JOHN JACKSON11TH MARCH 2014
Camden
Local Authority in the Centre of London£1Bn Plus Turnover£350 M Plus Operating Costs£400 M Plus Per Annum Spend on Goods and ServicesEstimated 25,500 Businesses220,000 Residents
WHAT IS DIGITAL STRATEGY
IT STRATEGY DIGITAL STRATEGY
DIGITAL OPPORTUNITIES
Efficiency by Default
1.8 Bn Savings
Innovation by Necessity
£63 Bn additional money into economy
Digital AgendaCross Cutting and integral to all government activity – not just about channel shift or digital exclusion but also about economic growth, democratic leadershipIntegrated into the way the organisation does business – not a “bolt-on”Active strategy - day the Digital Strategy is published its out of date
Digital Strategy
Democratic & Strategic Leadership
• Citizen and Business Focused Council - Use modern business intelligence / customer analytics (e.g. via Google) to develop policy & direct resources to maximum effect
• Customer 360 - Deliver the joined-up , 360 degree internal and external view of our citizens and businesses so we do things once
• Civic dashboards – enable citizens to discover / explore decision making, use of resources for themselves using Council supplied Business Intelligence Dashboards and Open Data
• Inside-out and outside in engagement – use social media for crowdsourcing / crowd funding / Ideation / Hackathons to drive new ways of engaging the community and our partners in helping the Council ;
• Deliver Open Data about the Council that can be consumed by the myriad of free & commercial applications that are being developed to support us in nearly every aspect of our lives
Hanessing Economic Growth
• Digital skills – nurture & develop digital skills at school , and in adults; coding course for children ; connect business , HE / FE institutions with schools to share good practice ;
• Digital Business – helping businesses to get on line , support them become digital, foster innovation incubation, attract inward investment , driving transactions through an integrated Business Account
• Extend high capacity digital connectivity (including 4G) into CIP, business parks and new developments;
• Open Spaces Wireless – free access to the internet in designated areas around the Borough
• Apprenticeships and digital job creation – What more can be done through Camden sponsored initiatives to tackle worklessness and generate growth (eg Camden’s “Into Enterprise” initiative);
• Location services– maximizing Camden’s on line profile to attract visitors and consumer spending into Camden
Right first Time Service (Value for Money)
• One Camden Account joining up citizen and business data to simplify and streamline processes
• Digital Public Realm – Harness the potential of digital assets and smart devices to transform public services
• Channel shift to be more efficient, joined-up and slicker when delivering local services
• Agile workforce – mobile , collaborative and digital by default
• Maximise Income from Digital - explore opportunities from e-advertising, , single view of debt and digital philanthropy
Sustainable Neighbourhoods – Making Sure Non One Left Behind• Assisted access – Promote new approaches to the use of digital resources in libraries, resource
centres, schools, post office ; Where appropriate invest in IT that helps vulnerable groups including elderly and disabled residents (particularly at risk of isolation) benefit from advances in technology
• Maximize community access -, Libraries, Resource Centres, City Learning Centre provide high quality access o individuals and groups at risk of digital exclusion / poverty through new offer
• Effectively signpost resources – so those who don’t know what’s digital actually do and use it• Open up new channels (eg Digital Television & Mobile) to encourage wider take-up & tackle exclusion
Tackling Inequality through new solutions
• Joined up data - across services and organizational boundaries
• Predictive analytics - to aid in risk assessment and decision making
• Integrated infrastructures - to enable access and data sharing
• Camden Explorer – make Camden’s data searchable irrespective of where the data is stored
Workers as Revolutionaries
The next generation of workers are used to working without conventional hierarchies and using social and digital platforms to get things done
Workers as Revolutionaries
Social networks & community collaboration platforms outside the organisation potentially add more value than networks within.
Workers as Revolutionaries
Cloud products and services provide scalable, easy to set-up solutions for collaboration, access to aggregated data portals and personalised services
Workers as Revolutionaries
Consumer technology moving faster – and much easier to use - than most corporate technology making it very attractive to use
Workers as Revolutionaries
New digital marketplaces and people on demand mean there are innovative and radically different ways of getting things done
Workers as RevolutionariesPeople want to use their own devices for work , work differently and Councils want to capitalise on the productivity and wider workforce benefits that flexible working brings
Making it Happen…Not like this…
Or thinking it will all go away
So Less of This• Zero tolerance for non conformists• Make fundamental changes without
engaging the stakeholders• Lock technology down …. because users are
stupid right?• Make it difficult to do anything or use
systems without multiple logins, proofs of identity and additional key facets
• Dictate that its virtually impossible to use personal devices, even when secure
Marble Digital Into Government
Build Digital Centres of Excellence
Strengthen organisational capabilities in business intelligence,
agile working, seamless government
Nurture Digitally Savvy Employees
Develop our leadership teams and staff so they understand the
opportunities offered by a digital future and can effectively use this
knowledge to deliver new business models
Deliver Open Systems platform for Government
Accelerate drive Open Applications, Open API’s, Open Data delivered to
any mobile devices to enable information sharing and service
integration across different systems and organizations
Design Software from the Customers Perspective
Design and build from the Customer journeys and apply Agile Methods
Ensure “Digital Friendly” Policies
Build digital thinking into key policies and processes
(particularly procurement, service commissioning, planning and
economic regeneration)
Keep Information Safe
Build robust identity management and security systems to keep the
public’s data safe
Protect PrivacyGet data sharing and knowledge
management right
Incubate Open Systems Alliance for government
Building an eco system between like minded authorities to accelarate
innovation and reduce costs
Information as an Asset
Critical to manage information as an asset ; ensure its properly owned
And . Break Medieval Software Markets
Build Open Systems or Public Sector App Stores for Sharing
Workforce Revolution - Tech Strategy
Digital by Default
Unified Communications
Camden Explorer
Federation
Mobile by Default
Anytime, Anywhere
access
Any Device, Any Platform
access
Camden Collaborate
Agile Working
Multiple technologies being applied concurrently rather than individually to enable workplace transformation
Workforce Mobile Flexible Secure Workforce
2FA Data ClassificationEgress Gateway O365
User Experience Improved User Experience
PSN \ IGSoC \ N3
Security Regulations Mature ISMS
ISMSPolicy Hub
DR \ BCPCI DSS
Remote Access
Structured Data
Secure Email
Joined-up Services
Defined Datasets Secure Anywhere \ Anytime \ AnyDevice
Starters \ Leavers & Movers
SharePoint Federation
BPSS
Protective Marking DRMS \ DLP
Work Flows
UNDERSTANDING DATA
Themes
Epics
User Story
Task
A Theme is a top-level objective that may span projects and products. Themes may be broken down into sub-themes, which are more likely to be product-specific. At its most granular form, a Theme may be an Epic
An Epic is a group of related User Stories, representing a feature. You would be unlikely to introduce an Epic into a sprint without first breaking it down into it’s component User Stories so as to reduce uncertainty
A User Story is a description of desired functionality told from the perspective of the user
Tasks are individual activities that are required for a User Story to be “done”
Adopt Agile in Spirit / if not in Practice within the IT function
Digital Centres of Excellence
Traditionally designed IT Departments cannot respond to the challenge. In Camden we’ve created new cross cutting Digital Centres of Excellence to deliver transformational change
To Deliver This …
Integrated and Multi Agency Working – organisations focused on working together rather than in silo’s is smarter and cheaper but impossible unless the technology supports it
Workforce – Improving the organisational climate – things such as morale, travelling time, reducing duplication, finding things quicker etc. - can boost productivity with increases of 20 % or more
Customer Service Transformation – spending more time in the front line and less time processing paper
Accommodation –rationalisation of buildings, maximising use of space, rationalising business support and printing costs
Pinch Points
4. Middle management can be very effective blockers
2. Innovation & experimentation can be potrayed as wasteful
3. Undercooked the communications
5. Limited prioritisation of projects
1. Interdependencies very challenging and difficult
6. Scope creep & requirements shift
7. Weak eco system surrounding Open Systems in Local Govt
Key LessonsInnovation and risk taking are essential because traditional approaches aren’t sustainable and won’t deliver the efficiencies we needTraditional IT approaches won’t deliver the step change required Redesign IT delivery and IT product packaging so its cross cutting and thematic rather than silo basedDon’t underestimate the effort required to achieve the step change in behaviours to become digital by default
Key Lessons• We can’t stop the march of consumer technology
& social platforms into the workplace. We need to manage and harness the opportunity it brings ;
• Badly designed security controls / one size fits all security models should concern all of us because they add cost, make flexible working impossible and stand in the way of efficient service delivery … and lets be honest our staff will circumvent the controls if it doesn’t work
PS Along the way there are bound to be a few clangers …
…if we are to harness the power of technology to drive up
productivity and deliver innovation – It has to be an integrated , cross cutting approach to make digital a
part of what Camden does everyday
If you need help getting to sleep• I tweet at Johnjackson1066• Copies of the Digital Strategy available at
www.wearecamden.org/digitalstrategy• You Tube video of Digital Strategy at http://
www.youtube.com/watch?v=YIbgYg-FzKo • My views of PSN expressed in Computer Weekly http://
www.computerweekly.com/opinion/Cmon-guys-dont-bottle-up-the-Public-Services-Network-release-it
• On disrupting the medieval software market http://www.computerweekly.com/opinion/Breaking-the-medieval-software-market-in-local-government
• Copies of the IT Strategy available at http://camden.gov.uk/ccm/content/council-and-democracy/plans-and-policies/london-borough-of-camden-ict-strategy-2012-.en;jsessionid=BEE9AFA945DE90D7A076C3758F83948C
JOHN JACKSON
11TH MARCH 2014