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Data and Digital Masterclass
Newcastle
7th
February 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. Newcastle guest speakers.
• 1200: Deriving benefits from data. Sunderland guest speakers.
• 1245: Lunch
• 1330: Reflections
• 1345: Culture, Mindset and Choices
• 1415: Councillors creating the conditions. Durham 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 Joyce McCarty, Deputy leader and Cabinet Member for
Resources
– Jenny Nelson, Programme Director, Digital Newcastle
Digital Newcastle – our
journey
Cllr Joyce McCarty
Deputy Leader of Newcastle Council
Jenny Nelson - @JennyNCCDigital
Digital Newcastle Programme Manager
2015…. our digital journey begins!
Connectivity for all
Digital inclusion for all
Digital Councillors – leading and embracing
change
Adopting agile, user centred design principles
Embracing new technology
Data driven decision making
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
Maximising the Benefits of Data
• Please welcome:
– Cllr Michael Mordey, Deputy leader, Sunderland CC
– Fiona Brown, Exec Director, Neighbourhoods
LGA Data and Digital Masterclass
7th Feb 2020
Neighbourhoods
Directorate
Neighbourhood Plans
Ambition:
To provide a solid evidence base to better target resources,
determine the most appropriate actions and improve overall
decision making to best serve the neighbourhoods.
Challenge:
Significant datasets across multiple systems; inability to view
data in a meaningful way and on a geographical basis.
Local Insight
Q1. What do you like about the area where you live?
Q2. What single change in your community would
make life better for you?
Q3. What might help you to have a greater sense of
involvement in your community?
An Elected Member perspective;
Councillor Michael Mordey, Deputy Leader,
Sunderland City Council.
www.local.gov.uk
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?
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
People care about the tools they use…
www.local.gov.uk
What does “digital” mean…
www.local.gov.uk
Technologies (briefly)
• Connectivity
• Devices
• Remote working
• Remote sensing (and “Internet of Things”)
• Machine learning and Artificial Intelligence
• Security/Trust
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
So What
• Tool for members?
• Redefine member: officer boundary
• Very different working style that requires 100% take-up
• Addictive: hard to go back
www.local.gov.uk
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
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 Joy Allen, Cabinet member for
Transformation, Culture and Tourism
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?
• (And please fill in the feedback form)
www.local.gov.uk
Have a safe journey home!

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