ACCE Digital Survey

1. ACCE Digital Survey Summary Findings 28th March 2019

2. Brief recap • ACCE agreed value in sharing successes, strategies and lessons learnt • Aim to shape thinking and opportunities for developing new digital approaches • Survey in December 2018 to capture headline experiences and areas of future interest • Feedback consolidated and key themes captured

3. Defining Digital No single definition – means different things to different people, but all recognise the importance of partnerships. • Enables genuine transformation; leading to better outcomes, improved productivity and reduced costs • Using “technology, people and process” to meet local challenges and deliver efficient services • Enables residents and businesses to self serve, and staff, Members and partners to operate more effectively • Better use of data and analytics to inform and drive service redesign and decision making • Maintaining an inclusive approach – digital not for all!

4. Digital Priorities • Transform ways of workingTo deliver better outcomes for citizens and improved operational efficiency • Embed a digital culture Digital leadership skills and sound governance to build organisation capacity and capability

5. Digital Priorities • Data first approachApplying data analytics and business intelligence to improve service delivery and decision making • Transform local servicesThrough digital innovation and transformative solutions e.g. intelligent automation

6. Digital Barriers • CapabilityLimited skills in specialist roles – technology, research • CapacityBalancing digital innovation vs business as usual • Culture and processesLack of understanding, digital leadership, commissioning skills and siloed services

7. Digital Barriers • Data qualityLack of data sharing and integration to shape decisions • InvestmentMaking the cost benefit case, in the context of limited funding • Infrastructure Prevents transformation, with legacy systems difficult to replace or integrate !

8. Digital Successes Channel Shift • Buckinghamshire – School Admissions Move to online following ‘government digital service’ approach • Hertfordshire – Redesigned Website Creation of ‘Playbook’ as a guide to digital service design • Staffordshire – MyStaffs App Ability to access all council services through a single, mobile app • Nottinghamshire – User Focused Approach Redesign of website, increased time spent online • Lancashire – Self Serve Blue Badge Increased applications uptake of 87%-90%

9. Digital Successes Fostering Cultural Change • Many County Councils adoptedsmart/agile working and use of technology as an enabler • Cornwall – Digital Inclusion Strategy and Champions Working with volunteers/voluntary sector to improve skills and access • Suffolk – Digital Leadership and Corporate Governance Tackling the challenge by striking the right balance • Essex – ‘Futures Academy’ Trial Working corporately to establish modern ways of working that transform services

10. Digital Successes Data Driven, Intelligence Led • North Yorkshire – Single Data & Intelligence Function Using data technologies (Power BI) to derive better insights and improved data standards • Gloucestershire – Business Analytics Platform Implementation that is leading to well developed research and robust decision making

11. Digital Successes Other Digital Innovations • Surrey and East Sussex - Intelligent Automation/RPA Speedy processing of data and transactions • Lancashire – Hybrid Mail Solution (Minkz) Realised savings of £263k in year, and total of £823k • West Sussex - Community Platforms Supports fundraising and stronger communities • Many LAs established intuitive web services Use of web forms, webchats, web cams

12. Sharing Learning Suggestions Often Associated With The Challenges“How have authorities dealt with changing the culture?”“Building digital skills and capabilities…and how to address this?”“Moving from an organisation awash with data to one that has greater intelligence” • Other themes: • Experiences of delivery in-house vs external partners • End to end service redesign that is genuinely transformative, and meets citizens’ needs • Application of Artificial Intelligence (AI) and automation

13. External Support in Digital Leadership • No single ‘digital’ partner -”a collaboration of the many” • Specialist project support Fluent (web design), Itelligent I (data/insight), Serco (ICT) • Multiple conversations with same providers Microsoft, BT, Nesta, Future Gov, KPMG, PWC • Complementary insight from neighbouring authorities Does this present an opportunity to collaborate around a common theme?

14. Future County Councils Digital Vision • Digital ambitions shape place leadership thinking • Integrated and connected with citizens’, partners, businesses and workforce • Sustainable through a ‘digital first mindset’, aligned to customer needs

15. Future County Councils Digital Vision County Councils are… • Enabled by technology and working practice to deliver seamless services at reduced cost; • Data driven organisations that advocate evidence based decision making; and • Harness digital solutions and AI to manage demand and deliver better outcomes.

16. Discussion • Is this an accurate reflection of the current picture? • How helpful is this in pulling together a county blue print for digital councils? • As Chief Executive or senior leader, how does this help you in your role? What will you do differently? • Finally, what opportunities does this present for developing new digital approaches across ACCE? What are the next steps?