Connected Ealing Ealing s Digital Strategy 2017/18 2020/21 EALING COUNCIL
CONTENTS Foreword...3 Executive Summary...5 Strategic Context...7 Our Strategy...11 Vision...11 Digital Customer...12 Digital Council...14 Digital Place...17 Delivering the strategy...20 Managing and measuring progress...22 Appendix A: Local Government Digital Service Standard...23 2 Ealing s Digital Strategy 2017/18 2020/21
FOREWORD The world is changing and changing fast. A new digital revolution is transforming society just as the industrial revolution did 200 years ago. The way we do business, the way we enjoy our leisure, the way we interact with each other is being radically and rapidly shaped by new technology. This affects us all whether as a resident, a visitor, a business, an elected member or an employee of the council. We want and need - to make the most of the opportunities for Ealing. By developing digital services and gaining insight from our data, we can transform how we work and make sure we target our increasingly limited resources on the areas that matter most to improve outcomes for our community. Our residents rightly demand the same high quality experience from public services that they have come to expect from other aspects of their lives. We need to transform how the council works to meet these expectations and redesign public services around the needs of our residents. Digital connectivity is also an enabler of economic growth with the potential to create skilled jobs. Yet not everyone is well placed to take part in or benefit from this digital age and there is a risk that some may feel left behind or excluded, particularly given the pace of change. So it s crucial that we support those who are not digitally skilled or confident, or who lack access. This is our first Digital Strategy. It reflects the transformative power of new technology in the modern world and sets out our ambition to make Ealing a connected place, with smarter services for residents, visitors and businesses. Cllr Julian Bell Leader, London Borough of Ealing April 2017 Ealing s Digital Strategy 2017/18 2020/21 3
Ealing's Digital Strategy 2017/18-2020/21 Connected Ealing A connected place and smarter services for residents, visitors and businesses Challenges We live in an age of technological revolution. People rightly expect the same quality of services from us as they get in other aspects of their lives. In order to face many policy and financial challenges, we need to transform how the council works and redesign public services around residents. Rising Demand Rising Expectations Fewer Resources Opportunities We ve made great progress in embracing the digital agenda. But we need to do more and at a greater scale. Through our Future Ealing programme, we will focus on the outcomes that matter most to our community. To succeed, we need to make the most of the opportunities digital offers. Use data to improve services Widen access and tackle exclusion Save money to target where needed most Help the economy grow Our areas of focus, and the difference they will make to Ealing are: Digital Customer Easily connect with Council When and where you choose Tell us once We ll get it right first time Digital Council Transformed culture and skills Delivering a world class service Joined-up data Led by customer experience Open by default data approach Digital Place A digitally enabled Ealing More community participation Informed decision making See www.ealing.gov.uk for more information
EXECUTIVE SUMMARY The pace and scale of technological change is transforming society. At the same time, Ealing, in common with other councils, faces a continued period of austerity alongside major policy ambiguities at a national level, demand pressures, rising customer expectations, and tightly squeezed finances. If we are to achieve positive outcomes for our community and work preventatively, we need to transform the way we do things. Future Ealing is our response. It is an organisational approach which will ensure that we focus on the outcomes that matter most to our community. It involves a relentless focus on outcomes to manage demand, improve performance in those social outcomes most important for our community and save money to target resources where they are most needed. We want to use that focus on outcomes to inform everything we do; the way we work together, how we set our budget, develop our workforce, use IT and technology and how we tell our story to staff, partners, local businesses and residents. If we are to achieve a successful one public service which is focused and responsive to residents needs, then it is imperative that we tackle the challenges and optimize the opportunities of the digital agenda in partnership. Digital is a cross-cutting theme for our Future Ealing approach. We believe that by enabling people to use digital to have more control over their lives, to make it easier to access our services and to inform more relevant insight to support decision making, digital has a role to play in meeting all of the key outcomes we prioritise. That does not mean everything we do can be digitised but that a digital first approach is essential in order to target face to face interaction where it matters most. The Council has already made good progress in embracing the digital agenda. We have been deploying digital technology as part of our customer strategy for some time, helping to improve the customer experience and target resources. A wide range of services has been successfully moved online, with positive customer feedback and successes in managing demand. We can evidence some good examples of turning data into insight and using it innovatively. There is growing use of mobile technology, giving staff the tools they need to do their jobs. However, we know there is much more to do and at a greater scale and pace than we have attempted to date if we are to realise the potential of digital in helping us achieve our Future Ealing outcomes. This is equally true for realising the digital potential of Ealing as a place. Whilst there is a competitive infrastructure and good levels of access and skills, there is much to do to keep Ealing s businesses and residents at the forefront of digital developments and ready to exploit its potential. We recognise the importance of ensuring that those residents who are without access, or who lack digital skills or confidence are not left behind in the fast pace of digital change. Taking these challenges and opportunities into account, the Council s digital ambition for Ealing is: A connected place and smarter services for residents, visitors and businesses To achieve our vision, we will focus on three priority areas, each of which is supported by principles which will guide the decisions we make and the way in which will deliver on the outcomes. The three areas are: Digital Customer: Customers will be able to easily connect with Ealing Council at a time and place convenient for them. They will only need to tell us once and can be confident that Ealing will get it right first time. Digital Council: Staff will be enabled through culture, information and technology to provide a world class service to all Ealing residents and businesses. Joined up data and the customer experience will guide the way we do business, with an open by default approach to data. Digital Place: People living, working in and visiting Ealing will have access to the benefits of a digitally enabled society and digital will facilitate greater community participation and informed decision making. We will provide better outcomes for our customers by understanding need and future demand, widening access, improving services, facilitating economic growth and tackling exclusion. By making better use of data and intelligence, we aim to meet current and future Ealing s Digital Strategy 2017/18 2020/21 5
customer expectations. We will make the most of digital opportunities to save money in order to target resources preventatively and where they are most needed. This strategy was developed following a review of the existing digital infrastructure and services in the Borough, as well as extensive input from a wide range of peer, expert, partner, staff and customer views. We are ambitious about capturing the potential of digital. We know this means a step change in the way we work, both in terms of a more consistent approach to technology but more importantly in the cultural change needed to realise the potential technology offers. Therefore, to support implementation of the strategy, we are committed to a digital transformation programme to enable us to review the way we deliver a wide range of interactions and services. It will help us ensure that we take the opportunity to redesign these for a digital era with customer experience at the heart of the design process, alongside improved efficiency. The strategy includes a high level implementation plan, alongside our approach to managing and measuring our progress in delivering the strategy. Aligned closely to the Council s Future Ealing outcomefocused approach, the Digital Strategy is key to enabling us to transform the way we work both internally and with partners so that we can achieve One Public Service for the residents and businesses of Ealing. 6 Ealing s Digital Strategy 2017/18 2020/21
STRATEGIC CONTEXT Future Ealing Like most councils, we are operating in highly uncertain times. We face a continued period of austerity alongside major policy uncertainties such as the demand pressures on social care, the impact of welfare reforms and the implications of the Brexit negotiations for our local area. It is clear that our finances will continue to be tightly squeezed. If we are to achieve positive outcomes for our community and work preventatively, we need to transform the way we do things and achieve more for less. Now, more than ever, it is important that the council, in its community leadership role, sets out a clear vision. Future Ealing is our response. It is an organisational approach which will ensure that we focus relentlessly on the outcomes that matter most to our community. It is about agreeing what we want Ealing to look like in the future, and the cultural shift we need to make in how we work both as an organization and in partnership to deliver that vision. In particular, we know there are social outcomes where we need a step change in performance and the way we work, for example to manage the rising demand for key areas like homelessness in the context of shrinking funding. We want to use that focus on outcomes to inform everything we do; the way we work together, how we set our budget, develop our workforce, use IT and technology and how we tell our story to staff, partners, local businesses and residents. If we are to achieve a successful one public service which is focused and responsive to residents needs, then it is imperative that we tackle the challenges and optimize the opportunities of the digital agenda in partnership. Digital is a cross-cutting theme for our Future Ealing approach we believe that by enabling people to use digital to have more control over their lives, to make it easier to access our services and to inform more relevant insight to support decision making, digital has a role to play in meeting all of the key outcomes we prioritise. To support this work, we are committed to a digital transformation programme running over the life of this strategy. This will enable us to review the way we deliver a wide range of interactions and services and make sure that we take the opportunity to redesign these for a digital era with customer experience at the heart of the design process. The emphasis on high quality experiences for the customer is key to the cultural shift and efficiencies we are seeking. 2011 20 Million Smartphone Users in the UK The public sector digital context 2016 42 Million Smartphone Users in the UK The scale and pace of digital change is fast and furious. Access to digital services is becoming increasingly easy as more people take advantage of what the digital world can offer. In 1990 there were just 12.5 million users of mobile phones worldwide; by 2016 it has rocketed to 3.6 billion people, equivalent to almost half the world s population. In the UK alone there are now over 42 million smartphone users up from just over 20 million 5 years ago. Alongside mobile phones, laptops and tablets are fast becoming the medium of choice as more than ever before the web is something that we carry with us, not something that merely sits on a desk at work or in our homes. The impact on our lives is profound. For businesses whether technology companies or not making the most of what digital has to offer is critical. At an individual level, from tools to help dementia sufferers remain in their own homes to applications that enable public services and the community to support those who are isolated or lonely, new technology affects us all. Yet the pace of change can be challenging, particularly for those lacking digital skills, access or confidence. The public sector is changing rapidly in response to the digital agenda. The UK Government has announced its intention to be a Government of the internet, including through its 2017 Transformation Strategy and its March 2017 UK Digital Strategy which sets out its ambition to develop a world-leading digital economy that works for everyone. Through its Digital Service, the Government has digitized and redesigned a wide range of services. There is a recognition that digital can be a key enabler for the transformation of services and realisation of efficiencies. The UK approach to sharing data has now placed it as a world leader in its approach to open data especially, with the launch of open-data government initiatives such as Data.gov.uk. At a regional level, the London Data Strategy sets out how the Mayor of London will work Ealing s Digital Strategy 2017/18 2020/21 7
with key partners - including boroughs on harnessing the opportunities that data and analysis can support to help tackle the city s challenges, support the digital economy and facilitate the sharing of data across organisations to enable this. Our Future Ealing plans for one public service reiterate the importance of effective partnership working and data sharing with partners to improve outcomes for residents. Drivers and Opportunities We see three key drivers and opportunities for digital: Deliver better outcomes for our customers by: Understanding need and future demand: We can use digital technology to improve outcomes for our residents and businesses. Sharing data with our partners and turning that data into intelligence will enable us to make better decisions and intervene earlier to deliver improved outcomes for our residents, especially for those most in need of our help. Joining up and analysing data could enable us to predict, for example, a household at risk of becoming homeless. By using that information we could provide earlier intervention and support. Widening Access: During 2016 the Council continued the delivery of the online customer portal through additional functionality with 57,000 new customers registered and actively using the portal to access council services. One of the aims of the digital strategy is to provide more services to customers online which will enable residents to access relevant services 24 hours a day, seven days a week from wherever they are. It s our aim that residents 24 will choose to use online services because it 7 will be easier, quicker and more accessible for them rather than using traditional methods. Improving services: Digital technology can also change the way we provide services. For example, technology can change the delivery of care services and deliver better outcomes for people who use services, including helping people to manage their own conditions, providing opportunities to mobilise the collective intelligence and energy of local residents and addressing social isolation and loneliness by connecting people to family, friends, local networks and services. A good example of this is the development of telecare systems for potentially vulnerable and isolated people across the country. These systems have the capacity to monitor a range of potential risks including falls, floods, fire and gas leaks. When a sensor is activated trained operators can take action, whether it is contacting a local key holder, doctor or the emergency services. Facilitating economic growth: According to the Nesta s Tech Nation report, the digital economy grew 32% faster than the rest of the economy between 2011 and 2014, and is creating new jobs at an unprecedented rate. The sector accounts for 1.56m jobs across the UK, with this workforce growing by more than 10% over the three-year period; three times faster than the wider UK job market. But the potential of digital is not limited to this sector. Research suggests that businesses that harness the internet successfully grow around twice as fast as those that do not. BUSINESSES NOT harnessing the internet GROWTH DOUBLED BUSINESSES HARNESSING the internet 8 Ealing s Digital Strategy 2017/18 2020/21
Tackling Exclusion: As well as doing all we can to grow our local economy and help create jobs and opportunities for residents, we also want to see every child and young person fulfil their potential. By widening and improving access to the internet we can tackle digital exclusion and improve outcomes for our businesses and residents. National research suggests that offline households are missing out on an estimated savings of 560 per year and it is now estimated that between 75% and 90% of jobs require at least some computer use, not least when first applying for a job. It is therefore critical that local people can have the opportunity to access the internet and develop the necessary computer skills required for work. Meet current and future customer expectations Changing expectations: The digital revolution has already had a profound effect on all aspects of society, and the pace of change is unrelenting. Our 2014 Residents Survey saw significant increases in numbers of respondents accessing the internet using smartphones (7% in 2012; 38% in 2014) and tablets (3% in 2012; 23% in 2014). The range and expectations of access channels continues to grow with social media and web chat increasingly part of the expected customer experience. Voice interaction may become the norm in future. 7% 38% JOBS BETWEEN 75% and 90% OF JOBS REQUIRE SOME COMPUTER USE 3% 23% Shaping services around the customer: Digitisation offers more than just improved one way services provided to customers; it also gives us the opportunity to develop new channels for customers to speak to us, and others, about the services we provide. We can then take this intelligence and use it to ensure our services are continually being reshaped by the needs of our customers as they emerge. Having access to high quality data enables us, alongside other public services partners to more effectively plan and deliver services that our customers need and want. More active and engaged citizens: Technology has reduced the distance between residents and Government, raising expectations about the transparency of data and speed of response to issues raised. It has also empowered individuals and groups to take action to improve the community. A good example of this is the online Good Gym platform which is working well elsewhere in London and has recently launched in Ealing. Made up of volunteers, Good Gym Ealing encourage people to get fit and help others, be that community organisations or isolated older people. They run in groups and make social visits to people on their own who they call coaches because they motivate the joggers to keep going. They also help people out by clearing gardens, changing lightbulbs and doing odd-jobs for people who struggle to do them alone. Connecting people to the internet is good for individuals and good for us all. Flexible and mobile workforce: Through our ICT and accommodation strategies, including the plans to move to a smaller purpose build new headquarters building, we are committed to a more mobile and flexible way of working where staff can access systems from anywhere and where work is something you do, not somewhere you go. This is critical to meeting customer expectations for interaction but also to boosting productivity and attracting and retaining the best talent by enabling our staff to do their roles effectively. Save money to target resources where they re most needed Driving efficiency through improved experience: 2012 2014 2012 2014 The increase in Ealing residents usage of smart phones and tablets from 2012 to 2014 By making the most of digital opportunities, we can make improvements that also save money. Financially over the last six years we have seen massive reductions in government grant, which has required us to identify Ealing s Digital Strategy 2017/18 2020/21 9
168m of savings since 2010. As such, a main driver for developing a digital strategy is our need to spend public money more effectively. In realizing our digital ambition, residents will experience a better offer from the council which is also more efficient, thus enabling the council to sustain its offer of face to face support for those who need it. A recent report by the research institute Nesta states that if average savings from digitisation programmes can be replicated across local government, an average unitary council could save up to 13 % of its total budget by 2025. And it goes further; for ambitious councils willing to transform everything they do (from procurement to how they organise) the potential saving could be much greater up to 30% according to some estimates. The savings available through encouraging more of our residents to use digital services to connect with us are significant: 15p 2.83 8.62 (Martin Greenwood, March 2016) National figures from SOCITM suggest that each digital transaction costs Councils around 15p whereas every face to face contact costs on average around 8.62. It therefore makes sense to encourage customers to access services through digital means which will generate savings and allow us to prioritise the provision of a human touch for those services that will always require face to face interactions. We also recognise that, for a small number of residents, accessing council services through digital means is harder, and we will continue to provide support for those people who need that little bit of extra help. To enable that to happen we need to ensure that our staff can operate effectively in the field utilising mobile devices, working flexibly from hot desks and from home, supported by high quality online support and software. Having an effective mobile digital service will deliver better customer services, reduced data entry requirements, travel, overheads and office space, and underpin significant improvements in data quality. Culture shift in partnership working: The cultural shift in the way we work applies not just to the council, but to partnership working across Ealing. Whether we are collaborating on local community services, facilitating digital improvements for Ealing-wide businesses or working on improvements at a West London or pan-london scale, digital transformation is key. How we developed this strategy To inform the development of this strategy and understand our starting point on this journey, we carried out an extensive review of the existing digital infrastructure and services in the Borough. This has been supported with: LGA Peer Challenge in March 2016 we included digital as a theme in our corporate peer challenge and got feedback from leading local authorities Call for Evidence an open process where we heard from independent experts, providers and other local authorities about how they were exploiting opportunities and tackling the challenges that the digital world creates Society of Information Technology Management (SOCITM) review: SOCITM worked with us to carry out a Digital Maturity Assessment of Ealing as an organisation and also worked with us to refine our goals and aspirations Partnership Engagement and Workshops with staff, public and voluntary sector organisations Survey and Focus Groups of users of our website and customer portal to get vital feedback about what it is that local people want and how they view the ways we are already working Finally, we have developed our strategy in parallel to a member led Scrutiny Panel which has been running throughout 2016/17 The varied approach to gathering evidence and opinion in planning the strategy has helped us develop a rounded position of where Ealing is, where want to be and how we get there. 10 Ealing s Digital Strategy 2017/18 2020/21
OUR STRATEGY VISION Our digital vision for Ealing is; A connected place and smarter services for residents, visitors and businesses Taking into account the identified drivers and opportunities for digital, as well as our Future Ealing transformation ambition, we have prioritized three key areas on which to focus our efforts. For each area, we have developed supporting principles which will guide the decisions we make and the way in which we will deliver in order to achieve our vision. The three areas, and the difference it will make to our customers through the outcomes they are seeking to achieve, are: Digital Customer: Customers will be able to easily connect with Ealing Council at a time and place convenient for them, they will only need to tell us once and can be confident that Ealing will get it right first time. Digital Council: Staff will be enabled through culture, information and technology to provide an excellent connected service to all Ealing residents and businesses. Joining up data and improving the experience for our customers will guide the way we do business and we will have an open by default approach to data. Digital Place: People living, working in and visiting Ealing will have access to the benefits of a digitally enabled society and digital will facilitate greater community participation and informed decision making. The following pages set out the underlying principles, strategic objectives and high level actions for each theme. Ealing s Digital Strategy 2017/18 2020/21 11
DIGITAL CUSTOMER Where we are now We have been deploying digital technology as part of our customer strategy for some time, helping to improve the customer experience and target resources. We currently offer 81 services online via e-forms with around 120,000 forms submitted per annum. In September 2015, we introduced our MyAccount customer portal offering customers the opportunity to manage their Council Tax and Housing Benefit accounts and report street based issues. The target for the first year was exceeded by 50% and there are currently 57,000 customers registered. We relaunched our website in 2016 to meet customer expectations and usage more effectively, including accessing via mobile devices. Overall, the customer strategy has been successful in moving customers to digital and getting resolution to their requests. This has led to a 78% reduction in the number of face to face contacts since 2012. This has helped us save money. More importantly, customers have told us that they like the developments. However, there is more that we need to do to fully meet customers rapidly developing expectations and achieve the goal of making digital services such a good experience that customers choose to use them. The more intuitive and easy to use our online services are, the more they will help ensure access for residents who are less confident online, with help in place to support residents who need it most. Our digital services have largely put existing processes online. This means that they have been developed individually rather than looking at them from a customer perspective. Partly as a result of this, we have a large number of different systems from different suppliers which means it can be slower and costlier than we would like to make changes to processes. We also don t have a standard approach to common tasks like taking payment or verifying a resident s identity or to managing citizen data. The result is that we don t always offer the quality of experience that customers are used to from other sectors such as remembering their details from previous transactions or emailing them back to let them know when we have completed a job. Residents have told us that they want to see further improvements in these areas. KEY POINTS A wide range of services successfully moved online Many queries now resolved online Opportunities to broaden the type of services we offer online, e.g. for social care Reduced demand for face-to-face / contact centre Exceeded target on take-up of MyAccount portal 57,000 users with positive customer feedback Fragmentation of systems - impacts speed and cost Lack of standard approach - affects quality of customer experience At present it is primarily services such as environmental requests or benefit entitlements that can be fulfilled online. We know that there is demand to extend the opportunity for individuals and families to manage their social care online. Making the front door to these services digital can improve the quality of the resident experience and protect resources for more intensive work with vulnerable individuals. There is also an opportunity to enable businesses to manage their interactions with us in the way that the MyAccount portal enables individuals. There is huge potential to make rapid improvements in the experience we offer residents and to improving their digital access to services whilst also making efficiencies by taking a more consistent and customer-led approach. In line with our focus on outcomes under Future Ealing, we will through this strategy prioritise redesigning our services around customers requirements and on the outcomes that matter most to the borough. 12 Ealing s Digital Strategy 2017/18 2020/21
Principles We will put residents at the heart of designing and improving digital services. We will develop digital services to be better connected, accessible and convenient for residents. We will use digital solutions to help us to get things right first time. We will design digital services that are easy to use, so residents choose to use them. We will provide support for those who need extra help. Strategic objectives 1. To create an exemplary customer services offer by creating accessible, better connected and easy to use digital services 2. To ensure we influence and adapt to customer demand and achieve the right resolution We will 1. Adopt the Local Government Digital Service Standard to drive transformation of services 2. Develop a business case for the investment needed for our ICT architecture and capacity to deliver our digital transformation 3. Create a digital design model that can be continuously improved to deliver the following customer experience: 4. Review how our customers interact with the council (the customer journey ) prioritizing those linked to our Future Ealing outcomes 5. Implement a programme of redesigned digital priority customer journeys and the back office processes that support them 6. Implement the ICT architecture (i.e. Customer Relationship Management) required to deliver the experience our customers expect 7. Rationalise and integrate our systems so that we have a single view of the customer 8. Use our customer insight to understand and identify need, reduce customer demand, resolve failures and pro-actively deliver services. 9. Continue to provide support to enable our customers to access services and transact online e.g. by helping customers to self-serve What difference will it make to our customers? Customers will be able to easily connect with Ealing Council at a time and place convenient for them. They will only need to tell us once and be confident that Ealing will get it right first time. Secure/verified sign on to council services Easy navigation of our website, with accessible and up to date information Visibility of all transactions with the council Only need to tell us once about information Easy to submit information and documentation Standard platforms and processes for applications, bookings, verification, reports, service request, payments, content management and assessment Regular feedback until requests are fulfilled Proactive information/messages based on service Ealing s Digital Strategy 2017/18 2020/21 13
DIGITAL COUNCIL Where we are now The council has made good progress in embracing the digital agenda. Our customer strategy is successfully deploying digital technology to improve the customer experience. There is growing use of mobile technology, giving staff the tools they need to do their jobs. We know that the ability to handle and analyse data is essential for the council, both in terms of understanding our residents and how we can prevent issues before they arise. The council s recent successes in use of data include the lead we have taken across London to exploit the value of data to tackle fraud, and the way in which we are using data insight to inform our approach to supporting vulnerable children. However, we know there is much more to do and at a greater scale and pace than we have attempted to date if we are to realise the potential of digital in helping us achieve our Future Ealing outcomes. The council undertook a Digital Maturity Self-Assessment in 2016. This showed that the organisation was at a developmental, rather than mature, stage and evidenced the organization s need for digital transformation. It profiled the organisation as starting to address siloworking and cultural barriers, as being in the process of shifting to an outcomes focus but struggling with understanding and using data strategically. Cultural change as well as technical investment will be essential. We have the potential to embed the required transformation within the life of this strategy, a view supported by SOCITM who assisted us in the selfassessment. The council s assessment of its ICT capability was included in an organisational Peer Challenge carried out by the Local Government Association in 2016. It showed that at that time user confidence was low with a perception of under-investment. However, work is already underway to improve the performance of our ICT systems. The Council s ICT strategy agreed in 2016 aims to provide and support integrated, high performing and resilient systems and enable business change through effective project delivery. KEY POINTS Council has made good progress in embracing digital, including growing use of mobile technology Leading work across London to exploit the value of data to tackle fraud Organisation still at an early stage of digital maturity but transformation can be embedded within 3 years For move to new, smaller HQ to work effectively, a shift in culture, skills, ICT and data ability is needed Finding capacity to analyse data and use intelligence to drive service delivery is fundamental to outcomes success Better sharing of data with partners is needed, e.g. for health and social care integration Internal communications are effective with plans to upgrade already underway Social media and other digital channels offer opportunities for new types of engagement and interaction with citizens The Council will move to smaller, flexible new Headquarters premises in 2021, suitable for the modern age. A shift in the ICT architecture, skills, culture and data ability is crucial to making this move, and the more flexible working model associated with it, a success. Turning data into intelligence can help drive research and develop services that are more responsive to the needs of our residents and help them do things for themselves. The Council has developed its approach to managing data, investing in capacity to manage and interpret the information we hold. Our strategy on data is also underpinned by the ability to access and share data 14 Ealing s Digital Strategy 2017/18 2020/21
appropriately and in accordance with the requirements of data protection rules. Our Future Ealing plans for one public service reiterate the importance of effective data sharing with partners to improve outcomes. As outlined in a recent LGA report, digital technology and the better use of information can play an important enabling role in helping councils transform the way social care services are delivered both in terms of improved efficiencies and outcomes. Some local authorities took part in a pilot self-assessment digital maturity exercise for this area. In terms of readiness and infrastructure, there were generally positive results overall but weaknesses in the theme of business capabilities. This includes areas such as records, assessments and plans; transfers of care; decisions support; and remote and assistive care. Local Authorities felt they didn t yet have the relevant information needed from other partners electronically so interoperability was an issue. Whilst Ealing did not participate in the self-assessment, it is likely to share commonalities with others in the sector which could provide a relevant focus when exploring further digital integration of health and social care services, which is a priority area for us working with partners across North West London. Looking to the future shared digital platforms for delivery or procurement at west London or London level might become the norm as we collaborate across the public sector where we have shared objectives. We have effective internal communications systems but these need to improve and adapt for the communication and collaboration needs of a more mobile workforce, including encouraging and supporting staff to use them effectively. Planned improved functionality includes instant message, video conferencing, voice messaging and refreshing the intranet. The council has introduced Yammer as a collaboration tool between employees, and further such tools are planned. Social and online media has changed citizens interactions with government. Our engagement with residents has been developed through social media tools which enable a two way conversation. We have a strong and growing corporate Twitter presence with over 13,000 followers. We also have a number of more targeted social media accounts for particular service areas that are well used. We are building our presence, recently adding a corporate Facebook account in addition to the service and neighbourhood specific accounts already in operation. Growing our email and other contacts means we can provide information to residents in a timely and efficient way on the areas where they have expressed a preference. Using the data generated by a more consistent approach to customer interactions will enable us to further personalise the experience that we offer to residents. In today s world, residents expectations of transparency and access to information have also shifted. This places a responsibility on us, as a public body, to make performance and other information such as commonly requested Freedom of Information requests available in easy to understand formats so that residents can find and interpret that information. An open data approach can also help residents and businesses add value to publicly held data, for example by incorporating it into the development of apps. Principles We will put residents at the heart of how we design better connected Council services and decision making. We will develop the digital skills and confidence of our workforce. We will exploit digital tools to enable our staff to work flexibly and operate where required. We will ensure every digital interaction will be safe, secure and appropriate. We will comply with data protection legislation. We will have an open by default approach to data. We will turn data into intelligence, sharing internally and with partners to improve experience and outcomes. Strategic objectives 1. To maximise the effective use and sharing of data and intelligence to improve and coordinate public services. 2. To develop the Council s digital skills, tools and culture to transform how services operate and interact with residents. 3. To develop digital tools and platforms that enable services to operate digitally. Ealing s Digital Strategy 2017/18 2020/21 15
We will 1. Develop our digital channels including social media and customer insight to provide personalized and two way engagement with citizens 2. Use data analytics to create the intelligence to target services, improve outcomes and tackle fraud 3. Work with partners to explore opportunities including sharing data and intelligence - for digital to deliver a one public service approach to service delivery 4. Support the digital integration of health and social care services 5. Maximise the effective use and sharing of data and intelligence including embracing Open Data 6. Support mobile and flexible working for staff in line with the requirements of their role 7. Maximise the use of new engagement and collaboration tools to manage information effectively within the organization and increase staff engagement and productivity 8. Develop managers, staff and councillors to be digitally skilled and confident 9. Rationalise and review our technology requirements so they are fit for purpose and we have fewer independent line of business systems 10. Explore at an early stage the potential of emerging digital technologies, including voice recognition and artificial intelligence, and be open to adapting these quickly What difference will it make to our customers? Staff will be enabled through culture, information and technology to provide a world class connected service to all Ealing residents and businesses. Joined up data and the customer experience will guide the way we do business and we will have an open by default approach to data. 16 Ealing s Digital Strategy 2017/18 2020/21
DIGITAL PLACE Where we are now Whilst superfast broadband availability and download speeds in Ealing are in line with the rest of London, 1 it is important that we continue to have competitive speeds as the market rolls out developments like ultra-fast broadband. We know from our 2014 Residents Survey that the internet is now the most popular preferred method for obtaining information about council services. We also know from GO ON UK research that the level of adults in Ealing who have all five Basic Digital Skills is, at 79%, just above the national average. However, there remain challenges for some groups to access services and share the benefits that digital access brings. If these are not addressed, the digital divide between those with access to technology - including the skills and confidence to use it - and those without will be reinforced. Across London and in Ealing, the percentage of people who have never used the internet is significantly higher amongst older people. The London average for all adults is 8.7%. This compares to 12.2% for those aged 55-64, rising to 22.7% for ages 65-74 and 63.5% for those aged 75+. The numbers of people with disabilities 2 in London who have never used the internet is markedly higher, at 25.4%, than those who are not disabled (4.2%). There are some differences between levels of access to the internet between different ethnic groups in the borough. The Black ethnic group has 88% access, compared to 94% mixed ethnic group and 90-92% for the white, Asian and other ethnic groups. At a ward level, access to the internet averages 90%. While some wards reach 98%, Perivale, Southall Broadway and Lady Margaret wards have between 80 81% access to the internet. Taking all this information into account, there is clearly a challenge for Ealing to engage people over 50, and particularly those aged over 65, or people who are disabled. Additionally, digital skills training in those wards in the borough with lower access is likely to have the most effect in raising overall participation in using the internet. There is a need for additional targeted digital skills support for the black ethnic community in Ealing. KEY POINTS Broadband availability and speed on par with London but imperative development of ultra-fast gets here quickly Rolled out technology to support/enable independent living for vulnerable adults Good digital access and low exclusion levels but some disadvantaged groups (including 50+ and disabled) and areas Residents digital skills above national average but some pockets of lower skills Remaining competitive in digital skills, including specialist, is critical for thriving business Digital skills and access a challenge nationally for the limited infrastructure of VCS Significant digital & creative business sector in Ealing Early examples of platforms for residents operating successfully e.g. Bubble Through adult learning and a range of other support services we provide help and support to access digital services and build skills, for example through digital training sessions that are held in our library facilities for those who need a little help. Our schools and colleges are providing young people with the digital literacy skills they will need in order to thrive in the modern world and its jobs market. All but one of the 93 schools in Ealing connect to the London Grid for Learning, which provides high speed broadband and other IT services. Schools follow the National Computing Curriculum. The biggest challenge in this respect is the increased emphasis on teaching programming and the capabilities of teachers being able to teach this new subject, with self-developed bespoke schemes being the most effective in this regard. 3,500 businesses in Ealing were categorised as digital or creative in 2015 a substantial and growing sector. For 1 https://www.gov.uk/guidance/broadband-delivery-uk 2 https://www.ons.gov.uk/businessindustryandtrade/itandinternetindustry/bulletins/internetusers/2016 Ealing s Digital Strategy 2017/18 2020/21 17
this and the wider business community, we know that access to digital benefits is crucial for success in today s markets. Digital skills, including the specialist skills required in the digital and creative sector, will be increasingly critical and in demand. Digital capacity is a particular challenge for the limited infrastructure of the voluntary and community sector, with a knock on effect on their ability to support the most vulnerable in our community. Telecare is already in use in Ealing to support residents health, safety and independence but assistive technology and its range of uses is developing rapidly and so there are further opportunities for development to help people live independent and fulfilling lives. We must tap into these opportunities, for example to tackle loneliness or help individuals manage long-term conditions, if we are to meet the challenge of rising demand for social care services and support people s independence and dignity. Similarly, smart city technologies, which for example use data to help improve the local environment or inform travel planning, offer some exciting propositions which we wish to exploit, building on investment we have already made in areas such as smart street-lighting. Digital connectivity is changing the capacity of individuals and communities to act. Some innovative digital platforms are already in operation, such as Bubble. Bubble is an Ealing Council initiative, aimed at helping residents connect with each other and make a difference. Since its introduction, it has helped to facilitate a wide range of local projects ranging from community green projects, adult education, arts, culture and networking projects all in the local community, led and managed by local residents. Platforms such as these help residents connect with each other and make a difference to where they live, without the direct involvement of the Council or other public bodies. We must facilitate these types of initiative, recognising that relationships between citizen and state are changing. Principles We will promote the benefits of digital opportunities for all. We will influence and enable partners, developers and broadband providers to deliver digital infrastructure. We will explore how to use digital services to bring financial benefits for residents. We will support Ealing businesses to have the digital skills and capabilities that they need to thrive. We will explore smart-city technology to access realtime data about what is happening across the borough. We will use technology to connect people to each other, to local decision makers and to improve their local neighbourhood Strategic objectives 1. To use Council s powers and influence to provide fast and effective digital infrastructure for residents, businesses and visitors. 2. To explore how to exploit digital technology to make the borough a better place. 3. To reduce digital exclusion by providing digital skills and access to digital services 18 Ealing s Digital Strategy 2017/18 2020/21
We will 1. Develop a digital infrastructure standard for all new developments through planning policy 2. Provide a fast track highways service to broadband providers to facilitate Ealing s access to the fastest available speeds 3. Influence providers to maximize coverage in ultra-fast broadband and wifi 4. Provide free wifi in all publicly accessible council buildings 5. Explore opportunities to support the development of the high growth digital sector in Ealing 6. Exploit the opportunities offered by assistive and new technologies to support residents to remain healthy, safe and independent 7. Exploit the opportunities smart city technologies and data use offer, including supporting sustainable transport and better air quality 8. Support local businesses to access the benefits of digital through business hubs 9. Influence providers to develop digital access to deals financially beneficial for residents, e.g. utilities 10. Develop and support platforms for residents to help each other and co-produce community solutions through volunteering, fundraising and community led projects 11. Influence the provision of digital skills and literacy support so it meets the needs of identified excluded groups 12. Enable access to digital services for identified excluded groups 13. Work with local voluntary and community sector organisations to support their digital development and their work with vulnerable client groups What difference will it make to our customers? People living, working in and visiting Ealing will have access to the benefits of a digitally enabled society and digital will facilitate greater community participation and informed decision making Ealing s Digital Strategy 2017/18 2020/21 19