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the way the organisation does business – not a “bolt-on”Active strategy - day the Digital Strategy is published its out of date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