tag:blogger.com,1999:blog-32166624145197472822024-03-18T15:51:58.615+00:00LG/WWWLocal Government, Digital.Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.comBlogger150125tag:blogger.com,1999:blog-3216662414519747282.post-87810683808737239142024-03-17T15:32:00.008+00:002024-03-18T15:51:25.335+00:00A local digital tripartite<div class="separator"><p style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1024" data-original-width="1024" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjNFoN7hJ8Dgqe_aAML46BvEaf3RG3dpML83IbBkX6Q6ePjYje94x8JhQ9z1iH0qvkTvnAMLMLQOoGRdHRfRTlfFEmUSztuXTNrqZ_ISoIZd91Jl6aJqgN2KOvCJfzl37rpRAKulKkgfkREzy_gAtsg83F5L3Sbwgsd7XnxILdJGjgpjQ1nvWgYyPiHO6g/s320/img-EJAoUNzaphYSUk7XxXm05gpZ.png" width="320" /></p></div><div style="text-align: left;">To say the ”do we need a local GDS debate” is a slow burner would be an understatement, but recently it’s ignited again, just as it did before the 2015 General Election.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">I’ve been <a href="https://github.com/LocalGovDigital/localgovdigital.github.io/wiki/Local-GDS/" target="_blank">compiling people’s thoughts on it for the past 13 years</a>, and looking back through them, what’s striking is that the debate hasn’t moved on a great deal in a decade. In fact some of the same issues <a href="https://gds.blog.gov.uk/2012/03/07/does-local-government-need-a-local-government-digital-service/" target="_blank">Carl Haggerty talked about in 2012</a> are still being discussed today.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">So let’s think about what’s actually being asked.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">The majority of digital services offered by councils are procured from and provided by the private sector. Whether you’re looking for a planning application, reporting a pothole, searching for a social care provider, or applying for a school place, you’re probably doing so through something built and supported by the private sector.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">Even the growing number of councils building services themselves using low-code are doing so through a proprietary platform supported by the private sector.</div><div style="text-align: left;"> </div><div style="text-align: left;">Whilst it’s certainly true of some functions, those who think each council has their own GDS style team redesigning the majority of their services independently of each other have probably never worked in local government.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">In reality what’s being asked fundamentally isn’t ”Do we need a local GDS?” but “Does the current free-market model for the supply of digital platforms and services work?”.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">So what are the arguments for a free market approach?</div><div style="text-align: left;"><br /></div><div style="text-align: left;">A free market should provide choice and value, and to some extent it does. There are a growing number of forward thinking companies already working with councils, and <a href="https://www.gov.uk/government/news/small-businesses-to-benefit-from-one-of-the-largest-shake-ups-to-procurement-regulations-in-uk-history" target="_blank">the Procurement Act is set to assist more SMEs</a> who want to work with the Public Sector.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">Compare this with what’s happening in central government and whilst starting off brightly in the 2010s in my view the Government Digital Service is now behind the curve. To take one example, only now are they <a href="https://gds.blog.gov.uk/2023/10/03/how-were-opening-up-access-to-gov-uk-forms/" target="_blank">introducing a forms builder</a> which I understand is still very basic in its functionality, whereas this type of forms building capability has been in use across local government for around a decade.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">If the free market works to some extent, why would councils want to emulate something that would essential mean taking a step backwards?</div><div style="text-align: left;"><br /></div><div style="text-align: left;">So let’s look at the counter arguments against the status quo.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">I think it's fair to say that there are currently large functions served by free market solutions that don’t work so well, principally due to the small number of vendors in that space, meaning therefore the choice and value aspects are negated.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">Some of this is entirely down local government’s own making and the desire to choose the least-worst safe option, rather than something innovative but riskier. Councils are seemingly stuck in an infinite procurement merry-go round of moving from one poor offering to another.</div><div style="text-align: left;"><br /></div><div style="text-align: left;"><a href="https://business-school-expertise.exeter.ac.uk/article/digitalisation-public-sector/" target="_blank">There's been some discussion about perhaps using the Heart FM model</a> but to some extent it's already happening, with services developed centrally but showing local content.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">In fact it could be said that just like the playlist of Heart, whilst promising a better mix of suppliers, in reality there are just a handful of the same old artists on rotation, and it's very hard for new acts to break onto the playlist.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">So is there a third way?</div><div style="text-align: left;"><br /></div><div style="text-align: left;">Yes, I wrote in <a href="https://philrumens.blogspot.com/2022/09/localgovcamp-2022.html" target="_blank">my review of LocalGovCamp 2022</a> of a new model emerging and since then we’ve seen some real progress. It’s basically this.<br /><br /><ul style="margin-bottom: 0px; margin-top: 0px;"><li aria-level="1" dir="ltr">Central government provide seed funding and initial community support.<br /></li><li aria-level="1" dir="ltr"><p dir="ltr" role="presentation">The private sector provide some of the technical resource and expertise.<br /></p></li><li aria-level="1" dir="ltr"><p dir="ltr" role="presentation">Local government provide some of the technical resource and expertise, and expert knowledge around user and business needs.<br /></p></li></ul>Once it meets a critical mass, the work to continuously improve the services can be funded by part of the savings accrued by each council.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">Whilst it’s certainly not a one size fits all model, it’s starting to produce results, and I can point to the likes of <a href="https://dluhcdigital.blog.gov.uk/2024/02/27/allocation-of-funding-for-council-led-initiatives-advancing-innovative-digital-planning-services/" target="_blank">Open Digital Planning</a> (ODP), or <a href="https://localgovdrupal.org/" target="_blank">LocalGov Drupal</a> as successes.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">It’s not the LocalGDS model, to take planning as example, it’s actually transforming a local planning authorities by joining up planners and digital teams from across the country.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">Just one actual example of that happening in practice is Gateshead Council currently leading on a piece of ODP work, initially on behalf of four councils including my own, which will eventually benefit many more, and there are countless others of sharing the load and creation of new digital planning services.</div><div style="text-align: left;"><br /></div><div style="text-align: left;">In my view it’s this approach we should be pushing forward with, not talking about a LocalGDS for another decade, because, as someone much wiser than myself once said, the strategy is delivery and the tripartite model is starting to deliver.</div>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0Newbury, UK51.401409 -1.323113923.091175163821156 -36.4793639 79.711642836178839 33.8331361tag:blogger.com,1999:blog-3216662414519747282.post-69072949552004463872024-01-16T14:19:00.000+00:002024-01-16T14:19:27.049+00:00Your content is data<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhuQ637BBOEQz7sAOeCghVmTCgsH8gDjkY0S7J6kmEHJNnMSiEFRimBcMoFxZm3et2atGg2Jq2a1MjkfGJ28Sgxx-ZgAQx6G1ArSTJ9jlhkrwMTsz-n4qd2Qi00vCChmUmse6Kk0QBnqRjdC0ysAVKG0R1c19DYKMPXnQWHJkHUqZRV-ZyiFRxtCS3LEi4/s1024/img-Dwk1JgVV55FDzGJJsHXHncSM.png" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1024" data-original-width="1024" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhuQ637BBOEQz7sAOeCghVmTCgsH8gDjkY0S7J6kmEHJNnMSiEFRimBcMoFxZm3et2atGg2Jq2a1MjkfGJ28Sgxx-ZgAQx6G1ArSTJ9jlhkrwMTsz-n4qd2Qi00vCChmUmse6Kk0QBnqRjdC0ysAVKG0R1c19DYKMPXnQWHJkHUqZRV-ZyiFRxtCS3LEi4/s320/img-Dwk1JgVV55FDzGJJsHXHncSM.png" width="320" /></a></div>Content designers, we need to talk, and you might not like what I have to say.<p></p><p>Just over ten years ago, I wrote a piece on <a href="https://philrumens.blogspot.com/2013/11/how-to-reduce-visits-to-your-website.html">how to reduce visits to your website</a>.</p><p>Even then the concept wasn't new, but with the emergence of large language models over the past year, it's become even more relevant today.</p><p>Over the past decade years, you probably found an increasing number of people obtained information about your organisation online via a third party. First through the growth of social media, and then personal assistants, mainly on smartphones and speakers. As a result we've had to think about how content will be delivered through different media and therefore design it differently.<br /></p><p>For example, here's Richard Copley asking Google Assistant about school term dates in West Berkshire in 2017.</p><blockquote class="twitter-tweet" data-media-max-width="560"><p dir="ltr" lang="en">It works really well Phil. This is entirely about content rather than code, is that right? <a href="https://t.co/AGQF4aR21S">pic.twitter.com/AGQF4aR21S</a></p>— Richard Copley (@Copley_Rich) <a href="https://twitter.com/Copley_Rich/status/947434462371033088?ref_src=twsrc%5Etfw">December 31, 2017</a></blockquote> <script async="" charset="utf-8" src="https://platform.twitter.com/widgets.js"></script><p>In the next few years, this will become even more of a factor in content design as people who use your information and services use artificial intelligence and other services built on top of large language models.</p><p>So in 2024 if you haven't already, you really do need to start to think about content as data; as a reusable asset that describes something about your organisation and makes sense completely out of context of any other.content.</p><p>And here's an idea some content designers really might not like. </p><p>Perhaps frequently asked questions are a good thing, or rather succinct answers to questions that are frequently asked.</p><p>Think of the way we start and sometimes complete a successful conversation with large language models through artificial intelligence.</p><p>It's mainly by asking a question, "Alexa, when...", "Google, why...", asking chatbot on a website, ChatGPT, or another AI a question.</p><p>Through these media, your users are asking questions and expecting succinct answers. If your content doesn't do that, then they won't get an answer, or perhaps someone else will answer their question for them.<br /></p><p>I'm not saying it's the end of traditional content design, websites will be around in their current form for a while yet, but it's time to rethink content design, because even if you don't, Google, Amazon, Apple, Microsoft and OpenAI already think your content is data.</p>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-62836519503125193282024-01-09T08:42:00.001+00:002024-01-09T09:18:35.204+00:00Does the Service Standard work for Local Government?<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3Y_GBGsx4shwW6KZnoQBVHbTBw44DL03QulzWjXdVdHZv76yyB4ktvuBf9KFEa7ExKLYC80ijj727FAJ_62-_Srn50JMrvj5nxtB_6G2vjug8AcI-exU9iUHSHR-nNCAnwiqTJuoMsFanGV7NbDZUOMf2kZcKJg3NAfTDUAiZmRytT6kfflZNaHxE4w0/s667/service_standard.PNG" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="406" data-original-width="667" height="195" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3Y_GBGsx4shwW6KZnoQBVHbTBw44DL03QulzWjXdVdHZv76yyB4ktvuBf9KFEa7ExKLYC80ijj727FAJ_62-_Srn50JMrvj5nxtB_6G2vjug8AcI-exU9iUHSHR-nNCAnwiqTJuoMsFanGV7NbDZUOMf2kZcKJg3NAfTDUAiZmRytT6kfflZNaHxE4w0/s320/service_standard.PNG" width="320" /></a></div>A few years ago along with many others I had a small part in helping draft the <a href="https://www.gov.uk/service-manual/service-standard" target="_blank">Service Standard</a>, a replacement for both the <a href="https://www.gov.uk/service-manual/service-assessments/pre-july-2019-digital-service-standard" target="_blank">Digital Service Standard</a> and <a href="https://www.westberks.gov.uk/media/57933/Local-Government-Digital-Service-Standard/pdf/LocalGovDigitalServiceStandard.pdf" target="_blank">Local Government Digital Standard</a>.<p></p><p>Four years on, whilst the Service Standard has been adopted by some digital teams within local government, my far from extensive research failed to find one council where it has been full adopted across their entire organisation, although some elements have been in some larger councils.<br /></p><p>So why is that? </p><p>Perhaps it's because the Service Standard describes how services can be built by the very few public sector organisations where large fully multidisciplinary teams of user researchers, services designers, content designers, UX spcalists, developers, and so on exist?</p><p>In reality, for local authorities such as smaller districts which make up the majority of councils in terms of numbers, that kind of team will always be unobtainable.</p><p>The second factor is that no matter what size the council, there isn't the right governance structure within that local authority in place, and my guess is it's just too much of a leap to go from the practice of buying something, switching it on, and hoping for the best, to designing services according to the standard.</p><p>So what's to be done?</p><p>I think we need a new, more inclusive digital service standard for local government. Something that can be used by every council, and because councils will always buy in products, something that can be applied as part of a procurement process too.</p><p></p><p>It's something I'm going to be looking at in 2024 and if you or your council are interested too, or you have a view on using the existing Service Standard in local government, then please do let me know. <br /></p><p><br /></p><p><br /></p><p><br /></p>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-1287600007605848722023-08-07T16:21:00.003+01:002023-08-08T08:47:35.128+01:00Many Logins - Danger Zone<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right;"><tbody><tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjtSkDw7ce3PXwT18L5B-_A6BPrb-0LWJub586QJnNScJYvopUtd_lb6IPYxGs8YXmt-sh1O_0zT1ff2q2JkiIPPNXB-wc0lUOE2xf_fMC9lwyQneWu4lSJRRIuaZvdrpghNYG-0PyufFmv0jCokNFx7cNWXAIjH2NhQiZqmv-KN9W7PcMHedEPM3_72Ts/s1024/Kenny_Loggins_1995.jpg" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" data-original-height="1024" data-original-width="749" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjtSkDw7ce3PXwT18L5B-_A6BPrb-0LWJub586QJnNScJYvopUtd_lb6IPYxGs8YXmt-sh1O_0zT1ff2q2JkiIPPNXB-wc0lUOE2xf_fMC9lwyQneWu4lSJRRIuaZvdrpghNYG-0PyufFmv0jCokNFx7cNWXAIjH2NhQiZqmv-KN9W7PcMHedEPM3_72Ts/s320/Kenny_Loggins_1995.jpg" width="234" /></a></td></tr><tr><td class="tr-caption" style="text-align: center;">Kenny Loggins<br /></td></tr></tbody></table><p>Dave Briggs recently wrote this excellent article asking <a href="https://sensibletech.co.uk/should-you-develop-a-single-customer-account/" target="_blank">should you develop a single customer account</a>. <br /><br />What he’s actually asking following on from <a href="https://blog.wearefuturegov.com/citizens-portals-y-n-42e57fad2874" target="_blank">an article written by Carrie Bishop</a> is should you develop a single customer facing website, portal, app, or whatever term you want to use to describe it, and as he says, the answer is no.<br /><br />Should you develop a single customer account though?<br /><br />The answer to that in my view is, yes.<br /><br />Different departments particularly in larger councils can work as independent business units, resulting in a requirement to create a multitude of logins for different services online.<br /><br />This could result in the need to create separate logins to council tax, planning, library, social care, education, and other services, and in areas where there are two tiers of council this is even more likely.</p><p>It's an information superhighway to a danger zone of many logins.<br /></p><p></p><p>I hardly ever use council services as a citizen perhaps I might hear you say, how would a single login help me?</p><p>Firstly you probably use more council services than you
think. Perhaps you use a library or a leisure centre in your area. You probably
use roads, streetlights, perhaps car parks, and you have your rubbish and
recycling collected. Perhaps you've eaten in a local restaurant and you've seen
a food hygiene rating sticker on the window.</p><p>I could go on but you get the idea.<br /><br />Secondly, perhaps as a citizen you don't interact with your council as much as you might because one of the barriers to you using council services more is that they’re harder than they could be to access?<br /><br />Of course one solution is not to require a login, and wherever possible a service shouldn’t need one to be able to use it, but everywhere you have to retrieve personal or sensitive information should have one. <br /><br />Many websites now have the ability to log in with a third-party identity provider, for example Google, Facebook, or Twitter. It means you can re-use one login on hundreds of thousands of websites, but still retain control over it.<br /><br />Central government is creating their own <a href="https://www.sign-in.service.gov.uk/getting-started" target="_blank">One Login</a>, though there are no plans to make this available to local government.<br /><br />Council websites can be the same and setting up your own authentication service, acting similarly to a Google, Facebook, or Twitter login, using <a href="https://learn.microsoft.com/en-us/azure/active-directory-b2c/overview https://openid.net/developers/how-connect-works/" target="_blank">OpenID Connect</a>, or <a href="https://learn.microsoft.com/en-us/azure/active-directory-b2c/overview" target="_blank">Azure B2C</a> is relatively simple. <br /><br />In fact some of the digital platforms that councils already use for their websites and digital services already have this built in as a function.<br /><br />Each time you develop or procure a new platform, integrate it with your identity provider allowing the customer to re-use their council website login in the new platform, the same they might with a Google, Facebook, or Twitter login.<br /><br />Once you have a single login across your many platforms it then becomes easier to join up data between them enabling you to do a lot more, that’s a topic for another day, and even then should you develop a single customer portal?<br /><br />The answer, like Dave said, is still no.</p><p> </p><p></p><p><span style="font-size: small;">Photo Credit: Kingkongphoto & www.celebrity-photos.com from Laurel, Maryland, USA: copyright John Mathew Smith 2001</span><br /><br /></p>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-69391843914014738092023-06-25T18:10:00.003+01:002023-06-25T18:23:52.576+01:00Steering a new course<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7QzLHvE6JkSkSyjrDKBCaebTLyzk4wbKaVPoO3eq_8J6_AbDnrW4VcjbMibos4EOacGf5FLuq_9VnU5k5QAGm73I_NwCZ4-2euw8plXVCCbcHmjd9cdOjrXn2ztCCpEjDrGdr3G3ClBv4aBYvSaksZ1AxMfgRn5d1SAu2awDPDCNS6ks8TMWNYKa9LHc/s320/sea-ocean-wing-ship-military-formation-892894-pxhere.com.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="195" data-original-width="320" height="195" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7QzLHvE6JkSkSyjrDKBCaebTLyzk4wbKaVPoO3eq_8J6_AbDnrW4VcjbMibos4EOacGf5FLuq_9VnU5k5QAGm73I_NwCZ4-2euw8plXVCCbcHmjd9cdOjrXn2ztCCpEjDrGdr3G3ClBv4aBYvSaksZ1AxMfgRn5d1SAu2awDPDCNS6ks8TMWNYKa9LHc/s1600/sea-ocean-wing-ship-military-formation-892894-pxhere.com.jpg" width="320" /></a></div>I love using analogies and similes to explain concepts and ideas, so when someone described a council changing direction as being similar to a train changing tracks this week it bought a smile to my face.<p></p><p>I was reminded of <a href="https://www.amazon.co.uk/Turn-Ship-Around-Building-Breaking/dp/1591846404" target="_blank">Turn the Ship Around</a> by L. David Marquet which uses a method of transport to describe changing organisational culture, and also perhaps slightly unfair comparisons with turning round an oil tanker others have made in the past.</p><p>This got me thinking, what's the best analogy for change in local government?</p><p>Anyone who's worked in the sector will probably recognise that a council isn't a single vehicle, it's more akin to fleet of ships all sailing in formation. </p><p>When you think about it like that it's easier to understand that the challenge to deliver change in local government isn't altering the course of a single vessel, we know from the response to Covid that individual parts of a council can change direction very quickly, it's to alter the direction of all ships in the fleet and make sure they're headed in a new direction, in formation.</p><p>So if your council is setting a new course, make sure you plot a different direction for your whole fleet.</p><p><br /></p>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-88823528825827887002023-03-12T11:04:00.000+00:002023-03-12T11:04:42.325+00:00A return to cross-sector collaboration<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5TSPuzsiWrvoR2OIfV257bG918x47QoAyU-R0psxLJ7WKTvjYKI0TQyU_AJk25jPKH6Q-jshq0puzqOSQz9Be0gx_TeQH49dDuLQ0Nt1rnfpF7-q8RtfRg1bZr98YdBv7IjUOLubyFjA_2rlz2b679-WQSWAUxJtoNEjaar1f99ROe-mATXof08a3/s400/5029147286_dda298df27_w.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: arial; font-size: large;"><img border="0" data-original-height="300" data-original-width="400" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5TSPuzsiWrvoR2OIfV257bG918x47QoAyU-R0psxLJ7WKTvjYKI0TQyU_AJk25jPKH6Q-jshq0puzqOSQz9Be0gx_TeQH49dDuLQ0Nt1rnfpF7-q8RtfRg1bZr98YdBv7IjUOLubyFjA_2rlz2b679-WQSWAUxJtoNEjaar1f99ROe-mATXof08a3/s320/5029147286_dda298df27_w.jpg" width="320" /></span></a></div><span style="font-family: arial; font-size: large;">Even before <a href="https://localgov.digital/about/" target="_blank">LocalGov Digital was launched in 2012</a> I exchanged ideas and best practice with people across public sector organisations other than my own.</span><p></p><p><span style="font-family: arial; font-size: large;">In the following years I was part of the many that delivered things like the <a href="https://localgov.digital/content-standard/">LocalGov Digital Content Standard</a>, the <a href="https://www.localdigital.gov.uk/declaration/" target="_blank">Local Digital Declaration</a>, the <a href="https://www.gov.uk/service-manual/service-standard" target="_blank">Service Standard</a>, and more.</span></p><p><span style="font-family: arial; font-size: large;">During the height of COVID discussion between councils didn't stop and the <a href="https://app.slack.com/client/T02E44UQ5/C02E44UQF" target="_blank">LocalGov Digital Slack</a> was busier than ever, but for my team and I during that time understandably our focus was largely about delivering responses to the pandemic locally, as quickly as possible.</span></p><p><span style="font-family: arial; font-size: large;">Fast-forward to 2023 I was really pleased when <a href="https://www.westberks.gov.uk/article/41591/Planning-Software-Improvement-Fund" target="_blank">DLUHC approved our application to the Planning Software Improvement Fund</a>, and this week I attended the welcome event hosted by them with people from 18 other councils.</span></p><p><span style="font-family: arial; font-size: large;">In <a href="https://philrumens.blogspot.com/2022/09/localgovcamp-2022.html" target="_blank">my post about LocalGovCamp last year</a> I mentioned an emerging model for collaboration and delivery, and DLUHC's Planning Software Improvement Fund seems to follow that model.</span></p><p><span style="font-family: arial; font-size: large;">Discussion has already started between us and the other councils delivering the same outcomes, and the desire to work together has been overwhelmingly positive.</span></p><p><span style="font-family: arial; font-size: large;">Whilst public sector collaboration never really went away, over the past couple of years I feel I took a step back, so it's great to be part of a cross-sector group tasked with delivering better public services for people across the country again.</span></p><p><span style="font-family: arial; font-size: large;"><br /></span></p><p><span style="font-family: arial;">The image used in this post was taken from <a href="https://www.flickr.com/photos/isbg6/" target="_blank">Isbg Six Flickr</a> under the <a href="https://creativecommons.org/licenses/by-nc/2.0/" target="_blank">Creative Commons Attribution-NonCommercial 2.0 Generic licence</a>.</span></p>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-42533238962659789182023-02-08T16:49:00.001+00:002023-02-08T16:54:05.974+00:00Can ChatGPT write your strategies? <p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjJySWXzXq4fQzCQLXXkuH-YVZAcmE1wNhqOZEpzdg2ctwjNKu81-IBjEqyknsX539thurgVgi3NgsqpI3gnyZJGCQRBzc8XskEdzc8t2b-0eb_gL-32Cfj7osbiYM4X-uCjFWrXLSInJovw-qQUlAd0PJCe5tQO6eF8cpwYUKaKefHLje6gL6fW_2/s250/ChatGPT%20Icon%20Logo%20PNG.png" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="250" data-original-width="250" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjJySWXzXq4fQzCQLXXkuH-YVZAcmE1wNhqOZEpzdg2ctwjNKu81-IBjEqyknsX539thurgVgi3NgsqpI3gnyZJGCQRBzc8XskEdzc8t2b-0eb_gL-32Cfj7osbiYM4X-uCjFWrXLSInJovw-qQUlAd0PJCe5tQO6eF8cpwYUKaKefHLje6gL6fW_2/w200-h200/ChatGPT%20Icon%20Logo%20PNG.png" width="200" /></a></div><p>Tired of spending months writing a strategy or paying thousands for someone else to? Can ChatGPT do it for free?<br /></p><p>ChatGPT is, on the face of it, a website which you can ask questions that will provide answers in real time.</p><p></p><p>That’s hardly revolutionary, but behind it is a natural language processing (NLP) machine learning model that's been designed to understand your questions and provide detailed responses to them.<br /><br />Again this isn't entirly new, in fact its current NLP is known as GPT-3 which means that there were two versions that came before. It is <a href="https://www.forbes.com/sites/kmehta/2022/12/07/using-the-most-powerful-ai-just-got-simpler/?sh=7cbaba336fb9" target="_blank">considered by some to be the most advanced NLP yet</a> though, so much so that <a href="https://www.microsoft.com/en-us/microsoft-365/blog/2023/02/01/microsoft-teams-premium-cut-costs-and-add-ai-powered-productivity/" target="_blank">Microsoft will incorporate it into some versions of Teams soon</a>.<br /><br />The people behind ChatGPT (<a href="https://openai.com/" target="_blank">Open AI</a>) freely admit it will <a href="https://help.openai.com/en/articles/6783457-chatgpt-general-faq" target="_blank">sometimes provide incorrect answers</a>, and I found this chart produced by <a href="https://www.hfsresearch.com/" target="_blank">HFSResearch</a> really useful in explaining its limitations.</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4bU_GMwNrbkSUvBfUTZHBEf8vT6c0QXe7Zi8NZE3n_DQY5WhE0tiSkuw3dZ34LXiEl7aVNAonLxlcgK4vBSgXrSjAuHkqFJMaHZgmtA64ZXe_B7CvXLj8mZNglel6G_z-GD3ViyfnYTiW8wCJOnZ3UeGo6FripQqAHaaj7UVugbLhF_8snzxc9D7i/s1116/hfs.PNG" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="760" data-original-width="1116" height="435" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4bU_GMwNrbkSUvBfUTZHBEf8vT6c0QXe7Zi8NZE3n_DQY5WhE0tiSkuw3dZ34LXiEl7aVNAonLxlcgK4vBSgXrSjAuHkqFJMaHZgmtA64ZXe_B7CvXLj8mZNglel6G_z-GD3ViyfnYTiW8wCJOnZ3UeGo6FripQqAHaaj7UVugbLhF_8snzxc9D7i/w640-h435/hfs.PNG" width="640" /></a></div><br />What this tells me is that we shouldn’t be relying on ChatGPT to provide exact answers, however it is useful for things that don't need to be precise.<br /><p>So for example when I asked it to</p><blockquote><span style="font-size: medium;">“Create a transformation strategy for an English local authority</span></blockquote><br />It replied<blockquote style="text-align: left;"><span style="font-size: medium;">Assess current processes and systems: Conduct a thorough review of current processes, systems, and infrastructure to identify areas for improvement and areas where technology can be leveraged to streamline processes.<br /><br />Develop a technology roadmap: Create a technology roadmap that outlines the steps and timeline for implementing new technologies and tools to support the authority's transformation goals.<br /><br />Engage with stakeholders: Engage with key stakeholders, including employees, citizens, and partners, to understand their needs and gather feedback to inform the transformation strategy.<br /><br />Prioritize initiatives: Based on the results of the assessment and stakeholder engagement, prioritize initiatives and allocate resources accordingly.<br /><br />Implement new technologies: Roll out new technologies and systems, providing training and support to ensure successful adoption.<br /><br />Monitor and evaluate progress: Regularly monitor and evaluate progress against the technology roadmap, making adjustments as needed, and sharing results and successes with stakeholders.<br /><br />Continuously improve: Continuously seek ways to improve processes and systems, incorporating feedback from stakeholders and exploring new technologies as they emerge.</span></blockquote><br />The first thing to note is this isn’t a strategy, it’s an short summary of one. So I thought I’d drill down into the first point above by asking:<blockquote>How can I conduct a thorough review of current processes, systems, and infrastructure to identify areas for improvement and areas where technology can be leveraged to streamline processes.</blockquote><p> </p>To which it replied<blockquote style="text-align: left;">Define the scope: Identify which processes and systems need to be reviewed.<br /><br />Gather information: Collect data on current processes, systems, and infrastructure, including documentation, user manuals, and any other relevant information.<br /><br />Identify pain points: Look for bottlenecks, inefficiencies, and areas where improvements can be made.<br /><br />Engage stakeholders: Talk to employees and stakeholders to understand their experiences and perspectives on the current processes and systems.<br /><br />Analyze the data: Evaluate the information collected and use it to identify opportunities for improvement.<br /><br />Evaluate technology: Determine which technologies can be leveraged to streamline processes and improve efficiency.<br /><br />Develop a plan: Based on the findings, develop a plan to make improvements to processes, systems, and infrastructure.<br /><br />Implement changes: Put the plan into action, making changes and improvements to processes, systems, and infrastructure.<br /><br />Monitor and adjust: Continuously monitor the changes made to ensure they are having the desired impact and adjust as necessary. <br /></blockquote><br />So we’re starting to get into the detail of creating a strategy. 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<p class="MsoNormal">The big downside is that the strategy isn’t tailored to your
organisation as because it’s a generic response it can’t suggest outcomes
specific to the needs of your organisation and its service users. Sure there
will be things that every organisation going through a transformation programme
needs to achieve, but especially for councils, each of which have different
priorities set by their elected members, some things will be different. <br /></p>
<p class="MsoNormal">Following on from that, without outcomes specific to your
organisation it can’t create a delivery plan to then achieve them and if you happen to think "the strategy is delivery", then it seems ChatGPT can't really help you with creating a plan for that.<br /></p><p>So, can ChatGPT really write your strategy?</p><p>No, but it is a useful tool to create an initial draft which you can then tailor to your organisation, and if you’re buying in services from outside your organisation to help create a strategy, I would certainly be using ChatGPT to check that they’re not doing the same.</p><p></p><p><a href="https://chat.openai.com/" target="_blank">You can sign up to use ChatGPT here</a><br /><br /></p><p></p>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-60912530585252426482023-02-01T16:49:00.004+00:002023-02-01T16:51:01.629+00:00Beyond Transformation<!--[if gte mso 9]><xml>
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<p class="MsoPlainText">Change is inevitable. That's an obvious statement, but
it's not until you start to think about the changes
in the past ten years do you get an idea of the scale faced by local government.</p>
<p class="MsoPlainText">Austerity, wars in Afghanistan, Syria, and Ukraine,
Grenfell, the cost of living crisis, and of course COVID, are just a few things
that local government has had to react, adapt and respond to, and we mustn’t
forget the ongoing climate emergency which will be with us for many years yet.</p>
<p class="MsoPlainText">Most organisations will have, or have had some sort of
transformation programme in place. I led a digital transformation
programme which started in 2016 which found efficiencies and created better
services across a range of functions meaning people can now
report, as well as book and pay for things online, where before they couldn't. </p>
<p class="MsoPlainText">Transformation implies change from one state to another
though, from a caterpillar to a butterfly for example, but we know from my
examples above that change is constant. To be resilient councils need to have
the tools, skills, and most importantly the culture to react and deliver
internet era services as a response to change.</p>
<p class="MsoPlainText">Back in 2019 I wrote about <a href="http://philrumens.blogspot.com/2019/03/technology-is-easy-culture-is-hard.html" target="_blank">creating new services being like baking a cake</a>, and now it's more important than ever to have those
ingredients for making an internet era service available. </p>
<p class="MsoPlainText">Let's take <a href="https://www.gov.uk/government/publications/household-support-fund-guidance-for-local-councils" target="_blank">the Household Support Fund</a> as an example,
something councils across the country are distributing and had to do initially
at short notice.</p>
<p class="MsoPlainText">To create an internet era service you'll ideally need
online forms and workflow capabilities, a way of checking the validity of bank
details before they're submitted, some sort of case or request management
functionality linked to your forms and workflow, and ideally some way of
programmatically accessing your finance system to make and record approved
payments, and you'll have to bake them together to create a new internet era service. </p>
<p class="MsoPlainText">More than that though, you'll need teams across the
organisation to come together collaborate, not just Digital but service delivery
teams, other professional services like Finance, IT, and Legal.</p>
<p class="MsoPlainText">This is only possible if the organisation in question has
evolved enough to be able to create an internet era service at pace, both
culturally and technologically, and can do it again when the next change comes
along, and again, and again.</p>
<p class="MsoPlainText">There's still a place for transformation as a solution to legacy
issues, but to be resilient to change, organisations need to think beyond
transformation and embrace evolution.</p>
Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-79553666056767998102022-09-30T11:07:00.014+01:002022-09-30T13:54:29.359+01:00Absence makes the heart grow fonder: LocalGovCamp 2022<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4thimuC585R3Qh0_Sl-0xuQ_XIEjd30xU9eOPfPJEWF5eyWOEQG1gf_bVO1uxeBQA017fXDoGXnKvShkQxUiLYBZFYcLIfXSdk19mRxlCQzBxqpvO-uwuGMhu5q0MCBFnx3S2c-Zfftlq_h8k8LMXm7Q0a6W15V2gPUrR5k6Fi1kakyFZoyA1Pn9y/s4608/IMG_20220929_094931.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="2592" data-original-width="4608" height="225" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4thimuC585R3Qh0_Sl-0xuQ_XIEjd30xU9eOPfPJEWF5eyWOEQG1gf_bVO1uxeBQA017fXDoGXnKvShkQxUiLYBZFYcLIfXSdk19mRxlCQzBxqpvO-uwuGMhu5q0MCBFnx3S2c-Zfftlq_h8k8LMXm7Q0a6W15V2gPUrR5k6Fi1kakyFZoyA1Pn9y/w400-h225/IMG_20220929_094931.jpg" width="400" /></a></div>Absence makes the heart grow fonder, and it wasn't until I left this year's LocalGovCamp, held on 29 September in Birmingham, that I realised just how much I'd missed the event and some the familiar faces I'd still been talking to online, but not seen in-person for over two years.<div><br /></div><div>Encouragingly there were also many for whom this year was their first, and it's their passion and new ideas help that keep LocalGovCamp alive.<div><p></p><p>There were three main I took away from LocalGovCamp 2022.</p><p><br /></p><p><b>We're still talking about collaboration in silos:</b></p><p>Encapsulating the problem in microcosm, there were a number of individual sessions in separate rooms asking, why can't local government collaborate and work together more. </p><p>This isn't a criticism of the event, the topics at LocalGovCamp are driven by it's attendees, but it did highlight the need for more joined up thinking round this. </p><p>That said, there are some promising signs around collaboration, but more on this later.</p><p><br /></p><p><b>Open Source vs Low Code:</b></p><p>Two schools of thought became apparent. Firstly, building services and applications in a propriety low code environment and making them available to use by other customers of that vendor. Secondly, building services as individual open source applications and making them available to re-use by anyone.</p><p>There is no right answer to this, and whilst I'm very much an advocate of low code (remembering that <a href="http://philrumens.blogspot.com/2018/05/low-code-isnt-no-code.html">low code isn't no code</a>), because trying to develop and then support an individual, stand-alone digital product for the hundreds of services local government offers just isn't a cost effective route to take, there are common, reusable products that can be integrated into a low code digital service.<br /><br /></p><p><b>A new model for collaboration and delivery:</b></p><p>The most encouraging thing I took away from LocalGovCamp 2022 (and a show and tell the previous day) was, despite my first observation, actually how much the green shoots of collaboration are now showing, due largely to funding from DLUHC's Local Digital imitative but also with assistance from the private sector, enabled by that funding. </p><p>Although individual councils have developed some great digital services over the past few years, with many there hasn't been an internal push to white-label or scale them up for use across the sector. </p><p>The approach largely seems to be that that DLUHC provide the funding and therefore take some of the financial risk of failure, the private sector provide the community management and technical resource for an individual project, with collections of councils providing the insight into user and business needs.</p><p>This model seems to be working, the delivery of products is in progress, and there seems to be growing interest in working together to solve common problems, or fix the plumbing as DLUHC might say.</p><p><br /></p><p>Well done to all involved in organising this year's LocalGovCamp (especially <a href="https://twitter.com/psfnick">Nick Hill</a>), here's to the next <a href="https://localgov.digital/">LocalGov Digital</a> event.</p><p><br /></p><p><br /></p></div></div>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-81822532958526697812022-09-14T12:07:00.001+01:002022-09-14T13:04:53.023+01:00Standing Down<p>Today I officially stood down as Chair of the LocalGov Digital Steering Group after six years. <br /><br />Delivering the Local Government Service Standard, playing a part in the creation of the Government Service Standard and the Local Digital Declaration, and the membership expanding to thousands of people working in and around local government are just a few highlights of those six years.</p><p>That time has also seen a huge change in the perception of digital in local government. </p><p>Necessitated by austerity and accelerated by COVID, digital is now seen as an enabler for change rather than just a medium for communication in almost every local authority. The buzz around the art of the possible has matured into wide-scale delivery and as a result I’ve seen the output of once prolific tweeters and blog posters gone to the grindstone of getting things done. <br /><br />To some extent that has influenced my decision, but also work-life balance, given that running LocalGov Digital involves more time on top of one's already additional hours for their employer, and, like hundreds of thousands of local government colleagues up and down the country, there have been many over the past couple of years.<br /><br />Dave Briggs now takes over as Chair and it’s arguable that without him there would be no LocalGov Digital, as his creation of LocalGovCamp with its convening and collaborative power predates the network by three years, and partly inspired its creation. I also have a huge respect the the leadership and drive to get things done of Kat Sexton, who takes over as Vice-Chair.<br /><br />I will still be involved with the network, organise the Peer Group for the South, and hope to stay as part of the Steering Group, but I leave a strong network in good hands with great plans for the future.<br /></p>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-54577174143349002132022-06-27T09:13:00.002+01:002022-06-27T09:13:44.667+01:00Many Channels, Once Service<p>A few years ago, after checking the website of a well known flat-pack furniture company I visited their nearest store only to find that the item I wanted was nowhere to be seen. “They only update the stock on the website every now and again” a helpful employee told me, which was however no recompense for my wasted journey.<br /><br />Whilst most local government services are a tad more complex than selling Billy bookcases, it’s experiences such as this I want to avoid for council service users, where people who use one channel are treated differently or are given conflicting information to others. At best it presents an impression of disorganisation and at worse it worsens the digital divide.</p><p>That’s why we’re starting to roll out an omni-channel, or Many Channels, One Service approach at my place.<br /><br />Why “Many Channels, One Service” though? <br /><br />It’s easier to remember and more descriptive of its aims than “omni-channel”, and if you’re introducing new concepts and practices across an organisation, it’s made harder if you have to teach everyone a new vocabulary too.<br /><br />Speaking the same language helps win hearts and minds, and culture is as much a factor as technology in any change programme, something I wrote about a few years ago about <a href="http://philrumens.blogspot.com/2019/03/technology-is-easy-culture-is-hard.html" target="_blank">our first Digital by Design Day</a>.<br /><br />Perhaps you’re thinking though, isn’t Many Channels, One Service just rolling-out a customer relationship management system?<br /><br />That’s one part of it, but it’s also introducing online forms, reengineering back office processes to include workflow and automating as much as that workflow as possible. It’s keeping the service user informed along the way and allowing those who want to, to log in and see the progress of their requests. </p><p>It’s also about making sure every channel from the website, our chatbot, social media, and the more traditional routes through a customer service agent or conversational AI kick off that same process providing a consistently good service for everyone and helping to narrow the digital divide.<br /></p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEifiNCnew9hA3hK3EZXcOrtuVlKUGjeziiiUva1IYs3scug6wl4SvoaIO4XkdpVeoGo6LsRj4kqAgmHEwqFF3orgick0fxAltX5wrgUwml9dUrVUoF7gbk-yoKujClAt_6ao8fDp3bmxiYu5v9q2NanxroOAHsQAY3aX79QSij0er07Bf-2nKbbXhM3/s1211/E36pl7bXMAImfVZ.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="many channels, one service diagram" border="0" data-original-height="591" data-original-width="1211" height="312" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEifiNCnew9hA3hK3EZXcOrtuVlKUGjeziiiUva1IYs3scug6wl4SvoaIO4XkdpVeoGo6LsRj4kqAgmHEwqFF3orgick0fxAltX5wrgUwml9dUrVUoF7gbk-yoKujClAt_6ao8fDp3bmxiYu5v9q2NanxroOAHsQAY3aX79QSij0er07Bf-2nKbbXhM3/w640-h312/E36pl7bXMAImfVZ.png" width="640" /></a></div><p></p><p>We still promote our online services as the channel of choice, and in <a href="http://philrumens.blogspot.com/2022/06/rubbish-digital-permits.html" target="_blank">the first six months of our digital permits</a> around 96% of people applied for one through our website, but for those that didn’t, the process was the same, just assisted by a customer service agent, and if they choose to log on to our website in future, they’ll see a digital permit waiting there for them.<br /><br />We’ve a long way to go with Many Channels, One Service, but for me it’s the next evolution of digital by default, helping us to meet the expectations of our service users.</p><br />Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-81355428806697126862022-06-07T08:10:00.000+01:002022-06-07T08:10:20.713+01:00Rubbish digital permitsIt’s been six months since we introduced digital tip permits so now seems like a good time for a retro.<p></p><p>Paper tax discs have long disappeared from windscreens, and more and more people now choose to pay with parking apps instead of fumbling for small change, but up until six months ago we were still asking residents to display a paper permit every time they visited one of our tips. </p><p>Alongside this, although residents could apply for a permit online, the rest of the
process after they clicked Submit was manual and there was therefore a
cost to administering every application and to print and post a paper
permit. With an added delay due to the snail mail, the whole process felt a bit 20th Century.</p><p>So on 30 November 2021 we launched a new online tip permit. </p><p></p><div style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjjbc9pDNxKl9A0lTqkwjdZAT5VDsf37ZAq4FnYgkX1kTqZJO4SnaRxvLmBj3gijsHKlOJgDNGsDjOmUxH74F4oedKXLL7D1C0PNaF7f2KqDDc1QKfYraKB-Y9ANk8sKq2od_1A5ehiRIgwKc4K24zjep1YEFKLAxRE3XNk6MgdgVSI2Ylzlc8BWwHF/s1034/permits.PNG"><img border="0" data-original-height="379" data-original-width="1034" height="234" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjjbc9pDNxKl9A0lTqkwjdZAT5VDsf37ZAq4FnYgkX1kTqZJO4SnaRxvLmBj3gijsHKlOJgDNGsDjOmUxH74F4oedKXLL7D1C0PNaF7f2KqDDc1QKfYraKB-Y9ANk8sKq2od_1A5ehiRIgwKc4K24zjep1YEFKLAxRE3XNk6MgdgVSI2Ylzlc8BWwHF/w640-h234/permits.PNG" width="640" /></a></div>Created with our digital platform vendor we essentially allow users to search the DVLA’s database of vehicles and create a permit for up to three vehicles.<br /><br />The new permits were styled similarly to the old to create a sense of continuity between the two, but unlike the old, the new permits are viewable and editable through the user’s My Account on our website.<br /><br />Creating a new permit automatically registers those vehicles with the Automatic Number Plate Recognition (ANPR) system on the gates of each tip and updates this when they amend the vehicles on their permit.<br /><br />Unlike the previous process there’s no administration required for the majority of applications (applications for commercial and hire vehicles are still reviewed, but through the digital platform), and those permits are issued instantly giving access to the tip straight away.<br /><br />In the following six months we’ve had over 27,000 permit applications with 96% of people choosing to do this online. We also offer an assisted service over the phone for residents who don't want to use the online service which was taken up the remaining 4% of those applying for a permit.<br /><br />Not only do the new permits help to meet the expectations of our residents, they’re far more efficient to issue and manage, so you could say our digital tip permits are far from rubbish.<br /><br /><p><br /></p>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-78098434835358837832021-03-28T12:05:00.010+01:002021-03-28T12:13:30.751+01:00Digital working isn't binary; this is not the new normal.<p>The move to a reasonable percentage of the population working from home was sudden and unplanned, for very good reasons, and the ensuing discussion that started almost from day one around both the benefits and disadvantages continues.</p><p>There are two things to remember when contributing to the debate.</p><p>Firstly, and similar to almost every other topic, your personal circumstances will influence your viewpoint. </p><p>You may be a property investor suddenly sitting on a portfolio of empty office blocks, or a commuter saved the expense travelling five days a week, every week. You may be someone concerned about climate change (and if you're not, why not) who can see that reducing unnecessary travel is not only better for people, but for the planet too. </p><p>You may be a parent for whom home working enables you to contribute to more family life, or perhaps someone who thinks a move to home working has enabled you to get away with doing less, although in that case I'd argue it's poor management rather than home working which has enabled that to happen.</p><p>In short, what works well for you, may not work well for everyone.</p><p>Secondly, this is not the new normal. Our homes being our primary place of work and and leisure seven days a week for months on end is not normal. The closure of WiFi enabled places to meet and work such as libraries, coffee shops and cafes is not normal. Not seeing many of your team members face-to-face for a whole year is not normal.</p><p>Some of the negatives expressed around home working are as a result of these temporary factors, not home working itself.</p><p>So I write this with both those factors in mind, following a year that has seen my team and I work from home 99% of the time, but also be the most productive we've ever been. Many people in public service are in a similar position, but to conflate the two statements without proper analysis I think is premature. </p><p>Given the circumstances of the past year I've no doubt that it would have been the busiest for many public servants across the country even if they had been in the office 100% of the time. </p><p>Yes, home working probably has contributed to greater productivity, but there's a long way to go and to declare how we've worked in lockdown a success and the only way forward is premature.</p><p>Much like publishing a PDF on website and calling it digital transformation, moving meetings from face-to-face to Zoom or Teams and declaring it the new way of working ignores the benefits that might be achieved from rethinking how things happen around the digital platforms and tools available to workforce. </p><p>Beyond that though organisations need to take a holistic view about the future of their workplace, and it's worth remembering that some things just work better face-to-face, particularly creative tasks that involve a multidisciplinary team coming together.</p><p>Tomorrow is 29 March 2021 and England sees the start of the measured lifting of restrictions. </p><p>As organisations and their staff start to change how they work again, remind yourself that the past twelve months weren't the new normal, that home vs office working shouldn't be a binary choice and that there are benefits to both, and most of all that just moving meetings online isn't a new way of working.</p><p>Society has once in a lifetime opportunity to rethink how we work over the next few months. For the benefit of employers and employees let's make the new, new normal the best it can be.</p>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-18176211911060994952020-05-03T17:30:00.003+01:002020-05-03T19:30:05.569+01:00Running remote council meetingsIn the past ten days we ran four council meetings completely remotely.<br />
<br />
This included our special Full Council meeting on 29th April, with over 40 councillors in attendance, you can watch it below.<br />
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<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/kBzDOAObiDk" width="560"></iframe><br />
We're using Zoom Webinars and live streaming through YouTube, but this piece isn't about the technology, it's about the wider approach we took to enable us to deliver fully remote council meetings.<br />
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Here's what we did:<br />
<h3>
Involved everyone from the start</h3>
It needed a team effort to enable this to happen. Officers from Democratic, Legal, IT, and Digital teams, and senior councillors were involved in various aspects, including research, drafting guidance, drafting policy, deciding which platform to use, deciding how that platform should be used, and testing.<br />
<h3>
Researched and built on existing knowledge</h3>
<div>
We'd already live streamed council meetings before <a href="https://www.youtube.com/watch?v=3V5XCNshYI4">starting in 2015</a>, and some councils were already ahead of us enabling remote meetings . This tweet by Peter Fleming, Leader of Sevenoaks District Council has some really useful advice</div>
<blockquote class="twitter-tweet">
<div dir="ltr" lang="en">
So after one <a href="https://twitter.com/SDC_newsdesk?ref_src=twsrc%5Etfw">@SDC_newsdesk</a> cabinet and a full council meeting on <a href="https://twitter.com/zoom_us?ref_src=twsrc%5Etfw">@zoom_us</a> and streamed on <a href="https://twitter.com/YouTube?ref_src=twsrc%5Etfw">@YouTube</a> I thought I would share just a few thoughts about how it went and four things to maybe think about if your council hasn't held virtual meetings yet <a href="https://twitter.com/hashtag/localgov?src=hash&ref_src=twsrc%5Etfw">#localgov</a> <a href="https://twitter.com/LGAcomms?ref_src=twsrc%5Etfw">@LGAcomms</a> <a href="https://twitter.com/CfPScrutiny?ref_src=twsrc%5Etfw">@CfPScrutiny</a> <a href="https://t.co/BSUzCqYUoG">pic.twitter.com/BSUzCqYUoG</a></div>
— PETER FLEMING, Esq. (@dmontfort) <a href="https://twitter.com/dmontfort/status/1253696296327749633?ref_src=twsrc%5Etfw">April 24, 2020</a></blockquote>
Councils like Worthing had already started running committees remotely<br />
<br />
<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/U0anCoD3e9Y" width="560"></iframe><br />
<br />
and <a href="https://twitter.com/pdbrewer">Paul Brewer</a> shared one of their trial run with us. The <a href="https://localgov.digital/news/2020/03/new-covid19-channel-launched">LocalGov Digital COVID19 channel on Slack</a> also proved invaluable.<br />
<h3>
Used current protocols</h3>
Your council will already have existing protocols in place to deal with some of the situations that might arise during a remote meeting.<br />
<br />
What if the Chair drops out and isn't present for example, what if the meetings become inquorate because too many councillors drop out and aren't present, what if an individual councillor drops out and isn't present for the whole debate?<br />
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Thankfully we haven't had to use them, but you should already have protocols in place if this were to happen in a face-to-face meeting; re-use and adapt them for remote meetings.
<br />
<h3>
Practise, practise, practise</h3>
Peter Fleming's video mentions this, but I can't stress highly enough the need to practice. IT and Digital ran practice runs, trying out the various features of the platform we chose. A wider group of officers worked with the Chair of each meeting to make sure they were happy with the platform and protocol.
<br />
<h3>
Iterated and improved</h3>
<div>
There are things we did differently from the first to the second meetings, like the "hosts" turning off their cameras once the meeting had started to make space on the live stream for others who were taking part in the meeting. </div>
<div>
<br /></div>
<div>
Having run four meetings remotely we'll be reviewing how they went in more depth next week as there are probably other things we might do better, even using the same platform and protocol.</div>
<div>
<h3>
Planed for the future</h3>
</div>
<div>
Things will change, restrictions will be lifted, but we don't know when and for who yet. We may find that some people who need or want to attend meetings can't straight away, because they still need to socially isolate. </div>
<div>
<br /></div>
<div>
The current <a href="https://info.westberks.gov.uk/climateconference">Climate Change Emergency</a> also means organisations should be looking to reduce unnecessary travel, and remote council meetings could be a small way to help achieve that.</div>
<div>
<br /></div>
<div>
<br /></div>
<div>
I hope this is useful. Get in touch on <a href="https://twitter.com/PhilRumens">Twitter</a>, or if you work in or are a member of a local government <a href="https://localgov.digital/membership">join LocalGov Digital</a> as I'd be interested to hear your approach please.</div>
<div>
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Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-50794828135128584402020-04-04T11:51:00.000+01:002020-05-15T11:07:30.615+01:00Creating modern librariesI've been formulating some thoughts about modernising libraries for while now, and this tweet from Neil Jefferies<br />
<blockquote class="twitter-tweet">
<div dir="ltr" lang="en">
Libraries looking to get back to "normal" after this. Realise that this may well be the new normal, the library needs to become a virtual rather than a physical space. Funders, this also means that digitisation is back on the map. Big time.</div>
— Neil Jefferies (@NeilSJefferies) <a href="https://twitter.com/NeilSJefferies/status/1245989388217188352?ref_src=twsrc%5Etfw">April 3, 2020</a></blockquote>
and a need to take my mind off current work around the coronavirus pandemic for a few minutes has given me added impetus to write about them.<br />
<br />
Whilst there's an obvious need for libraries to be digital, offering access to their catalogue, ebooks, and other services online, I disagree with Neil's view that they should become a virtual rather than a physical space. I do however think libraries need to change, and here's why.<br />
<br />
Let's start by asking, what are libraries' physical spaces currently utilised for the majority of the time?<br />
<br />
The answer to this is storing books; not lending books, but storing books and other physical media. Depending on their size they're warehouses or lock-ups for books that people can't (given most are closed the majority of the time) or don't look at.<br />
<br />
Those of you who regularly visit your local libraries would have probably noticed this already. The majority of people aren't browsing the shelves which take up much of the library, they're gathered in the remaining space, using the library's or their own device to access information or work.<br />
<br />
This is a 19th century model trying to adapt to needs of the 21st, and here's what I'd do to create a modern library.<br />
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I'm sure many librarians will be aghast at this suggestion, but let's get rid of the books. I'm a fan of books and I've even read a couple, so I don't mean do away with them altogether, but given libraries are really just storage spaces for books most people don't look at, let's store them somewhere else.<br />
<br />
A small selection of popular titles and current media would be retained in the library but everything else would be moved elsewhere, but close by. This means they can be requested on demand, online or in the library itself and available in a few hours, as books could be moved to and from the nearby store to or three times a day. This happens to some extent now anyway , as books move between libraries, so it's really just extending it to free up unused space.<br />
<br />
This means stock in the library is based on user need rather than a business need to store the books somewhere.<br />
<br />
So now we've freed up a large amount of the space in the library what are we going to do with it?<br />
<br />
The first would be more community events. I volunteer to help with a <a href="https://codeclub.org/en/">Code Club</a> in my local library which is heavily over subscribed. Even if you've only ever written a few lines of code do consider volunteering for Code Club. I recommend it and I've found nothing keeps you sharp like a bunch of ten year olds who need an answer to why their code isn't working, absolutely, this minute, right now.<br />
<br />
Events don't have to be tech based though, they could be more book groups, talks, demonstrations, and in a small number of cases they could be chargeable, which would help support the events that are free. This would keep local libraries as the thriving hub of communities and help to address the problem of their dwindling numbers due to funding cuts.<br />
<br />
The second is more access to the internet. Some of this will be allowing more physical space for people to use their own devices, some of this will be more devices for the public to use, but I think the most important would be, as the world moves from the physical to the virtual, more assisted digital resource.<br />
<br />
Pretty soon we won't be able to purchase things like a holiday or car insurance on the high street as it becomes economically unviable to offer services like those in person, so as a society we'll need to help out the digitally excluded even more. Some organisations like <a href="https://www.ageuk.org.uk/wandsworth/our-services/digipals/">Age UK have been doing this in libraries for years</a>, but more space and resource to do this means we leave less people behind.<br />
<br />
So whilst some aspects of libraries need to be digital or virtual, we don't need less physical space, we just need to utilise it in a way fit for the needs of today's society by creating modern libraries.<br />
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<script async="" charset="utf-8" src="https://platform.twitter.com/widgets.js"></script>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-33517592769084555132020-03-07T11:49:00.000+00:002020-03-07T11:54:08.207+00:00People are not your service, but neither are your formsA few years ago I was the discussing service redesign with a senior member of staff where I work.<br />
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Some of the services they managed were changing from delivery by a member of staff to self-service and online. There were other changes in the pipeline too and they joked, "there'll be none of my service left soon" as if they saw the services they managed as being defined by the people who delivered them.<br />
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This isn't the case of course, and whilst we should never downplay the role of dedicated staff who deliver a service, the service is the product of what is delivered, not who or what is delivering it.<br />
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Why am I telling something you probably already know?<br />
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Over the past couple of couple of years I've noticed some with a "digital mindset" have the same approach as my colleague, albeit about a different medium. I've seen some awful online services offered by central government and councils alike, and it's great we're starting embed a design culture in the public sector, but just as the creation GOV.UK was a big step forward, it's still just a website, not the service itself.<br />
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Yes, we still need to fix all the forms but I suspect within five years time more people will be talking to the internet than looking it for many functions your organisation offers, so adopting a front-end design system that solely focuses on how to present things visually isn't going to help you with than.<br />
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So when you're re-designing your service adopt a "many channel, one service" approach. Think, how will this form start the process that delivers the service, but also think how will a voice interaction and an artificial intelligence start that process too, to create a consistent approach across all your delivery channels.<br />
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As visual design systems become increasingly redundant over the medium term, remember, people are not your service, but neither are your forms.Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-70905219098226397682019-10-20T19:21:00.000+01:002019-10-20T19:21:09.081+01:00Despite discussions of more devolution you may see in the media, slowly but surely local government services are being centralised. In this piece I'll highlight a few examples, and suggest what this might mean for councils.<br />
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The first high profile service to be centralised under the GOV.UK banner was <a href="https://www.gov.uk/register-to-vote">Register to Vote</a>, or more accurately as it says underneath its page title, apply to register to vote. Whilst the creation of this service was good start, it doesn't meet the new Service Standard in that it fails point number eight which is "<a href="https://www.gov.uk/service-manual/service-standard/point-8-iterate-and-improve-frequently">Iterate and improve frequently</a>", and it arguably doesn't meet a few others too.<br />
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Because of this it's never really achieved it's full potential, and not only does it not meet a basic user need of telling people they don't need to register to vote, it creates additional unnecessary work for electoral registration teams in councils because you can register to vote as many times as you like, even if you're already registered to vote.<br />
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There are also plans to <a href="https://www.gov.uk/government/consultations/proposals-for-the-reform-of-the-annual-canvass">centralise some aspects of the annual canvas</a> too, which is the form you get through your door asking you to confirm who lives there every year. These haven't been approved by Parliament yet and may not be any time soon.<br />
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Probably the most contentious function which has been centralised comes under the umbrella of <a href="https://www.gov.uk/apply-universal-credit">Apply for Universal Credit</a>, which consolidates a number of benefits including Housing Benefit which was formerly administered by local government. Universal Credit can only be applied for online, and famously has a helpline that once cost up to 55p per minute to use.<br />
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Next there's <a href="https://www.gov.uk/apply-blue-badge">Apply for or renew a Blue Badge</a>, a service administered by local government with a new central government front end provided by the Department for Transport. The design and development of the new service involved local government with workshops across the country, and whilst the front end is under the GOV.UK banner, assessments are still carried out locally.<br />
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Similarly <a href="https://search-local-land-charges.service.gov.uk/">Search for local land charges</a> is being rolled out to councils across the country and replaces a council managed front end, however councils will still conduct searches.<br />
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Perhaps the most ambitious centralisation is <a href="https://www.gov.uk/government/consultations/street-manager-and-street-works-permit-scheme-changes">Street Manager</a> set to launch next year. It's not 100% clear which services will be offered through this, however it's suggested that permits for things like placing traffic lights on a highway and carrying out works on a highway will be included. The main reason for the introduction of Street Manager is the creation of a central, up to date database of roadworks, which is a great idea but something already provided by <a href="http://one.network/">one.network</a>.<br />
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There are functions that form part of services, <a href="https://www.payments.service.gov.uk/">Pay</a> and <a href="https://www.notifications.service.gov.uk/">Notify</a> for example, which are seeing increased an take-up by councils and fit in with a more <a href="https://www.youtube.com/watch?v=BbbdHJS2t8I">modular approach to delivering digital services</a>. We won't dwell on <a href="https://identityassurance.blog.gov.uk/tag/local-authorities/">Verify for local authorities</a> though, which highlighted some of the inadequacies of the product, and the bureaucracy around the way the Government Digital Service works.<br />
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So what do these examples mean for the bigger picture?<br />
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Given the delivery of council services is increasingly shifting online, then this centralisation does not just involve decommissioning functions of council websites, it's actually re-designing how local public services are delivered.<br />
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This isn't necessarily a bad thing. For example it might stop hundreds of councils procuring the same thing and re-badging it. Take planning applications for example, where same product has been procured and <a href="https://planning.wigan.gov.uk/online-applications/">over,</a> and <a href="https://pa1.swindon.gov.uk/publicaccess/">over</a>, and <a href="https://pa.eastlothian.gov.uk/online-applications/search.do?action=simple&searchType=Application">over</a>, and <a href="https://boppa.poole.gov.uk/online-applications/">over</a> again. Something similar to Street Manager but for planning could save millions each year.<br />
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The main problem with this centralisation is that it doesn't seem to be driven by a strategy or roadmap, and therefore it's difficult for councils to incorporate this work into their own strategy. Because of this, if we are to continue down the route of increasing centralisation, local government needs more of a say in how this progresses, not least because of done correctly there's huge potential for creating cheaper services.<br />
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We need to have a proper discussion about this and I'll be running a session at <a href="https://www.eventbrite.co.uk/e/localgovcamp19-tickets-69727862915">this year's LocalGovCamp</a> on 15th November in Birmingham, if I don't see you there, they'll be other ways to contribute through <a href="http://localgov.digital/">LocalGov Digital</a>.Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-7837205738421579372019-09-22T12:37:00.002+01:002019-09-22T18:28:27.082+01:00Digital strategy reading list<span style="font-family: "arial" , "helvetica" , sans-serif;">I'm putting together the outline of a new digital strategy for my organisation. I have a good idea of what should be included, but to help me to refine this and to fill the gaps, I've been reading the following to inform my thinking:</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">My organisation's Council Strategy</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://info.westberks.gov.uk/strategyandperformance">https://info.westberks.gov.uk/strategyandperformance</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">The most important of the lot. What the administration and leaders of my organisation want everyone to deliver, and what every strategy underneath it should be informed by.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">The Local Digital Declaration</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://localdigital.gov.uk/declaration/">https://localdigital.gov.uk/declaration/</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">My organisation signed up to the commitments in the Declaration, this strategy will help us deliver them.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">The Technology Code of Practice:</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://www.gov.uk/government/publications/technology-code-of-practice/technology-code-of-practice">https://www.gov.uk/government/publications/technology-code-of-practice/technology-code-of-practice</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">One of the commitments of the Local Digital Declaration is (where appropriate) every new IT solution procured must operate according to the Code.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;">The Government Service Standard: </span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://www.gov.uk/service-manual/service-standard">https://www.gov.uk/service-manual/service-standard</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">One of the commitments of the Local Digital Declaration is each service we transform should be informally tested against the Standard to help teams to create and run great public services.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Other council strategies, for example Croydon's</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://www.croydon.gov.uk/democracy/dande/policies/digital-strategy-2019-2024/foreword">https://www.croydon.gov.uk/democracy/dande/policies/digital-strategy-2019-2024/foreword</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">There are lots of good local government digital strategies already out there. Whilst they won't all align with my organisation's aims, it's good to stay informed of what other councils are doing.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Technical guides, like Hackney's API playbook</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://github.com/LBHackney-IT/API-Playbook">https://github.com/LBHackney-IT/API-Playbook</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">Technology is an enabler for delivering </span><span style="font-family: "arial" , "helvetica" , sans-serif;">digital </span><span style="font-family: "arial" , "helvetica" , sans-serif;">services. Keeping up to date an in ever evolving world is vital.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Office of National Statistics and Ofcom reports, for example:</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://www.ons.gov.uk/peoplepopulationandcommunity/householdcharacteristics/homeinternetandsocialmediausage/articles/exploringtheuksdigitaldivide/2019-03-04">https://www.ons.gov.uk/peoplepopulationandcommunity/householdcharacteristics/homeinternetandsocialmediausage/articles/exploringtheuksdigitaldivide/2019-03-04</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">and</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://www.ofcom.org.uk/research-and-data/multi-sector-research/cmr">https://www.ofcom.org.uk/research-and-data/multi-sector-research/cmr</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">Statistics won't give you a full picture, you need to talk to users for that, but they are useful in supporting a case to do something.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Reports published by private sector organisations, such as Deloitte</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://www2.deloitte.com/us/en/pages/technology/articles/technology-consulting-tech-trends-collection.html#%C2%A0">https://www2.deloitte.com/us/en/pages/technology/articles/technology-consulting-tech-trends-collection.html# </a></span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">So what have I missed from the list, what have you been reading to inform your digital strategy? Please let me know by adding a comment, or reply to the tweet below.</span><br />
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<div dir="ltr" lang="en">
Hi. I'm putting together the outline of a new <a href="https://twitter.com/hashtag/localgov?src=hash&ref_src=twsrc%5Etfw">#localgov</a> <a href="https://twitter.com/hashtag/digital?src=hash&ref_src=twsrc%5Etfw">#digital</a> strategy.<br />
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Here's what I've been reading to inform it: <a href="https://t.co/16FlKnSt67">https://t.co/16FlKnSt67</a><br />
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So what have I missed from the list, and what have you been reading to inform your digital strategy?</div>
— Phil Rumens (@PhilRumens) <a href="https://twitter.com/PhilRumens/status/1175736750683164672?ref_src=twsrc%5Etfw">September 22, 2019</a></blockquote>
<script async="" charset="utf-8" src="https://platform.twitter.com/widgets.js"></script>Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com2tag:blogger.com,1999:blog-3216662414519747282.post-75144289363596299242019-07-06T13:51:00.000+01:002019-09-22T17:19:43.560+01:00Collaborative silos and history repeatingI've been thinking about, doing, and sharing collaboration in the public sector for around fifteen years. One thing I've learnt in this time is that things go in cycles, and different people will try and solve the same problem, the same way, over and over again.<br />
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This week the Local Government Association (LGA) launched its <a href="https://khub.net/web/tiex/resources">Transformation and Innovation Exchange</a> and FutureGov launched a library of <a href="https://patterns.wearefuturegov.com/">Service Patterns for Local Government</a>; a couple of weeks ago Nesta announced it was starting its <a href="https://www.nesta.org.uk/project/upstream-collaborative/">Upstream Collaborative.</a><br />
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The Transformation and Information Exchange now sits alongside the Ministry for Housing, Communities and Local Government's (MHCLG) database of <a href="https://localdigital.gov.uk/fund/projects-submitted/">Local Digital Projects</a>, <a href="https://pipeline.localgov.digital/">LocalGov Digital's Pipeline</a>, revitalised by Hackney and now supported by the <a href="https://www.londoncouncils.gov.uk/who-we-are/london-office-technology-and-innovation-loti/press-release">London Office of Technology and Innovation</a>, MHCLG, Hackney and others, the LGA's own <a href="https://www.local.gov.uk/our-support/efficiency-and-income-generation/shared-services/shared-services-map">Shared Services Map</a>, and many others.<br />
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Service Patterns for Local Government in some part replicates the <a href="https://design-system.service.gov.uk/">Government Digital Service's Design System</a>, and duplicates some of the aims of <a href="https://www.jadu.net/library/directory/1/library">Jadu's Library</a>, <a href="http://www.channelshift.guru/digital-services-library/">IEG4's Digital Services Library</a> and other similar resources.<br />
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The Upstream Collective is another group, network or association alongside the<a href="https://www.solace.org.uk/"> Society of Local Authority of Chief Executives,</a> <a href="https://socitm.net/">the Society of IT Managers</a>, the Local CIO Council,<a href="http://localgov.digital/"> LocalGov Digital</a>, <a href="https://www.oneteamgov.uk/">One Team Gov</a>, and others, who already have programmes, initiatives and other work to enable collaboration in local government.<br />
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So why do we keep creating new silos and platforms in the name of collaboration?<br />
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Why do we keep doing the same thing over and over again and hoping we'll get different results?<br />
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The reasons are many, some political, for example perhaps because of an imperative to be seen as an organisation that's leading change, but if you're just rehashing what been tried before, you're not leading.<br />
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Some reasons are commercial, being seen to be forward thinking but with a commercial agenda. There are however many people in the private sector who genuinely want to improve local public service delivery, and given those working in the public sector take a wage and therefore benefit financially themselves, let's not get too puritanical about this.<br />
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So far this piece has been fairly negative, so I want to end on a positive because in the past year I think the catalyst which will enable collaboration between councils has been proven, and there's probably little surprise that it's money.<br />
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An offer of part of the £7.5 million Local Digital Fund generated <a href="https://localdigital.gov.uk/fund/projects-submitted/?keyword=&type=eoi&stage=&status=&service=">384 expressions of interest</a>. As you'd expect, the quality varied, but having read through <a href="https://localdigital.gov.uk/funded-projects-local-digital-fund-round-one/">the 16 projects that were funded</a>, many have the potential to change how councils deliver services. For example <a href="https://localdigital.gov.uk/funded-projects-local-digital-fund-round-one/gov-uk-pay-as-a-viable-alternative-e-payment-provider/">changing how councils take payments</a>, how councils <a href="https://localdigital.gov.uk/funded-projects-local-digital-fund-round-one/open-community-data-standards-for-local-community-based-services/">manage and deliver information about community services</a>, or <a href="https://localdigital.gov.uk/funded-projects-local-digital-fund-round-one/open-community-data-standards-for-local-community-based-services/">using AI through chatbots</a> to ensure council services are designed to support the ongoing move away from accessing the internet via screens to voice.<br />
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Of course it's not just money, it's money spent in the right way, ensuring councils work together to deliver outcomes in an agile way, to meet user needs.<br />
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So if you're thinking of building a platform to aid collaboration, or if you're having conversations about how to redesign the local delivery of public services at whatever level, please don't create another collaborative silo, research what already exists and which of the expected outcomes it did and didn't deliver. Above all though, think how projects or other collaborative work will be funded, or, in the words of Shirley Bassey, it's all just a little bit of history repeating.
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Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com1tag:blogger.com,1999:blog-3216662414519747282.post-61517057028458999392019-05-20T20:25:00.000+01:002019-05-20T20:26:27.908+01:00Data speed meets business need<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiOw6-2J70TKOjRvY04qtqYpExZ9cwdXAqvoNUT0jgmV1jD02mhg6XDbhYkZnYzvFU1neBawZiP2JGR5tZqqq4UbYxm9tEKN19x6xqppmGEVMzSqjmu8r-5pRTCtKssJiWu9aDN6RZHjEU/s1600/speed-164063_960_720.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="640" data-original-width="960" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiOw6-2J70TKOjRvY04qtqYpExZ9cwdXAqvoNUT0jgmV1jD02mhg6XDbhYkZnYzvFU1neBawZiP2JGR5tZqqq4UbYxm9tEKN19x6xqppmGEVMzSqjmu8r-5pRTCtKssJiWu9aDN6RZHjEU/s400/speed-164063_960_720.jpg" width="400" /></a></div>
Shortly after the 2019 local government elections in England, Dan Slee posed a question in his excellent article, <a href="https://danslee.wordpress.com/2019/05/03/poll-closed-why-is-it-so-hard-to-find-out-election-results/">why is it so hard to find out election results</a>.<br />
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I'd been meaning to write something about why the speed of data reporting (how quickly and frequently data gets updated and published) varies. and in doing this I can also try to answer Dan's question too.<br />
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In almost all cases the speed of data reporting operates at the need of the business, not the end user. Sometimes these are the same, in the case of local government elections they're not. That's why it's so hard to find out election results until days after an election.<br />
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On the night the best place to find results was a news organisation's website, radio or TV channel, for example <a href="https://election.news.sky.com/england-local-council-elections-26">Sky News</a>. Why? Because their business model is built around getting you the facts as quickly and as accurately as possible, and in the case of a commercial news organisation having a reputation for doing this well means selling more advertising and therefore generating more income.<br />
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Local government's business model on the other hand, whilst it does need accurate results, doesn't require them quickly other than at the election count itself. In fact it can take weeks for the wheels of electoral democracy to stop turning and a new leader and council is in place.<br />
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So if you want the fastest, most accurate data news organisations are always the place to go right? Well, no actually. There are other types of organisation that are even faster. Take sports results for example.<br />
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Websites and TV channels like those of <a href="https://www.skysports.com/live-scores">Sky Sports</a> offer up to the minute data on a wide variety of sports, however betting companies such as <a href="https://www.betfair.com/sport">Betfair</a> offer up to the second results on a wider range.<br />
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This is because betting companies and make (and lose) money based on having the most up to date and accurate data on every market they offer. Similar, share trading sites offer up to the second information on markets around the world,<br />
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So back to Dan's question, why is it so hard to find out election results on the night, it's because the business model of local democracy is slower than both the media, and betting and share trading companies.Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com2tag:blogger.com,1999:blog-3216662414519747282.post-82581901133172793002019-04-03T14:55:00.001+01:002019-04-03T22:48:06.889+01:00Standards and interoperability in social careWork on standards and interoperability in social care to enable better sharing of data across the public sector has been ongoing for years.<br />
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What that means in real terms is being able to provide better, cheaper services by stopping duplication and securely sharing information in and across public sector organisations such as councils and the NHS.<br />
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What's important to remember is that IT systems and data are there to support a service, and if services are different, then the schema for data and the IT systems which support the service will be different. <br />
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Even when there’s specific legislation such as GDPR, local interpretation can be different, and where there isn’t legislation service delivery can vary even more. So the challenge is really how do we influence the interpretation of legislation where it exists and the overall delivery of services, because only then will we really start to solve this problem.<br />
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Whilst this is often posed as a digital or IT problem, it’s a human issue not a technology one, and the real challenge is how we successfully make the case for standards and interoperability to the decision and policy makers in public sector organisations.<br />
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To do this we need to understand why policy makers have interpreted the same legislation or designed their services differently. Was this a political decision, was it based on finances, was it based on local user needs, and what other factors have influenced their local policy. If this is known we'll be able to frame why standards and interoperability can create better services and promote what's in it for each organisation and individual roles within it.<br />
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IT systems and data are a solution to a problem and what I think we should be asking are not questions such as “how might we better influence social care system vendors to support effective information adoption”, but “how do we build more consistent services across local government”, because only then will we really start to see common standards and system interoperability emerge in social care.Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com1tag:blogger.com,1999:blog-3216662414519747282.post-26224239910521872692019-03-23T11:17:00.001+00:002019-03-23T13:31:52.358+00:00Technology is easy, culture is hardAs statements go, "technology is easy, culture is hard" is neither original nor totally accurate. It was however the catalyst for the first Digital by Design Day, held yesterday at my place.<br />
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<b>Technology isn't easy, but it's getting easier.</b><br />
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Creating a new digital service is a bit like baking a cake. In the well stocked cupboards below I need ingredients from three shelves and a couple of things from outside, in the fridge.<br />
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It's not as easy as throwing things together in a bowl and hoping for the best, there's some knowledge and skill involved, but following the right recipe, and with the right ingredients success can be achieved.<br />
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Building a digital service is similar. Start with the right ingredients, or technical capabilities (some are shown below) and the right recipe, and with knowledge and hard work you can create a great service.<br />
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For example using forms, integration, email, BPN and our line of business waste system we've automated over 7,500 requests per year for a replacement bin.<br />
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<b>Culture is hard, but perhaps not has hard as it seems</b><br />
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As technology gets easier, if your organisation isn't constantly improving, the gap between what's possible and the status quo widens.<br />
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Yesterday we ran two workshops, one on simple but effective user research techniques and the other on service re-design. For the latter we asked staff to choose an existing process, write a Post-It for each step, and see how many they could remove if they re-designed the service.<br />
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Obviously this isn't proper service design, it's just a bit of fun to get people thinking, but in two cases staff managed reduce a 10+ step process down to two or three steps by using technical capabilities and managing user need around expectation.<br />
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On Monday I'll be starting to look at the next steps and how we build on the enthusiasm of yesterday, perhaps creating a network of digital or service redesign champions in the organisation. Today I'm happy that changing the culture of my organisation seems a little easier than it did twenty hour hours ago.<br />
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Huge thanks to support from <a href="https://twitter.com/arcusglobal">Arcus Global</a>, <a href="https://twitter.com/GOSSInteractive">Goss Interactive</a> and <a href="https://twitter.com/IEG4">IEG4</a>, <a href="https://twitter.com/psfnick">Nick Hill</a> for organising the day and to <a href="https://twitter.com/BigMcDigital">John McMahon</a>, <a href="https://twitter.com/benunsworth">Ben Unsworth</a>, and <a href="https://twitter.com/RichSmiths">Richard Smith</a> for their talks on technology, user centred design, and user research.Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0tag:blogger.com,1999:blog-3216662414519747282.post-76380544085110370312019-02-22T10:49:00.005+00:002019-02-26T12:30:11.117+00:00How is Pipeline helping to fix the plumbing?LocalGov Digital is the association for professionals working in and around local government digital, of which I'm currently Chair. We're the voice of local government digital practitioners and offer a range of services to <a href="https://pipeline.localgov.digital/">our members</a> for free, to aid collaboration between councils to help deliver better, cheaper services. One such service is <a href="https://pipeline.localgov.digital/">Pipeline</a>.<br />
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Back in 2013 I wrote about <a href="http://philrumens.blogspot.com/2013/08/kick-starting-innovation-in-local.html">a Kickstarter for Local Government</a>.<br />
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The idea was to kick start collaboration between councils by creating a platform on which could councils could publish details of the projects they were working on, and update people as they progressed. Its aim was to stop duplication; doing the same thing separately in hundreds of councils across the country, and therefore reduce waste and cost across the sector.<br />
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In 2014 I created the first iteration of Pipeline built in C# on an open source wiki, and quickly roped in <a href="https://twitter.com/BforBen">Ben Cheetham</a> to help develop it with me.<br />
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The initial response was great, with over <a href="https://philrumens.blogspot.com/2014/10/pipeline-first-fifty.html">50 councils signing up to the alpha</a> and adding their projects, and whilst Pipeline demonstrated a desire for collaboration across local government, a gradual decrease in its use also showed that without continued development and support, initiatives such as this won't achieve their full potential.<br />
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Doing the hard work to maintain interest in an initiative was the theme of <a href="https://philrumens.blogspot.com/2010/10/nothing-from-nothing.html">my first ever blog post</a> and without resource to keep promoting Pipeline, in 2016 and 2017 use declined further.<br />
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In 2018 <a href="https://blogs.hackney.gov.uk/hackit/pipeline">Pipeline was resurrected by Hackney</a>, who invested their time and money in bringing it back to life, developing it to include portfolio management too. Pipeline's activity feed used to show sporadic updates over a month or so, now some days it just about fits in the activity of one day. This wouldn't have happened without investment from Hackney.<br />
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Which brings us to 2019, where the Ministry of Housing, Communities and Local Government (MHCLG) have <a href="https://www.digitalmarketplace.service.gov.uk/digital-outcomes-and-specialists/opportunities/8886">committed up to £80k</a> to develop Pipeline further. If you're a member of LocalGov Digital then I suspect they'll want to hear from you, so <a href="https://localgov.digital/">keep an eye our website</a> for any opportunities to get involved in shaping Pipeline.<br />
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From a side project to create a tool to aide collaboration, to a service used by councils to collaborate on their portfolios of work, I'm enthusiastic about the future for Pipeline. The more councils get involved, the more value to the sector, so if you haven't already, please do and help LocalGov Digital to facilitate the creation of better, cheaper local public services.Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com14tag:blogger.com,1999:blog-3216662414519747282.post-51962699580598632832018-11-14T11:24:00.002+00:002018-11-14T11:35:41.004+00:00Building booking capabilities<div>
As a general rule, legacy lock-in and monolithic IT can stifle innovation and make change harder.<br />
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You're tied to the road map of one supplier to deliver a whole service, to which you're just a single customer often amongst hundreds. Sometimes this isn't all bad, particularly for a general function such as as finance or HR where there are many mature products on the market, but not often.<br />
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One alternative is to build your own services from the ground up. For example around 10 years ago we created our own <a href="http://www.westberks.gov.uk/reportaproblem">fault reporting service</a> in C# .NET through which between 60% and 70% of requests for service about the roads and countryside are now raised. Since then products such as <a href="https://www.fixmystreet.com/">Fix My Street</a> have evolved and we were one of the first councils in the UK to create an <a href="http://www.westberks.gov.uk/webservices/open311.asmx">Open311 Service</a>.<br />
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The problem with building your own service from scratch is it takes time and resource. Just adding a couple new fields can take days of coding, testing and deploying.<br />
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So if old-school IT is inflexible, and building your own from scratch is costly, is there a better way?<br />
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Over the past couple of years we've been putting together a collection of technical capabilities with which to create new digital services. Our digital armoury now includes a drag and drop forms builder, GIS and Google maps, an API server, a booking platform, a search engine, a payment platform, a workflow engine, an email server, an SMS service, and more.</div>
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This approach isn't a new idea, nor is the idea mine. In fact <a href="https://www.youtube.com/watch?v=BbbdHJS2t8I">this video from 2013</a> is probably more relevant now than it was then, as technical capabilities such as the ones I've listed before are more available and easily consumable.<br />
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We've already taken this approach this for other services, for example this year we automated thousands of requests which would have been re-keyed by staff, by integrating front-end forms with our back-office waste system, but this week sees the launch of something new.<br />
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Across our organisation there are spaces and equipment that can be booked by the public. Rooms, halls, sports pitches and courts, and so on. In all cases the user had to phone or email to book and pay for them, until today.<br />
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Because today we took one of many very small steps forward, as now you can <a href="https://www.westberks.gov.uk/advicepointbook">book one room online</a>.<br />
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This is hardly revolutionary stuff, but behind the scenes we've been doing the hard work to make the booking easy. We've used our forms builder, workflow engine, booking platform, payment platform and email server to make this scalable.<br />
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In three weeks we'll have added two more rooms, in two more weeks three tennis courts, another two weeks and we'll have added an all weather football pitch, and so on. Once we've included everything currently bookable, we'll create digital services to leverage assets where the overhead of manually administering the process has previously precluded them.<br />
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Taking this approach will allow us to move forward and upscale at pace, creating better services for our users, saving staff time and generating additional revenue. If you're re-designing public services I suggest you investigate whether it would work for you.<br />
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Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com1tag:blogger.com,1999:blog-3216662414519747282.post-25305742665867634482018-10-27T09:54:00.003+01:002018-10-27T14:05:30.991+01:00Doing a few good things wellIn September the Ministry for Housing, Communities and Local Government (MHCLG) invited expressions of interest (EoI) from councils, in their £7.5m Local Digital Fund. This week MHCLG released details of the EoIs they received, and you can <a href="https://localdigital.gov.uk/fund/projects-submitted/">see all 389 here</a>.<br />
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An unintentional outcome of the volume of EoIs MHCLG received is that collectively they serve as a snapshot of the current state of digital and transformation in local government. David Neudegg tweeted this great summary of them as a whole:<br />
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An interesting and illuminating list of proposals that highlight the current variation of levels of understanding of digital across the sector <a href="https://t.co/PbGPB6w2nU">https://t.co/PbGPB6w2nU</a></div>
— David Neudegg (@PublicaMD) <a href="https://twitter.com/PublicaMD/status/1055773623401828353?ref_src=twsrc%5Etfw">October 26, 2018</a></blockquote>
<script async="" charset="utf-8" src="https://platform.twitter.com/widgets.js"></script>I've taken a look through many of the EoIs and they seem to fall into fall into four categories:<br />
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<b>1) Things that shouldn't need funding</b><br />
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LocalGov Digital was formed in 2012, in part to aid collaboration across local government. Since then it's become a national network to share good practice and ideas. If I'm starting anything new including writing a strategy <a href="https://localgovdigital.slack.com/">LocalGov Digital's Slack team</a> is the first place I'll start, to research what's already been done by others.<br />
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Alongside this there are other organisations such as the <a href="https://www.socitm.net/">Society of IT Managers</a> and the <a href="https://www.local.gov.uk/digital-transformation-programme">Local Government Association</a> which aim to do the same. There's also the <a href="https://khub.net/">kHub</a>, <a href="https://twitter.com/">Twitter</a>, <a href="https://www.linkedin.com/">LinkedIn</a> and <a href="https://pipeline.localgov.digital/">LocalGov Digital's Pipeline</a>.<br />
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Given all these already exist, to see councils bidding for money to create platforms to collaborate on strategies and documentation is a bit disappointing. The simple solution is to get involved with one or more of the existing networks.<br />
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<b>2) Things that shouldn't be funded by MHCLG</b><br />
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There's quite a few of these and they fall into two main sub-categories.<br />
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Things that already exist, for example an open source Content Management System (CMS) for councils. This was done 15 years ago and called <a href="https://aplaws.org/ccm/navigation/community/">APLAWS</a>, and again less than 10 as the <a href="https://our.umbraco.com/packages/starter-kits/localgov-starter-kit/">LocalGov starter kit for Umbraco</a>. In addition open source CMS such as Wordpress and Drupal are currently being used by councils including <a href="https://new.devon.gov.uk/reworkdevon/2012/11/14/wordpress-as-a-corporate-cms/">Devon</a> and <a href="https://www.drupal.org/bracknell-forest-council">Bracknell Forest</a>.<br />
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Quite a few other EoIs are things that are individual to a single authority. For example a few councils expressed an interest in improving the taxonomy or design of their individual websites. Another wanted to procure a state of the art video conferencing suite, another had procured a customer account "portal" and wanted to work out why no one was using it. That's another blog post in itself.<br />
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<b>3) Business as usual</b><br />
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Quite a few EoIs were things that councils would be already be doing if they had the right combination of time, money, technology or personnel. Many were core digital transformation tasks including re-designing processes for the internet-era, to create better and cheaper services.<br />
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From highways, to planning, to adult social care, it seems there's still a huge task across the country to transform how councils deliver services.<br />
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<b>4) Emerging technology</b><br />
<b><br /></b>The last category of EoIs involved things to come. These were almost all exclusively combinations of chatbots, artificial inteligence and voice. It's a direction in which all councils should be heading, but it's not really fixing the plumbing, more like incorporating something like <a href="https://nest.com/uk/thermostats/">Nest</a> into your heating.<br />
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There's an argument to say councils should resolve the basics before embarking on tech research and development, and another to say that this sort of approach might help solve some of the existing problems.<br />
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When promoting the Local Digital Fund MHCLG used the phrase <a href="https://twitter.com/search?f=tweets&q=%23fixtheplumbing">Fix the Plumbing</a>, which I take to mean solving the basics first.<br />
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Anyone involved in managing digital transformation will know it can at times be an exercise in keeping an ever increasing number of plates spinning. With potentially hundreds of projects, MHCLG have an entire crockery set, so for the next round of funding I would take a different approach.<br />
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Do a few good things well.<br />
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Perhaps have one project to enable all councils to use GOV.UK Pay, another to enable all councils to move to paperless offices across their organisation, and that's it.<br />
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One only has to look at the organic uptake of GOV.UK Notify to see that a more structured approach towards using common GaaP capabilities would really help councils.<br />
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Whatever happens it's step in the right direction and shows there's a huge desire to collaborate and to improve local public services. Well done to MHCLG for all their hard work so far.<br />
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<br />Phil Rumenshttp://www.blogger.com/profile/03688995854225621361noreply@blogger.com0