Plan
Understanding Demand – Risk stratification model
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
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 …
When is it ok to use a pie chart?
Never
Sometimes
And, if you only take one thing from this presentation …
www.local.gov.uk
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?
www.local.gov.uk
Lunch
• We start again at 1330
• What new thoughts or questions do you have?
• What was relevant to your context?
• What wasn’t?
www.local.gov.uk
Reflections
• What new thoughts or questions do you have?
• What was relevant to your context?
• What wasn’t?
www.local.gov.uk
Culture, Mindset and Choices
Jonathan Flowers
jon@thanflowers.com
www.local.gov.uk
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?
www.local.gov.uk
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
www.local.gov.uk
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
www.local.gov.uk
www.local.gov.uk
What are the cultures, practices and
processes?
• Service design
• Agile working
• Working in the open
• New levels of collaboration
• (Social media)
www.local.gov.uk
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
www.local.gov.uk
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
www.local.gov.uk
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
www.local.gov.uk
Agile Working and Service Design
Sprints (eg)
The “Double
Diamond”
www.local.gov.uk
Incremental development
www.local.gov.uk
“Service
Standards”
www.local.gov.uk
Working in the
Open
• Blogs and
Weeknotes
• Show and Tell
www.local.gov.uk
Another “Show and Tell”
www.local.gov.uk
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
www.local.gov.uk
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
www.local.gov.uk
Slack
• “Social
media for
work”
• But much
more
powerful
www.local.gov.uk
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
www.local.gov.uk
Local Digital
Declaration
• LocalGov
Digital/MHCLG
Initiative
• Eg funding shared
exemplar projects
• Beginning to
market-shape
www.local.gov.uk
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
www.local.gov.uk
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
www.local.gov.uk
“Digital maturity” example
(Other organisations
offer similar tools)
www.local.gov.uk
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
www.local.gov.uk
Creating the conditions, as councillors
• Please welcome:
– Cllr Neil Prior, Pembrokeshire CBC
Leading Digital Innovation
A Councillors Perspective
Twitter @PriorNeil
Facebook @CllrNeilPrior
LinkedIn @NeilPrior
www.neilprior.co.uk
Talking points
• ‘Rising to the challenge’
• Building support & creating excitement
• A simple strategy
• Where are we now?
• Discussion
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
Our Challenges (Some of) our Challenges
Budget
Digital Divide
Culture
Connectivity
Security
MTFP
Transformation
Wider public services context
Rising customer expectations
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
Local Government ICT spend, in sharper focus
ICT Expenditure is just 0.87%
- third lowest in the group
Copyright SOCITM 2016
Meanwhile….
Digital
Automation
Artificial Intelligence
Conversational and machine learning
Big Data
Internet of Things
3D Printing
Robots
The Destination of Travel
Our Strategy
Agile
Digital
People
Our requests
Protect the budget
Immediate investment of 600k from Invest to Save
ICT as a key enabler of transformation
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
Leading Digital Innovation – big bang or small steps?
Facebook Live
The Wonder of You
Penfro
Track IT
BPR
In conclusion…
DIGITAL IS NOT A
THING.
IT IS A WAY OF DOING
THINGS.
Thank you for listening
www.local.gov.uk
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?
www.local.gov.uk
Further
Support
https://www.local.gov.uk/ou
r-support/efficiency-and-
income-
generation/transformation-
and-innovation-exchange
Or Google “LGA
Transformation and
Innovation Exchange”
www.local.gov.uk
Further
Support
https://www.local.gov.uk/our-
support/guidance-and-
resources/data-and-
transparency
Or Google “LGA Data and
Transparency”
www.local.gov.uk
Further
Support
https://www.local.gov.uk/
our-support/efficiency-
and-income-
generation/cyber-
security
Or Google “LGA
Cybersecurity”
www.local.gov.uk
Further
Support
https://www.local.gov.uk/case-
studies
www.local.gov.uk
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?
www.local.gov.uk
Have a safe journey home!

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

  • 1. Data and Digital Masterclass Manchester 24th January 2020 www.local.gov.uk
  • 2. www.local.gov.uk 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. www.local.gov.uk 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
  • 5. www.local.gov.uk 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
  • 7. www.local.gov.uk 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. www.local.gov.uk 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. www.local.gov.uk 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. www.local.gov.uk How digital is Helping Councils • Please welcome: – Cllr Elise Wilson, Leader, Stockport MBC
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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 www.digitalstockport.info cllr.elise.wilson@stockport.gov.uk @EliseWilsonStk
  • 30. www.local.gov.uk How Digital is helping Councils • What are you pleased with so far? • What difficulties have you encountered? How are you dealing with them?
  • 31. www.local.gov.uk Getting the data plumbing right • Please welcome: – Kate Waterhouse, Chief Information Officer, Bury MBC
  • 32. Lies, Damned Lies, and Statistics Kate Waterhouse Chief Information Officer Bury Council
  • 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. • 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?
  • 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. 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. Understanding the Challenge: What’s the Question?
  • 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. 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. 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. 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. Source: Manchester Local Care Organisation – 2018-19 Business Plan Understanding Demand – Risk stratification model
  • 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. 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. When is it ok to use a pie chart? Never Sometimes And, if you only take one thing from this presentation …
  • 47. www.local.gov.uk 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. www.local.gov.uk Lunch • We start again at 1330 • What new thoughts or questions do you have? • What was relevant to your context? • What wasn’t?
  • 49. www.local.gov.uk Reflections • What new thoughts or questions do you have? • What was relevant to your context? • What wasn’t?
  • 50. www.local.gov.uk Culture, Mindset and Choices Jonathan Flowers jon@thanflowers.com
  • 51. www.local.gov.uk 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. www.local.gov.uk 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. www.local.gov.uk 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
  • 55. www.local.gov.uk What are the cultures, practices and processes? • Service design • Agile working • Working in the open • New levels of collaboration • (Social media)
  • 56. www.local.gov.uk 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. www.local.gov.uk 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. www.local.gov.uk 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. www.local.gov.uk Agile Working and Service Design Sprints (eg) The “Double Diamond”
  • 62. www.local.gov.uk Working in the Open • Blogs and Weeknotes • Show and Tell
  • 64. www.local.gov.uk 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. www.local.gov.uk 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
  • 67. www.local.gov.uk 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. www.local.gov.uk Local Digital Declaration • LocalGov Digital/MHCLG Initiative • Eg funding shared exemplar projects • Beginning to market-shape
  • 69. www.local.gov.uk 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. www.local.gov.uk 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. www.local.gov.uk “Digital maturity” example (Other organisations offer similar tools)
  • 72. www.local.gov.uk 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. www.local.gov.uk Creating the conditions, as councillors • Please welcome: – Cllr Neil Prior, Pembrokeshire CBC
  • 74. Leading Digital Innovation A Councillors Perspective Twitter @PriorNeil Facebook @CllrNeilPrior LinkedIn @NeilPrior www.neilprior.co.uk
  • 75. Talking points • ‘Rising to the challenge’ • Building support & creating excitement • A simple strategy • Where are we now? • Discussion
  • 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. Our Challenges (Some of) our Challenges Budget Digital Divide Culture Connectivity Security MTFP Transformation Wider public services context Rising customer expectations
  • 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. Local Government ICT spend, in sharper focus ICT Expenditure is just 0.87% - third lowest in the group Copyright SOCITM 2016
  • 80. Meanwhile…. Digital Automation Artificial Intelligence Conversational and machine learning Big Data Internet of Things 3D Printing Robots
  • 81.
  • 82. The Destination of Travel Our Strategy Agile Digital People
  • 83. Our requests Protect the budget Immediate investment of 600k from Invest to Save ICT as a key enabler of transformation
  • 84. 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
  • 85. Leading Digital Innovation – big bang or small steps? Facebook Live The Wonder of You Penfro Track IT BPR
  • 86. In conclusion… DIGITAL IS NOT A THING. IT IS A WAY OF DOING THINGS.
  • 87. Thank you for listening
  • 88. www.local.gov.uk 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?
  • 93. www.local.gov.uk 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?

Editor's Notes

  1. Finish with ambition for connections
  2. LGA Round table
  3. 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.”
  4. 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
  5. 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
  6. 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)
  7. 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,
  8. Fairly famous quote attributed to former US Sec State
  9. 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
  10. 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
  11. 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”
  12. 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…
  13. 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
  14. 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
  15. 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
  16. 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
  17. Another way of pictorially illustrating some of this…
  18. Another concept – service standards Codify One of the councils I work with has assimilated this into a strategy signed off by full council See esp 18
  19. 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!
  20. Here’s a picture of Show and tell in Essex CC – held in the atrium of the building, anyone can come by - infectious
  21. 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
  22. 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
  23. 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
  24. 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
  25. 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.
  26. There has been a hell of a lot to assimilate, it’s no wonder it has been hard
  27. In navigating the complexity of that it can be helpful to have a roadmap
  28. This and the next slide will take 5 mins.
  29. Back to Cabinet in Jan Input into the outline strategy as above
  30. 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!
  31. Here’s some financial context (Lee)
  32. And again What this tells me in the 5 months that Lee & I have worked together is – we do an exceptional job.
  33. 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!
  34. 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
  35. 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.
  36. 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.
  37. Stress excellence – I want this TEAM to lead us into a brighter future, and it can
  38. 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
  39. Conclusion and brief wrap up. 2.5 hour session in total.
  40. Was 159 in March!