Digital Leadership Key priorities

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1 Digital Leadership Key priorities Topics 1. Digital as enabler of economic growth, prosperity and liveability in our places. a. Make the infrastructure of our places smart b. Promote the growth of the digital sector of the economy c. Use digital to connect people and communities in a useful and social way 2. Digital as catalyst for world-class public service transformation. a. Make digital central in the implementation of major public sector reform b. Make information sharing play a central role in integrating public services. c. Make our business processes and models digitally excellent 3. Digital as vehicle for the radical re-definition of the relationship between the citizen and the state. a. Harness new technologies for public services which are driven by citizens i. Eg. Wearables, geo-location, 3D printing and additive manufacture, driverless cars b. Design services with the user experience at the centre c. Use technologies that put people in control of their places and services 4. Digital leadership skills, capacity and capability for the future a. Create digital leaders in local government b. Develop digital capability in the workforce c. Recruit for digital excellence 5. Digital by design/default infrastructure and inclusion a. Identifying purpose and context b. Promoting digital inclusion digital by design or default? c. Laying down the technical, as well as social, infrastructure Further details on each of these priorities can be found in Annex A Scope We need to establish what Solace can bring to these discussions? What is the unique selling point of the Society in these discussions? Primarily, Solace is a leadership network for local government Leadership concerns: leadership qualities in senior management and politicians workforce skills recruitment How will we address these items? And local government does: Children s Services Adult Social Care Economic Development Housing Communities Local democracy How will we focus on these topics?

2 Annex A 1. Digital as enabler of economic growth, prosperity and liveability in our places. Encouraging and promoting the growing digital sector of the economy - Is our education system (formal and informal) preparing people to make the most of the new jobs and opportunities being unlocked? In particular, is the compulsory school system fostering the necessary skills and excitement in young people? - Do our authorities take the same care to build relationships with, support and encourage the digital sector in the local economy as they do other sectors? Don t want to smother and bureaucratise innovation but do want to support where possible and have on side. - Do our own organisations model that openness and encouragement? What about our commissioning/procurement systems for example? Digital as a tool to promote civic connections and participation - What does placemaking look like in non-physical spaces? We spend significant time in planning and economic development thinking about how the physical environment can shape lives. What would digital planning look like? - Where can we make realistic, strategic interventions to promoting thriving digital social spaces? Again, not about bureaucratised or controlling approaches about trying to facilitate connections and bring partners together - What role can digital spaces play in combating social isolation and loneliness a new mechanism for fostering and building social contacts (and challenging the lazy equation of digital with antisocial ) Infrastructure and access - What would it look like if we were serious about catching up with the best in the world (i.e. South Korea) with regard to digital infrastructure? Super-fast broadband, widely available public wifi etc etc - What role can we play in making this happen? Widespread infrastructural change a 10 year goal, how can we model this and drive it from the ground up? - Again how can we ensure we model this behaviour? Do all council buildings have public wifi and spaces to meet and work? Managing economic disruption - How can we support our communities through the almost inevitable disruption to many industries which are likely to continue and become more rapid? (education, social support etc) - How can we foster resilience and adaptability in our places and ensure there isn t over-reliance on any one industry or sector (no matter how strong it might look). - About moving from a model with sudden, large-scale employment disruptions (e.g. factory closures) to more systematic, regular shifts

3 2. Digital as catalyst for world-class public service transformation Make digital central in the implementation of major public sector reform. o Digital as a significant enabler of these reforms o Example of the Care Act. Major changes in processes, information sharing, customer service. (learning from ADASS IMG and Care Act Discovery Days from Local Digital Campaign) Utilise the power of Data o Big, small, useful, open, operational, accessible, well governed, citizen-owned o Examples - Leeds Data Mill Use digital tools to increase productivity o Cost reductions o Back office, open source, big companies, SMEs, better communications, secure , better websites Use digital tools to improve customer service o Better processes o Digital by design o Web design and web processes (still important!) Make information sharing play a central role in creating joined-up, integrated services between public sector organisations. o Integration between NHS and Social Care o better information for operational decisions and management decisions, interoperability, use of NHS Number, PSN/N3 Interconnection. Eg Leeds Care Record- single view of patient across health & social care Make digital skills and tools a key part of professional roles o social workers, clinicians, allied health professions o the growth of health technologies and clinical simulation tools means that this will be very important over the next 30 years. Make Cities Smart o Smart Cities Agenda Leeds, Glasgow, Manchester, Birmingham o Smart infrastructure urban planning, emergency planning, utilities, waste and recycling, transportation Use digital to harness the assets in the Third Sector o Power of data assets held in the third sector o Ability to share information and data across the third sector o Ability to evidence base delivery and commissioning decisions in the third sector

4 3. Digital leadership skills, capacity and capability for the future Key issues - or a series of prototypes which need testing! Reframing the Leadership challenge The questions or hunches we are testing and starting from are :- 1. Reframing the purpose of local government and our measures will help deliver digital / social change and financial savings 2. Demonstrating good digital leadership is simply good leadership Developing and growing digital leadership skills and capacity The questions or hunches we are testing and starting from :- 1. Providing new skills and experiences around change / service design / social innovation for staff at all levels will support the radical redesign of local services 2. Removing digital ignorance at the top table (including political top table) in councils will reinforce and introduce new behaviours and ways of working (networked, open, collaborative etc) Developing and strengthening digital capability The questions or hunches we are testing and starting from are :- 1. Investing in and aligning resources around digital demand and capability will support the transformation of local services 2. Working beyond traditional boundaries and developing new collaborations and partnerships with agile suppliers digital / service change experts will help reduce and mitigate the risk of failure

5 4. Digital as vehicle for the radical re-definition of the relationship between the citizen and the state. Using a design approach to build services that put citizens at the heart Hold this principle central in everything public services do in thinking about their role as a platform for the success of people, communities and places 'Digital by default' leads to terrible technology - we need to be thinking about 'digital by design', i.e. really understanding the sources of friction for service users and creating technology that addresses this. Think about adding new forms of public value through new kinds of public services rather just digitally enabled existing services - taking a design approach requires a blank page, deep insight directly from citizens, making use of professional service designers, developing prototypes and iterating constantly. Redefine what it means to engage with service users and put their responses and feedback at the heart of all service improvement - create customer insight teams at the heart of councils that combine ONS/Experian data, CRM data, deep ethnographic insight and engagement expertise and have these units inform the design of all technology and services so that citizens are in the driving seat. Taking a 'Silicon Valley' mindset towards technology in the sector Creating highly useable technology that would rival the best of Silicon Valley Using agile processes to develop the tech and letting go of waterfall project management, developing tech and deploying it quickly to respond to user feedback. Getting over the idea of having huge systems that do everything - breaking down problems into smaller pieces rather than buying huge platforms Thinking beyond apps and websites and spend time getting ahead of the new technology trends - wearables (how will we interact with new data streams from citizens, especially the explosion in health tracking?), geo-location (how does Apple's 'Beacon' create opportunities for new services based on where people are physically in our boroughs and counties?), 3D printing and additive manufacture (what does this mean for people with disabilities?), driverless cars (what will this mean for our highways?) If we don't take time to understand this highly citizen-centric technology now we will find ourselves behind again within a couple of years. Understanding a 'full stack approach ( that wraps services around the technology - Air BnB is a service as well as an app and is highly usercentric.

6 Using the power of lightweight web technology to create tools that put citizens in control Giving citizens access to the tools and data they need to get things done, and then getting out of the way. This is about more than 'channel shift' but about a new way of delivering services #Localgov has made strides in social media but still needs to take a more nuanced approach, making it an integral part of customer services and getting creative with engagement Understanding what citizens use and building around that - how can we let young people access our services through whatever the latest tool happens to be? How do we stay flexible and accept that we will have to manage a multitude of platforms based on what citizens want to use? Understanding the principles of good web engagement - what factors make apps successful, addictive, and above all useful. Getting real about data - councils need to understand that they have a role as the curators and providers of high quality data and take that role seriously. Disrupt Consider how to disrupt existing power structures at all points, shifting power from the hands of the few decisions makers to the many consumers of public services. The web is especially good at challenging power structures. Government disintermediate thyself - or else someone will do it to you for you

7 5. Digital by design/default infrastructure and inclusion What are you designing for? Design without purpose is often just an exercise in the use of good stationary - the starting point has to be an understanding of purpose. Do we have a clear articulation of why local government needs to be digital by design or is this something that evangelists believe and everyone else is trying to ignore? Or as ever is the truth somewhere in the middle? Would a public debate about this purpose be useful? What is your context? Purpose can t exist in isolation - There are two ways of viewing your context: o The need to design 21st century public services. Key drivers here are austerity but also a need to find ways to better involve people in the design and delivery of services in order to address wicked issues o The need to respond to the drivers defined by the wider context of social change. Key drivers here are the participatory/co-productive behaviours that we find online, a need to be open by default and a response to the growth of networked rather than hierarchical power Do we understand the context in which we are working and how it relates to digital thinking?

8 Inclusion / exclusion There is a debate about the phrases digital by design and digital by default Digital by default can reflect the need to make the best possible use of technology. It can also assume a digital solution is best without properly understanding user needs. Nevertheless, if we are going to be digital by design or default then we need to make sure that this does not either exclude parts of the audience or force things online which are best dealt with face to face Digital exclusion continues to be a major concern and we need to consider this alongside other forms of deprivation. Key questions in this area are: o Do you understand the facts? Do we have a clear picture of who is not online and why? o Is it a problem of skills or access? While many people already have access via a smartphone or tv often it is their skills which are holding them back o Have we given them a reason to be there? This is back to purpose - we can t expect people to start using an online form just because its cheaper for us - it has to be a better experience for them. o Are we looking after our staff? When we consider digital exclusion, especially the context of skills, how would your own workforce rate? Do we know the skills we are missing? This is not just the more obvious gaps around design or data analysis but more fundamental skills around use of collaborative technologies or different models of project management. Don t we have a duty of care to our staff to make sure that they have the skills which they will need to be part of the workforce of the future? Infrastructure Alongside the social infrastructure for becoming digital by design/default - clearly there is also a need to consider technical infrastructure. Leadership questions here are: o Are you confident that your infrastructure is sufficiently future proof? How far ahead should we be looking? o Do you have a connected infrastructure? Does it serve your whole strategy or are different aspects competing? o Have you considered your internal infrastructure? This goes back to the point about staff - are your internal systems helping or hindering your efforts? o Is it civic and open? Does it create the opportunity for digital place shaping? o Do you understand your data? How can it become more of an asset for the council but also for your community? o Do you have the right partners? With so much infrastructure now outsourced do we understand what good looks like any more? (This section is adapted from a blog post, the original version of which can be found here:

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