Skip to main content

Don't focus on Facebook, deliver via digital

Local Governments have come a long way in the past couple of years in terms of communicating and listening to people via social media. The recent snow that affected much of the country showed that many councils now understand the power of delivering and distributing information this way.

This is great but I suggest it's time to move the focus on to the more difficult task of delivering services via digital. We've had the debate about social media, it's a good thing, lets start working on delivering the services that people want.

I know there are already councils that are doing some of this very well (and if you are, please get in touch, I'd like to promote it as good practice through LocalGov Digital) , but they're few and far between. There are also some that think they are, but aren't.

Let's take a hot topic at the moment for all councils that look after the roads, potholes, and put a checklist together:

  • Is there a page on your website to report potholes? I mean a page where users can add details of the pothole, not just an email address or worse still, a phone number. 
  • Is there a map and an address search on the page so the customer can easily pinpont the location?
  • What happens when the customer hits send? Is the page linked into your Customer Relationship Management (CRM) system, so the record gets saved in it and an officer doesn't have to type and cut/paste in the details? 
  • Did the customer get an email receipt of the case if they requested it?
  • Is the case automatically assigned to the correct back office team?
  • Can the back office email the customer using the CRM with updates on their case?
  • Does the customer get a summary of what the council did in an email, or can they check on screen what actions the council carried out to resolve the problem?
If you've answered yes to the above you're probably delivering a digital service to the same standard of someone like DHL or eBay. Now apply this to all your top tasks and you'll be starting to do what customers want and already expect of the private sector.

If you've just got a website form that sends an email to Customer Services, you're not really delivering a digital service.

Obviously there's a cut off point. I'm not suggesting at this stage, unless you can do it easily, councils should be developing the above for some of the more obscure tasks that only get a handful of uses each year. Perhaps one day, but I'm realistic about the resources councils have.

I'm also not advocating giving up on social media, far from it, but I think it's time to start focusing on doing what really boosts the reputation of councils; keeping people informed when they request a service or report a problem, and of course increasing capacity in traditional channels by doing stuff digitally.

If you'd like to discuss this then you can find me at https://twitter.com/PhilRumens


Comments

Popular posts from this blog

Digital best practice checklist

This week I finished the draft of a digital best practice check-list. It's not digital strategy, in fact I'm increasingly thinking organisations don't need a digital strategy, they need a delivery strategy. My draft has check-list of seven questions and recommendations, with one overall recommendation regarding best practice for delivering digital. Ideally it would be incorporated into a wider service and information delivery strategy. Below I've omitted the bulk of the content, the reasoning behind arriving at the recommendation from the question because it's still in draft, but here are the seven questions and eight recommendations: 1. Is the council properly promoting its digital services and content, to reduce avoidable contact? Recommendation: Establish a “digital first” ethos to the promotion of services and better targeting what, when and where they're promoted. 2. Are the digital services the council offers, especially where the design and...

Carl's Conundrum of Internal Influence

I'm writing this partly as a reply to an excellent piece that Carl Haggerty published about the disconnect between internal and external influence and partly due to various conversations over the past month about how to make using tools like collaboration platform  Pipeline common practice. This isn't really about Carl though, or Devon County Council, or any other council specifically, it's more a comment on the influence of digital teams in local governments, or lack of, and how to resolve this. So here's the question that prompted this piece. How can someone who's been recognised nationally for their work, first by winning the Guardian's Leadership Excellent Award and who has more recently been placed in the top 100 of the Local Government Chronicle's most influential people in local government , "sometimes feel rather isolated and disconnected to the power and influence internally". First, let's consider whether is this a problem to...

Pipeline Alpha

In September 2014, officers from 25 councils met in Guildford to discuss a platform to enable collaboration across Local Government. A "Kickstarter for local government" is the missing part to Makers Project Teams , a concept to enable collaborative working across different organisations put forward by LGMakers the design and development strand of LocalGov Digital . Based on the user needs captured at the event, LGMakers created collaboration platform Pipeline and by October people from over 50 councils had signed up . Pipeline is an Alpha, a prototype set up to evaluate how a Kickstarter for councils might work. It is a working site though, and is being used as the platform it is eventually intended to be, at present without some of finer features a live offer might have. So what have I've learnt in the eight months since we launched Pipeline? There's a strong desire to collaborate  LocalGov Digital isn't a funded programme. I wrote about how much it ...

Superfast highways

You may have seen this slide I put together to help explain digital transformation This week we launched a new beta service to report speeding traffic. It looks fairly simple but to give you an idea of what's happening in the background I thought it might be useful to show you the before and after. So here's the before and as you can see it's completely a manual process. Stuff might be recorded electronically but it takes someone to do something seven time to make the process work and send it to the parish or the district. Here's the after What this doesn't tell you is that it's basing whether the request is for the parish or district on three questions. It's also doing a spatial look up to find the parish and returning the parish clerk details using the Modern.Gov API. Because these are already part of our platform this is data that we currently maintain, so there's no additional work to keep this up to date and we've reduced the h...

Defining transformation to a wider audience

For the past month I've been putting together a paper on the next steps of digital transformation, for the organisation I work for. I'm proposing we look at two capabilities and two business areas, and if approved I'll be writing more about it. It's been a great exercise in gathering my thoughts and helping me to define digital transformation to a wider audience and how it fits into the bigger picture of service improvement. Here's some of the stuff I've learnt or had affirmed: Transformation, digital or not, starts with understanding the needs of the user through research. This should be obvious, but in local government too often I've seen "build it and they will come" approach applied. It's unlikely a commercial operation would launch a new product without first researching the market, so why would a digital service be any difference? A couple of years ago I wrote how the phrase "digital transformation" was hindering digit...