Commitments

Signed by: Alex Bailey on 27 November, 2018

Project commitments:

Commitment 1:

Title: OpenCommunity: data standards for local community-based services

Partners: Devon County Council, Buckinghamshire County Council

Mission: We will create an open data standard and fully featured API model for local community service directories. We will conduct research with national and local organisations to establish and publish national standards, approved by key institutions. We will research and design the best approaches to implementation, adoption and management, to make it as easy as possible for organisations and software suppliers to adopt the new standards.

Impact: The project aims to reduce the massive duplication of effort currently involved in the supply and maintenance of community service directory information in local areas. It will provide a model where each local can develop a single maintained service directory which is accessible by API by multiple local systems and services. This will assist a range of local front line services to access the right community provision for service users, and will provide the technical environment for further digital innovation, including self referral.

Signed by: Ian Frost on 7 August, 2018

Project commitments:

Title: Transformation program

Mission: To deliver a number of transformational projects including:-
• free Wi-Fi in town centres
• Lorowan network “the internet of things”
• Replacement of a major planning, building control, housing, environmental health, licensing on premise system with a cloud based platform
• Process Automation

Signed by: Rob Mitchell on 28 September, 2018

Project commitments:

Commitment 1:

Title: Redesigning our garden waste service end-to-end

Partners: N/A

Mission: We will redesign our application and payment process for garden waste service end-to-end, including digital access (currently there is no digital way to request this service and payment must be completed using a paper mandate or over the phone).

Impact: Increased customer satisfaction

Faster service delivery

Reduction in phone calls regarding garden waste

Signed by: Andrew Small on 5 September, 2018

Project commitments:

Commitment 1:

Title: Poor parking solutions for customers

Partners: Bucks County Council, Parking solution vendors, Customer integration organisations

Mission: Ability to find and reserve parking
Improved ability to pay for parking
Automation of parking permits

Impact: Faster access to designated parking (across all car parks, with directions to spaces)
More flexibility for customers for payment (including in advance)
Faster, more efficient and flexible parking permit access

Commitment 2:

Title: Provide voice artificial intelligence for the call centre

Partners: 8X8AWS, Arcus Global, Digital Genius

Mission: To provide voice responses using artificial intelligence to customer queries for extended hours of service.

Impact: Queries will get answered faster, more accurately, at a greater ranger of times, and in a more consistent manner.

Commitment 3:

Title: Outdated shop mobility solution

Partners: Bucks county council, Software providers

Mission: Much improved customer offering for shop mobility service.

Impact: Customers using service will have improved service.
Staff will be better able to manage the service.
GDPR compliance.

Commitment 4:

Title: Poor solutions for staff for flexible working - not clear bring your own device policy

Partners: Working across council and with staff representatives

Mission: Clear solution and policy for staff

Impact: More flexibility in terms of ways of working for staff.
Greater staff satisfaction
More easily supported solutions

Commitment 5:

Title: Unclear recycling for residents - waste wizard

Partners: Bucks County Council Software providers

Mission: Improved guidance and signage around recycling. Greater set of solutions.

Impact: Improved recycling rates.

Signed by: David Robinson on 4 October, 2018

Project commitments:

Commitment 1:

Title: Chatbots to reduce avoidable contact

Partners: Wakefield MDC, Doncaster MBC

Mission: To reduce avoidable customer contact with agents, allowing them to concentrate on added value transactions with citizens

Impact: Allows greater access for those in need, e.g. digitally & financially excluded, by diverting traffic on simple requests. Faster resolution for customers on simple queries. Superior self-service resolutions across all channels.

Commitment 2:

Title: Digital Customer Services Portal

Partners: None yet identified

Mission: Providing citizen access to council services however, wherever, whenever

Impact: Improved digital journey for customers, 24/7 interaction with council services, efficiencies, complementary to all digital channels

Commitment 3:

Title: Adults Social Care First Contact

Partners: Wakefield DMC

Mission: Reduce avoidable telephony contact between health and social care professionals

Impact: Improved information sharing 'cross patch', frees agent capacity to focus on complex needs e.g. safeguarding.

Signed by: Scott Logan on 4 October, 2018

Project commitments:

Commitment 1:

Title: A Collaborative Process: Working with Essex Police, Basildon aim to create a seamless digital customer journey. The objective is to create environment of shared learning that will generate efficiencies in both process, resources and a much improved customer experience

Partners: Essex Police, other local authorities across Essex.

Mission: Fostering innovation through open-minded collaboration as members of the Essex Online Partnership, Basildon Borough Council and Essex Police have identified a number of opportunities to work together to improve our citizens' digital services experience, namely - creating seamless online services to best meet the needs of our citizens; driving quality services and sharing best practice whilst demonstrating our commitment to ensuring the improvement of cyber security. To date, this has resulted in Essex Police providing our staff with identified training, further resulting in improved employee engagement. This project therefore helps realise the ambition of the declaration and demonstrates our commitment to digital enablement.

Impact: Identified opportunities leading to a targeted outcome, include:

- Creating seamless customer experiences in regards to services provided to citizens by Basildon Borough Council in partnership with Essex Police, such as Anti-Social Behavior (ASB) and the process of licensing a public event.
- Working in partnership to align the definition of what is classified as a vulnerable person and defining the processes to be adopted to ensure citizens consistently receive the required level of support to maintain their wellbeing. This will entail effective use of 3rd sector services to enhance the level of support provided to vulnerable citizens.
- Reviewing digital content with a focus on accessibility in relation to essential information being updated, to include relevant contact details, ensuring plain English and consistency in terms of language used to detail available services and applying prompt fixes to identified or reported broken links. This aims to improve our citizens' online service provision when accessing our services delivered in partnership.
- Creating learning opportunities by sharing knowledge of best practice including the outcomes of research of digital solutions to identify further opportunities to work in collaboration. Learning opportunities are also recognised as developing staff skillsets by providing free digital skills training in collaboration, utilising in-house expertise.

Identified training opportunities to date include cyber security, which provides understanding of the risk online activities pose; how to manage threats and valuable protection advice on how to protect yourself against cyber-crime.

It is the aim of the project is to share the overall outcomes with the Essex Online Partnership group to encourage collective collaboration with all other local authorities across Essex, and Essex police.

Commitment 2:

Title: App Solution

Partners: Essex University

Mission: We are working in partnership with Essex University to develop an App to enable our citizens to access specific services, while providing features to personalise their experience according to their requirements.

Basildon approached the University with a proposal complimenting the curriculum of final year students working towards qualifications in Computer Science and Electronic Engineering.

This App will provide a completely personalised customer experience - an aim of our digital strategy, while also looking to inform, engage and educate our citizens using gamification.

Impact: Basildon Council has ambition to offer a more personalised service for citizens accessing online services which negates a requirement to formally log in.

An app was recognised as the preferred solution. With a drive on value for money, research suggested creating an app to access all our services would not be the preferred solution. We identified a poor return on investment, with limited downloads for Council app’s based on authorities whom adopted this strategy.
So we decided our app will only provide features relating to one service.

Demand and user preference analysis was collated utilising demographic and web analytic data to ensure the app’s features are designed around citizen’s digital interests, their behaviours and demands. By using this data it will ensure a product which best meets the needs of our citizens.

The app will provide specific customised services for each individual customer which aims to result in the formation of new digital habits. It will be used to test the appetite for further Council apps which will include products that aim to create greater levels of engagement and increased awareness of the Council's services (our policies). Implementation will result in a reduction in service failure and demand across more expensive contact channels while also improving levels of satisfaction through personalising the citizen’s individual experience.

Through working in collaboration with Essex University the project represents value for money and provides the Council an opportunity to promote the organisation to students seeking a career in IT following completion of their course. This approach seeks to promote the council as an employer of choice, for the recruitment of IT skilled staff, in what is a competitive market place. The Council would provide students at university or leaving university with the required experience to become more valued in the market place.

The project represents a digital experiment that will be used to establish the levels of demand for Council apps for individual specific services. If successful it will shape enterprise-wide initiatives, driving efficiency and delivering greater value for money.

Signed by: Melbourne Barrett on 20 September, 2018

Project commitments:

Commitment 1:

Title: Developing and rolling out an online and digital service to residents to speed up and improve communication between residents, the council and the waste and recycling service provider

Partners: Hart District Council, Serco, and Whitespace

Mission: To increase the range of online and interactive customer services for waste and recycling to provide a fully integrated “real time” update and enquiry and reporting service. The project involves partnership working between Basingstoke and Deane Borough Council, Hart District Council and private sector service suppliers covering multiple services from waste, to fly-tipping to graffiti, animals and trees.

Impact: The waste and recycling service covers all households in both Basingstoke and Deane and Hart District. This project will develop and roll out online and digital communication channels by which residents, the council and the waste and recycling contractor can exchange updates 24/7 rather than only within office hours and exchange information in real time and on the go through social media and smart phones at individual household level. This will improve the responsiveness of the service to individual households and improve the efficiency of the overall service. The service covers over 70,000 contacts per annum and will utilise pro-active communication, end-to end automation and demand management techniques. Aligned to our vision which includes digital inclusion, open data and smart city approaches, staff and customer empowerment and upskilling. The approach is innovative for Basingstoke and Deane and is scalable: it can be transferred to other council services, and the solution shared with other councils and waste and recycling providers.

Signed by: Ashley Ayre on 11 October, 2018

Project commitments:

Commitment 1:

Title: Improving the user experience when finding local requirements for applying for planning permission, paying for planning permission, and viewing/commenting on planning applications.

Partners: Early discussions held with Pilot Works (https://pilot.works/)

Mission: We will research the user needs for the local requirements for planning applications so that we better understand what our users are trying to do. We will redesign the way people find information on our website about the local requirements for planning applications to meet those user needs and test our assumptions with users.
We will research and improve the way people request and pay for planning advice and guidance.
We will also research the user needs for viewing/commenting on planning applications and redesign the way we meet those needs.

Impact: The project aims to reduce the amount of planning applications that are submitted incorrectly. It also aims to reduce the amount of telephone contact with the service, as well as reducing the amount of paper and email applications that are submitted. We also hope it will encourage more online payments and greater self-service through our website, as well as allowing statutory and other consultees to better manage their preferences for applications that they have an interest in.

Signed by: Philip Simpkins on 4 October, 2018

Project commitments:

Commitment 1:

Title: Improving digital inclusion and providing assisted digital support to help people use Council services online.

Partners: Community Voluntary Service Bedfordshire, Bedford College, Local voluntary and community bodies

Mission: Research to understand how users might struggle to use Council services online and to find out the issues that are stopping users from using Council digital services.

Design Council digital services that work for as many residents as possible and use research and insight to provide the best types of support for all users who might need help, through assisted digital support.

Impact: We are committed to becoming a Council that is digital by default and understand that we must redesign our services to be straightforward and convenient so that all those who can use our digital offer will choose to do so, whilst those who cannot are not excluded.

For many users of our services, our commitment to becoming a Council that is digital by default will make our services easier and more accessible. To improve digital take-up, we will provide the support to improve residents’ confidence in using our online digital services so that as many as possible will be able to make the transition from an assisted digital service to self-service, and incorporate learning so that people can improve their digital skills and be encouraged to self-serve in future. Users of our services who cannot access our digital service independently will be able to access a service through an offer of assisted digital support that provides the best type of support for our service users.

Signed by: Councillor Brigid Jones on 4 December, 2018

Project commitments:

Commitment 1:

Title: Reducing care calls to improve customer satisfaction

Partners: Worcestershire County Council (Steven Medley), Solihull Metropolitan Borough Council (John Loughead)

Mission: Establish how emerging technologies like Alexa & Chatbots could reduce the need for costly face to face visits and what further enhancement maybe required in order for them to be readily adopted by citizens as a replacement for a physical home care visit. There is still inconclusive evidence to assist LAs to determine which technologies are most effective. Our aim is to
• Identify the appropriate technologies that provide LAs with the confidence that citizens wellbeing and independence could be being maintained within a community setting despite a reduction in number of calls.
• Demonstrate that a reduction of 15-20% in the 6 million hours of Home Support Calls can be achieved as an evidential base for other LAs to adopt and adapt to meet their needs

Impact: Our approach will deliver benefits to Local authority Service Providers/commissioning, citizens, internal and external home care service providers. Within a year we could develop a prototype solution that could be readily scalable across all local authorities and would have secondary benefits to health care providers.

Signed by: Cllr Terry Richardson on 23 November, 2018

Project commitments:

Commitment 1:

Title: The design and implementation of a single unified communications technology solution that can be followed by all partners and that can be extended to other public sector organisations wanting to adopt similar technologies / solutions.

Partners: The Leicestershire Information Communication Technology Partnership (LICTP) - shared service council’s include Hinckley and Bosworth Borough Council, Oadby and Wigston Borough Council, Blaby District Council, Melton Borough Council and the Leicestershire Revenues and Benefits Partnership.

Mission: The project is to design and implement a repeatable installation and adoption strategy that can be followed by all partners and that can be extended to other public sector organisations wanting to adopt similar technologies / solutions.
The solution objectives are:
• Implement one single cloud hosted communications solution system
• Provide one number for each user – to be used seamlessly with desk based phones, mobile phones or softphones
• Offer modern unified communication functionality – offering opportunities/options such as integration with MS Office calendars, instant messaging, video calling and conference calling
• Implement one single contact centre solution – separately configured and implemented for partners as required
• Integrate telephony Disaster Recovery and Business Continuity arrangements
• Adopt one single support contract for all telephony elements (bills, lines, calls, technologies etc)

Impact: Critical success factors focus on providing public sector staff with the opportunity to work in a more flexible way to better facilitate working contact arrangements and engagements with customers from any location, specifically; Single contract and supplier management - Reduced hours spent managing supplier contracts and billing from LICTP Client and each partner authorities Finance Teams. Staff productivity increase via collaboration technology- Efficient working via enhanced collaboration capability. Efficient resource management. Flexible and home working capability. Enhanced citizen service capability and reporting - Increased first time resolution impact less complaint handling, better oversight on resource allocation. Enhanced DR capability - Reduced risk, reduced need for 3rd party DR capability (such as remote site maintenance and DR contracts), enhanced business uptime, consistent resource, sharing council buildings. Single support contract and point of contact - Reduced hours spent managing support issues, and single supplier accountability for support issues. Quicker resolution to issues and frees up technical resources to progress other prioritised work

Signed by: Dan Swain on 13 November, 2018

Project commitments:

Commitment 1:

Title: Discovering ways in which we can use AI, Chatbots and IVR technology to provide a seamless and improved customer experience.

Partners: North East Derbyshire District Council

Mission: We would like to research and test AI, Chatbots, voice recognition and Interactive Voice Response (IVR) technology as ways to provide a seamless customer experience, ensuring calls are dealt with at the first point of contact and to also make better use of available resources.
We aim to have discovered which technology (or combination of) best suits the needs of Local Authorities and their customers and found solutions which provide fast and simple interactions for those customers who contact authorities by telephone.
We will establish how we can accurately direct a caller to the correct person/team/authority from the first point of contact or provide information to the customer, where possible/relevant without the need for a customer advisor. The aim would be to free up customer services advisors' time in order to provide a better, more personal service and give more time to those customers who need to speak to someone by phone or face-to-face.
Using the above technology, we would like to establish how we can put measures in place which will allow authorities to share customer contact resources, when necessary e.g. for business continuity, when services are temporarily unavailable or under-resourced.

Impact: The aim is to find a way to improve customer service whilst also reducing costs, providing a better value service and enabling a better quality service for those requiring face-to-face contact. A solution would allow customers to receive a seamless customer experience, directing them to the appropriate area/person even if their call or query is for a different authority e.g. Parish or County Council. It will also allow a way for authorities to share services therefore enabling business continuity.
Once solutions are researched/found, we would look to implement a solution at the authority.

Commitment 2:

Title: Increasing digital transactions online through the use of AI, Chatbots and robotics to provide a seamless, 24-hour, improved customer experience.

Partners: North East Derbyshire District Council

Mission: We will increase the online services we provide using available technologies to ensure wherever possible that we provide customers with opportunity to contact, transact, report and apply via the authority’s website.

Impact: The aim is to improve customer service and allow a 24/7 service wherever possible through the website. It will allow automatic processing of information and should reduce the number of calls to the contact centre; therefore reduce costs for the authority.

Signed by: Cllr Greg Peck on 25 September, 2018

Project commitments:

Commitment 1:

Title: Consistent Customer Journey for Planning Applicants across districts.

Partners: South Norfolk Council

Mission: Identify where we can generate efficiencies through digital integration and sharing of data across multiple districts. Design a digital service model and principles which could be adapted to other councils. Produce ideal state customer journey maps for a solution to be considered for development in the next stage.

Impact: Improve customer experience and offer an online streamlined and simplified end to end customer journey (from pre-application to discharge of conditions) for planning applicants regardless of district boundaries and independent back office systems.

Signed by: Chris Forrester on 9 November, 2018

Project commitments:

Commitment 1:

Title: We want to better understand how, when, and why our customers want to engage with us electronically and how new technologies such as chatbots and Artificial Intelligence could help to facilitate timely and accurate signposting to council services for our customers 24/7 whilst also improving back office efficiencies.We are taking part in the Local Digital Fund with a discovery project called “Common Approach To Chatbots and AI Development” in partnership with other councils listed below.

Partners: Oxford City Council, Hertsmere District Council, Cheltenham Borough Council, Doncaster Council, Preston City Council, North East Derbyshire District Council, Bolsover District Council, Calderdale Council, and Rotherham MBC.

Mission: Within the next year we hope to achieve within the scope of the discovery project :
• a framework for evaluating the suitability or otherwise of a particular application for developing into a chatbot or AI product
• a research base to assist local authorities developing their individual business cases to save time and resource rather than duplicating research
• a summary of the potential technology solutions that are available with their individual advantages and disadvantages of each, and their applicability to different circumstances
• a set of case studies drawn from participating councils in how the framework can be applied

In pursuing this it will also;

• explore the feasibility of adopting or developing a common, open source platform for local government to use to develop chatbot/AI solutions
• determine governance and ongoing maintenance of the research base to remain relevant for future
• for the participating councils, deliver a set of recommendations on how to proceed with their use cases to alpha stage
• for the case studies, develop early models/prototypes of the solutions that could be used

Impact: The impact of our mission will be an evidence-based approach to the use of technology to improve engagement with all our customers at a time that suits them wherever they may be by providing to them accurate guidance and information.

Signed by: Sarah Ashmead on 2 December, 2018

Project commitments:

Commitment 1:

Title: Supporting colleagues and clients to self-serve their own HR enquiries and issues

Partners:

Mission: It can be difficult for our users (staff, schools and 3rd parties) who have purchased HR services) to find the information and advice they need. A lot of people try self-service, but end up calling the service desk or submitting a service ‘ticket’ with relatively simple requests. We know that we are not making the best use of modern technology. We want to move from manually handling routine HR requests to a self-service model supported, where appropriate, by automated HR processes.

Impact: We are not providing our users with the ideal experience for managing HR issues. This is also an expensive way for the council to deal with relatively simple enquiries. We need to significantly reduce the cost of operating an HR service and can only do this if we can find ways to support more self-service and the automation of routine processes.

Signed by: Zohrah Zancudi on 8 November, 2018

Project commitments:

Commitment 1:

Title: Digital and Social Care

Partners: To be confirmed, but potentially Wakefield Council

Mission: We want to complete a discovery project with a local authority partner (potentially Wakefield Council), in collaboration with Leeds Beckett University, to investigate whether tele-care and sensor tech can be used to help keep a range of groups (e.g. adults with learning disabilities, adults with dementia, etc.) living at home independently for longer.

Impact: We hope that residents of Calderdale will be able to live independently at home, enjoying a good quality of life, for as long as possible.

Signed by: Lewis Herbert on 19 September, 2018

Project commitments:

Commitment 1:

Title: Development of an online reporting mechanism for “Streets” and “Grounds” services using our new online customer portal technology.

Partners: Huntingdonshire District Council, South Cambridgeshire District Council and Cambridge City Council will work with their IT Shared Service (3C Shared Services) and 2C Shared Waste Partnership to develop the solution. We will have the solution tested by Kent based SDS http://smarterdigital.info/.

Mission: Our shared IT service is in the process of delivering a standard back office application for Streets and Grounds processes across the three councils. Each council is also developing an online customer portal to link in with their existing websites. Whilst each council will retain their own separate Streets and Grounds services, we plan to develop a consistent set of eforms, back office processes, and a customer portal that delivers proactive customer status indicators and notifications, while our services deal with requests. The solution will extend into our customer service departments, ensuring a holistic view of the status of each request.

Impact: Reduction in customers having to chase. Other similar councils have seen circa 25% reduction in calls and face-to-face visits through implementation of a similar system.

Signed by: Gillian Beasley on 15 November, 2018

Project commitments:

Commitment 1:

Title: Work With Me – Striving to help people with Learning Disabilities and / or additional needs gain and maintain employment

Partners: Peterborough City Council, Peterborough City College, Thera, Speak out council, Papworth Trust, Princes Trust, Switch Now

Mission: Cambridgeshire County Council are part of a consortium or partners working together to help people with learning disabilities access meaningful pathways after finishing education so that they can live a fulfilling life and gain paid employment, which we know can drastically improve the health and wellbeing of people with learning disabilities. We also know that by helping people with LD be more independent, they need less services from the council and therefore, the LD social care bill reduces. Within a year, the consortium hopes to:
• Have conducted user research with employers to find out what their perceptions are of people with LD and what the barriers are to employing people with LD and what support they might need
• Created content, tools and resources for people with LD and their support network to help them understand what options are available to them and how they access them
• Resources for support networks to help them learn how to empower their loved one with LD so that they can help them be independent
• Created an on-line platform in collaboration with partners and users for people to discover what their options are and pursue an independent life

Impact: We know that confident people with LD who feel secure in their abilities and have the right support and adjustments can flourish in a workplace. Both councils work hard to build confidence and independence in people with LD to help them become work-ready. We know that people with LD who gain paid employment gain a great sense of confidence, independence and improved well-being. People who are in paid employment rely less on social care packages and on welfare which creates financial savings for local authorities and central government.

Signed by: Tony McGovern on 5 October, 2018

Project commitments:

Commitment 1:

Title: Local Maps

Partners: Stafford Borough Council

Mission: To provide the local community with a holistic view of local amenities, local plans and issues.

Impact: It is our intention to develop the local digital information via electronic maps to better inform the communities of the plans that could affect them. We intend to collate digital information into a single, easily accessible view.

We have been working on a pilot to draw together digital information from our planning systems, building control systems, land charges system, Council tax database, grounds maintenance, and waste collection information. We intend to import data from external agencies to supplement our own data.

Signed by: Colin Carmichael on 4 October, 2018

Project commitments:

Commitment 1:

Title: ANPR Off Street Parking:Using technology to create an end-to-end, automated and paperless car parking experience for customers

Partners: Private Sector parking software and hardware supplier, District Councils in east Kent

Mission: We will create a new, self-serve model for off street parking that:
- uses personas to create user cases for car parks
- removes the need for proactive enforcement
- enables a fully digital journey from entry to exit for customers
- allows concessionary access at reduced rates

Impact: Customer:
- improved satisfaction with off street car parking experience
- reduction in number of Penalty Charge Notices (PCN)
- improved parking information to help manage customer flow and parking choices
- pay on return for time used, rather than pay in advance for time assumed

Financial:
- increased income through 100% parking act capture
- reduction in enforcement requirement for off street car parks
- integration in back office systems to speed up finance reconciliation

Operational:
- improved operational information on car parking activity
- data-driven charging policies to maximise income
- reduction in staffing costs associated with managing open car parks
- increased parking durations, creating positive impact on local economy/retailers

Signed by: Dr. Jason Gooding on 8 October, 2018

Project commitments:

Commitment 1:

Title: Increase accuracy of financial forecasting

Partners: None identified

Mission: Identify the most appropriate technology, such as machine learning and predictive analytics, and data model to predict trends and behaviour patterns in expenditure.

Impact: Redirect as much of the council's budget as possible to delivering its priorities. This will benefit all the people and businesses of the city.

Signed by: Chris Moore on 30 October, 2018

Project commitments:

Commitment 1:

Title: Council Tax Arrears Collection

Partners: Barnsley Metropolitan Borough CouncilBirmingham City CouncilBolton CouncilBradford Metropolitan District CouncilBrighton & Hove City CouncilCarmarthenshire County CouncilCornwall CouncilEaling CouncilIslington CouncilEastbourne Borough CouncilKirklees CouncilLewes District CouncilManchester City CouncilMedway CouncilNewham London Borough CouncilNorth Hertfordshire District CouncilRotherham Metropolitan Borough CouncilSalford City CouncilSouthwark CouncilRoyal Borough of Kensington & ChelseaWakefield CouncilWealden District Council

Mission: Our mission is to collect more council tax in a fair way to maximise funding for local services, thus benefiting local residents, whilst identifying those who are vulnerable and in need of assistance.

Impact: Our business case supports an approach which we believe can increase collection rates for all councils across the country. The increase in collection will help to negate cuts to annual funding and limit reductions in key service areas, where it matters most.

Signed by: Nick Eveleigh on 12 December, 2018

Project commitments:

Commitment 1:

Title: Digitally transforming the customer experience

Partners: Essex Online Partnership members (other local authorities and public sector organisations)

Mission: To create a single golden record that gives us the ability to build a customer portal that our residents, businesses and staff can use to service any interaction with the council and other authorities.

Impact: Allowing the customer to access their data at a time that suits them. Reduce fraud and data duplication across all systems. Supports initiatives such as tell us once, digital by design and allows quick and efficient processing of new contact. It will also help us with our GDPR and SAR obligations.

Signed by: Darren Knight on 4 October, 2018

Project commitments:

Commitment 1:

Title: Digital modernisation programme

Partners: Local authority shared service companies (Publica Group Limited and Ubico); other organisations such as the University of Gloucestershire

Mission: Cheltenham Borough Council wants to provide the best possible services to customers in the most efficient way. Our modernisation programme has been designed to recognise the digital age we live in and how we can make the best use of technology for the benefit of our customers, partners and employees. The purpose is to ensure services are delivered in the most suitable way investing, where appropriate, in both technology and other capabilities to support our organisational modernisation and deliver a positive customer experience.

This programme will:
• Identify and implement digital transformation solutions to improve and enhance the ways services are delivered to our residents and communities in line with their raised expectations
• Enable and empower our people to make better decisions through improved use of data to support better use of resources
• Achieve cash and non-cash savings over the medium term financial strategy period
• Explore how new technologies can be used to reduce customer demand and improve customer experience

A team has been formed with Executive Leadership Team Sponsorship. This transformation will be delivered over the next three years.

Cheltenham Borough Council has a track record of successful partnership working and shared services arrangements and will be working collaboratively with these organisations, which includes two local authority shared service companies: Publica Group Limited and Ubico. In addition to these organisations, Cheltenham Borough Council will be also draw upon the expertise of other organisations such as the University of Gloucestershire. All of our partners will be used to add value and to ensure that transformation improvements are sustainable in the long-term through capacity building and knowledge transfer.

Within a year of signing the declaration, Cheltenham Borough Council will have
• Baselined its ‘as is’ state – through organisational discovery work
• Identified potential opportunities and efficiencies
• Developed a ‘to be’ state including a new target operating model
• Mobilised all stakeholders to share user experiences
• Created capacity through organisational and people development
• Defined and prioritised key projects
• Established Dashboard reporting to monitor and measure improvements made

Impact: The modernisation programme will benefit users and stakeholders in the following ways:
• Services and information will be more easily accessed by residents and communities
• Cash and non-cash savings will be realised that will allow additional resources to be allocated to community based work
• The Council will be stronger and smarter with the way it uses data to influence and inform decisions and priorities

Signed by: Gareth Pawlett on 4 December, 2018

Project commitments:

Commitment 1:

Title: Share2Care

Partners: Share2Care is a collaborative programme between Cheshire and Merseyside (C&M STP) and the Lancashire & South Cumbria Sustainability and TransformationPartnerships (L&SC STP) to deliver electronic shared health and care records.

Mission: Shared health and care records have been identified as a key transformational enabler by our combined STP leadership. They are a key deliverable for both Local
Digital Roadmaps and form a foundation layer towards our ambition to harness the power of our data for predictive analytics and population health management.

Together, these capabilities underpin our new models of care, disease prevention, the shift to out of hospital care and our drive towards system-wide sustainability.

Share2Care will draw on our wealth of expertise gained over recent 10 years deploying shared care records including the Cheshire Care Record, the Local Person
Record Exchange Service (LPRES), the ILINKS programme and the Wirral Care Record.
Together, we will accelerate the maturity of the wholesystem; supporting localities just starting on their interoperability journey and addressing long-standing record access issues for inter-regional services, such as the North West Ambulance Service (NWAS). Our collaboration will create a scalable solution that will fulfil the ambitions of the national Local Health and Care Record Exemplar (LHACRE) programme.

The programme is underpinned by our digital roadmap which supports the Cheshire and Merseyside Digit@ll strategy. Innovation bids will enable our mission.

Impact: Share2Care will augment, improve, and support our transformational journey. The programme will drive adoption of digital services and make accessibility to real-time shared information the ‘norm’.

Signed by: Councillor Samantha Dixon on 4 October, 2018

Project commitments:

Commitment 1:

Title: Highways Applications and Processing: Cheshire West and Chester’s Highways Service’s Case Management System

Partners: Cheshire East Council, Qwest

Mission: Cheshire West and Chester’s Highways Service’s Case Management System does not contain the ability to build integrated online forms, and therefore there is currently no ability for customers to contact the service or make an application for the following services online:

- Vehicle Crossing
- Temporary Road Closures
- Street Furniture and Planter Licenses
- Stopping Up Order
- Skip Licenses
- Scaffold Licenses
- Marker Post
- Alfresco Licenses (new and renewals)
- Lateral Extents

This means that all application packs must be requested via email or by telephone and these are either printed and posted to the customers or sent via email. Furthermore, payments cannot be made online as this has not been integrated with the Council’s new online payment platform so payments are currently taken over the phone once the application is received or paid via cash or cheque.

Once received the information from the forms needs to be manually entered into the service’s Case Management System for processing.

We will develop, test, launch and roll out online application forms built in the Council’s Customer Relationship Management (CRM) System that are integrated with the service’s Case Management System, allowing the data captured to be automatically populated into the system ready for processing.

The forms will also be integrated with the Council’s online payment platform which will ensure that customers can make the required payment online at the point of application. This will minimise the need for the customer to call the Council to make a payment over the telephone, visit the Council to make the payment or post a cheque payment.

We will carry out the work to integrate these online forms with both the service’s Case Management System and the Council’s online payment platform.

The approach includes workshops to establish the business rules that will be required in the new forms, production of prototypes to gain feedback from the service before the build process starts and carrying out a comprehensive testing process before the new forms go live.

We are hoping to have the new forms in place by no later than January 2019.

Cheshire West and Chester Council recognise that progress towards digital solutions in often done in partnership, and this is central towards our approach. The Council’s ICT is delivered through a shared service with Cheshire East Council, supporting a common approach, and emphasising the importance of effective relationships.

For this initiative, the Council’s Digital Programme Team, which includes the Digital Transformation Team from our Joint Venture Company Qwest, are working with staff from within the Highways service to develop the new online forms in our Customer Relationship Management System Firmstep. We are pleased to be working with Qwest (a joint venture between Cheshire West and Chester, and Engie) to develop this initiative.

Impact: We believe that this work will bring a number of benefits, including:

- A more convenient end to end online process for customers when making a Highways application;
- A reduction in the time spent manually loading the data from the emailed / paper application form into the service’s case management system;
- Less money spent on posting paper application forms to customers and storing the completed paper forms;
- A reduction in the time spent processing cash and cheque payments.

Signed by: Bob Smith on 3 December, 2018

Project commitments:

Commitment 1:

Title: Customer Experience Programme

Partners: Chiltern District Council, South Bucks District Council and Wycombe District Council (Waste Service)

Mission: Providing a consistent level of service to customers regardless of the service and channel used. Resolving requests at the first point of contact wherever possible, equipping staff with the information and knowledge to provide a quality service. Increasing our digital offering, so the customer can interact with the Councils digitally with no degradation of service.

Working with a technology provider, we will design, build, and test the journey a customer will experience when they make a service request. We will develop integrations into back office systems, and proactively present information to the customer with real time updates and notifications about issues affecting them. We will be developing on line processes and electronic forms for every service and our designs could support other councils to develop digital services.

We will centralise our customer service provision, and achieve channel shift, which we believe will yield benefits of £500,000 per annum, with a more effective and efficient service for customers

Impact: We will centralise our customer service provision, and achieve channel shift, which we believe will yield benefits of £500,000 per annum, with a more effective and efficient service for customers.

Signed by: Councillor Adrian Lowe on 5 October, 2018

Project commitments:

Commitment 1:

Title: Reduce the number of residents in the borough who don’t have basic digital skills

Partners: Citizens Advice Bureau (Lancashire West), Lancashire Adult Learning, Preston College, Google Digital Garage, Lancashire Constabulary, Jobskilla as well as local charities and housing schemes such as AgeUK and PlacesforPeople

Mission: To continue to provide and increase basic digital skills support and training across the borough for residents that genuinely need it. This includes providing outreach support in the more rural areas of the borough as well as support for the elderly, vulnerable, unemployed and residents with physical and mental disabilities.

This work will include working with local learning providers as well as upskilling a bank of digital volunteers to allow digital skills training to become sustainable and a beneficial community resource in community venues across the borough.

Impact: The benefits of such projects would include social benefits for residents who would be able to use digital skills to be able to keep in touch with friends and family who they may be out of touch with without having digital skills and capabilities.

Providing basic digital skills training will benefit residents who are unemployed and claiming universal credit. Due to the service now being online many residents will struggle to keep on top of their universal credit account without basic digital skills. By providing beginners sessions claimants will be able to feel more confident to use online services as well as completing online job searches and applications.

Sessions delivered would include online safety and social media safety for vulnerable groups for example residents with learning difficulties to ensure they are safe whilst they are using the internet and social media.

Sessions delivered will continue to provide digital skills regarding public services and health online; including the Council’s website, NHS choices and online doctors’ appointments and prescriptions, these kinds of support sessions will allow residents to access beneficial services at a time and place that suits them. Work on providing skills so residents are able to access online doctors’ appointments and repeat prescriptions will be undertaken in partnerships with local GP surgeries in the borough.

Commitment 2:

Title: Redesign and redevelop our external-facing website to improve the site and online services as a whole

Partners: Capita, Civica, LCC and others

Mission: To create an external-facing website that does more to meet the needs of the customer. To ensure that our online services are easy to access at a time and place that suits our customers.

We aim to ensure that our website is accessible to all, secure and responsive on all types of devices. We aim to redevelop our website to allow customers to easily access the services they require at the first point of contact, reducing the need for more expensive channels such as face-to-face and telephone contact.

We aim to create a top class user experience meaning that our customers prefer to access services online rather than other channels. Our digital services should be simple and intuitive enough that users succeed first time, unaided, as people will only choose to use our services digitally if they are far more straightforward and convenient.

Impact: By redeveloping and redesigning the external-facing website it will allow customers to access information they require more easily, at a time and place that suits them, increasing their satisfaction with the Council. By increasing the use of our online services and allowing customers to self-serve in the council offices, it will allow us to free up staff time, which will enable us to focus our resources to those who need them most and where they could make the most difference; for example helping unemployed residents find work or supporting our more vulnerable residents.

Signed by: Daren Turner on 11 October, 2018

Project commitments:

Commitment 1:

Title: Extending 'online first' to other services

Partners: North Kesteven DC, Lincolnshire County Council

Mission: Our Customer Experience Strategy has an aim of ‘Online first’. We have had significant success and increased take-up of online services and want to extend this success into other areas of the Council including housing and environmental services.

Additional services will be available, creating efficiencies and increasing customer satisfaction.

We work closely with North Kesteven DC through our shared service arrangements and are looking to enhance two-tier working with Lincolnshire County Council.

Impact: We aim to improve services for customers who wish to access services online, and also for vulnerable people by making access to services more efficient and customer-focused.

Signed by: Claire Nye on 14 November, 2018

Project commitments:

Commitment 1:

Title: Council Tax Arrears Collection

Partners: Barnsley Metropolitan Borough CouncilBirmingham City CouncilBolton CouncilBradford Metropolitan District CouncilBrighton & Hove City CouncilCornwall CouncilEaling CouncilIslington CouncilEastbourne Borough CouncilKirklees CouncilLewes District CouncilManchester City CouncilMedway CouncilNewham London Borough CouncilNorth Hertfordshire District CouncilRotherham Metropolitan Borough CouncilSalford City CouncilSouthwark CouncilRoyal Borough of Kensington & ChelseaWakefield CouncilWealden District CouncilCarmarthenshire CouncilCoventry City CouncilDudley Metropolitan Borough CouncilSandwell Metropolitan Borough CouncilSolihull Metropolitan Borough CouncilWalsall Council

Mission: At 31 March 2018, the total amount of council tax outstanding in England amounted to £3 billion (cumulative from the introduction of council tax in 1993
For 2017/18, Local authorities in England collected £27.5 billion, with arrears of £818 million, approximately 3% uncollected.
Our mission is to collect more council tax to maximise funding for local services, thus benefiting local residents. It will help ensure that those able to pay do not avoid their responsibility whilst identifying those who cant pay or are vulnerable and in need of assistance.

Impact: Our business case supports an approach which we believe can increase collection rates for all councils across the country as well as reduce the amount of unpaid Council Tax outstanding from previous years. The increase in collection will help increase resources available to Councils and limit reductions in key service areas, where it matters most.

Signed by: Leonie Rathbone on 21 November, 2018

Project commitments:

Commitment 1:

Title: We are looking to eliminate old outdated legacy systems with new custom built, cloud based software using a platform as a service based approach. We are looking to drive business process efficiency through the development of new digital processes, using customer led service re-design principles and customer insight and data analysis.

Partners: Basildon Borough Council, Chelmsford City Council, Brentwood Borough Council, Castle Point Borough Council

Mission: Within a year, we hope to have developed solutions to address some of the problems outlined above. This includes a move to new enterprise platforms from old legacy systems for the following council services; planning, building control, regulatory services, public sector housing and waste and environmental health. We will also be developing services in house using an enterprise system which allows us the flexibility and freedom to build new processes and re-engineer services.

Impact: We are introducing more online self service functionality allowing customers to access services at a time that is convenient to them. By using data and customer feedback in the design process we are also ensuring the design is led by customer needs and preferences. Better and more advanced online processes enable us to reduce the burden on our Contact Centre, allowing them to spend more time working with our more vulnerable residents and those with complex queries.

Signed by: Mark Read on 27 November, 2018

Project commitments:

Commitment 1:

Title: FOI Process Improvement Project

Partners: My Society, London Borough of Hackney + other Local Authorities

Mission: To look at developing a more tailored made system for local authorities (to cover both FOI and SARs) in terms of request submission and automatic publication of FOI responses (rather than the manual uploading/checking we need to do at present).

Impact: An improvement in Customer Experience from quicker responses to FOI's & SARs + process efficiencies through automation of as much of the process as possible.

Signed by: David Ashmore on 13 November, 2018

Project commitments:

Commitment 1:

Title: Council Tax Arrears Collection

Partners: Barnsley Metropolitan Borough CouncilBirmingham City CouncilBolton CouncilBradford Metropolitan District CouncilBrighton & Hove City CouncilCornwall CouncilEaling CouncilIslington CouncilEastbourne Borough CouncilKirklees CouncilLewes District CouncilManchester City CouncilMedway CouncilNewham London Borough CouncilNorth Hertfordshire District CouncilRotherham Metropolitan Borough CouncilSalford City CouncilSouthwark CouncilRoyal Borough of Kensington & ChelseaWakefield CouncilWealden District Council

Mission: As at 31 March 2018, the total amount of council tax outstanding in England amounted to £3 billion (cumulative from the introduction of council tax in 1993. For 2017/18, Local authorities in England collected £27.5 billion, with arrears of £818 million, approximately 3% uncollected. Our mission is to collect more council tax in a fair way to maximise funding for local services, thus benefiting local residents, whilst identifying those who are vulnerable and in need of assistance.

Impact: Our business case supports an approach which we believe can increase collection rates for all councils across the country. The increase in collection will help to negate cuts to annual funding and limit reductions in key service areas, where it matters most.

Signed by: Simon Higgins on 12 December, 2018

Project commitments:

Commitment 1:

Title: To investigate the use of open source software to support the ongoing development of the website

Partners: Other councils looking to embrace similar technology

Mission: We will delivered a new open source search tool on the website, and identified other areas where this technology could support our aspirations to provide an improved customer experience of our website. We aim to create a product that could be used by other authorities or partner organisations and will share our experiences in developing this.

Impact: An open source search tool will enable us to deliver an improved service, to our customers, the success which will be measured by improved satisfaction of our website and improved analytics in terms of people being able to access the right information. We also hope to demonstrate the benefits of open source in terms of it enabling us to take control of developments rather than relying on third party software developers, and to also deliver cost savings as a result

Signed by: Paul Wildsmith on 4 October, 2018

Project commitments:

Commitment 1:

Title: Customer self-serve and automation of Tip Permits.

Partners: Stockton Borough Council

Mission: We will create fully automated end-to-end processes enabling customers to order, pay for and use tip permits.

Impact: The project aims to improve the Customer experience by providing options for self-serve and automation for the application and use of tip permits and to reduce Council costs by redesigning the current manual processes.

Signed by: Carole Mills on 15 November, 2018

Project commitments:

Commitment 1:

Title: Simple and seamless authentication process across multiple case management systems.

Partners: Wirral Council; Durham County Council; Tonbridge and Malling Borough Council; Hillingdon Council; Brighton & Hove Council; Waltham Forest Council; Rugby Council; Calderdale Council; Kirklees Council; Hambleton; North Devon; Cheshire East.

Mission: 'One Front Door' providing fully Digital by Default services and fulfillment to the citizens of Derby, improving customer experience while reducing operational cost to the Council. "Providing digital services so good that people prefer to use them, while not excluding those who can't"

Impact: This should allow us to interact with our customers digitally with direct feeds into the back office systems and speed up service delivery, and maximize the re-use of existing assets and investment.

Signed by: Phil Norrey on 15 November, 2018

Project commitments:

Commitment 1:

Title: OpenCommunity: exploring common digital service patterns and data standards for accessing local community services

Partners: Devon CC Adur and Worthing Buckinghamshire County Council iStand UK Community Works (Adur & Worthing / Brighton) Other to be confirmed

Mission: Our project wishes to bring joined-up digital thinking to the challenging problem of directory-based information. Every local authority, health organisation, police force, together with other voluntary sector partners are attempting to maintain some form of directory-based information. Aside from the basic fact that this is difficult information to curate in an accurate and meaningful manner, typically there is little join-up, no data standards, quality assurance and little in the way of automated data harvesting via APIs. 
 
Our conversations with different partners in Devon and wider afield, including health, police and the voluntary sector have convinced us that there is considerable merit in undertaking discovery work to understand what a 'directory as a service' could and should look like in 2018. This is based on several years of trying to maintain such a directory (current iteration at https://www.pinpointdevon.co.uk/). 
 
The discovery work will focus on developing: 
the first iteration of a data standard for directory-based information 
A portfolio of basic service patterns for systems (and users) to make best use of that data. This would likely include interfaces such as: administration and curation of records; provider record administration; public interface; social proscribing referral service; data harvest function 
any ancilarry products/standards such as taxonomy, quality assurance, metrics 
specifying what appropriate API endpoints should look like to meet needs of partners, third parties. 
 
By pooling resources around curating a single directory, built on a common data standard, with best of breed APIs, any single partner, GP practice or any third party can build an interface to sit on top that suits their audience. This could include social prescribing, NHS Directory of Services and 111, and aligns with the broad requirement for all public sector agencies to support prevention strategies and signpost to community-based help and support. It also supports statutory duties around the provision of, by way of example, child care information, the universal information offer around Care Act, the Local Offer etc. 
 
Such an approach offers the potential to provide an intelligence function to identify which communities are lacking certain forms of support, or lacking investment. 

Impact: A common data standard will enable organisations to develop and share directory-based data in a significantly more efficient manner. 
This will improve the quality and quantity of data available to end-users. 
By modelling service patterns any local authority or organisation will be able to implement an appropriate interface to facilitate their application or interface, whether that be social proscribing, a local GP surgery developing a patient portal, or a public-facing directory triaging information against needs. 
By undertaking this work on behalf of local government and other public sector agencies, we can start to define a common approach that – through data sharing – will facilitate innovation, opportunity and fundamentally better information and user experience that will benefit people in local communities. 

Signed by: Cllr Jane Nightingale on 25 September, 2018

Project commitments:

Commitment 1:

Title: Doncaster Integrated People Solution

Partners: Doncaster Council, Doncaster Children’s Services Trust, Doncaster Clinical Commissioning Group, Social Care Providers.

Mission: To implement an integrated social care and education case management solution that replaces numerous disparate systems ensuring best-practice business processes, migrated data from multiple systems, trained staff from a number of agencies on optimum use of the solution and integration with key systems using open standards.

Impact: The aim of the solution is to create a ‘single version of the truth’, creating one record for people who need support so they do not get lost in transition between services or in different phases of their life. It will support citizens and clients, providing the ability to adopt a ‘tell us once’ approach across all required services and agencies. The solution will also support accurate evidence-based commissioning across all people-based services.

Signed by: Matt Prosser on 16 October, 2018

Project commitments:

Commitment 1:

Title: Improving confidence around single-handed care

Partners: Essex County Council

Mission: We are adopting a design-led approach to the work we do in Dorset to ensure we are solving the right problems to improve outcomes and better meet our user’s needs. We want to undertake a collaborative discovery piece of work to look at ways of enabling single handed care in adult social care. We have been working with hospitals and providers around training aspects, but want to understand if there are opportunities to improve communication to increase confidence of carers undertaking the task.

Impact: The impact of this will be to help reduce the cost of care packages to assist with savings plans, and improve the experience of the person receiving care. We will be collaborating with Essex County Council who have been on a similar journey, we will work in the open, sharing our user research and problem definition work to understand the common themes and potential for re-use in other areas.

Commitment 2:

Title: Developing digital skills

Partners: Dorset Councils Partnership

Mission: The development of workforce skills through the local Digital Academy and M365 Digital Champions, a local Digital Network for public sector organisations to share and learn, the use of Google Garage to support digital skills in SME’s, and our Routes to Inclusion Project which is supporting the development of basic digital skills of residents (targeting the 21-23% offline).

Impact:

Signed by: Alan Lunt on 3 October, 2018

Project commitments:

Commitment 1:

Title: Implementing a modern digitally-enabled platform and online account allowing citizens to customise their website experience and build an ongoing online dialogue and relationship with the Council.

Partners: Ashton Court Group Ltd

Mission: Through the use of technology enable a customer-focused approach to deliver a customer experience that is seamless, consistent and personalised.

Impact: A self-service portal allows customers to manage their account with the Council, and by doing so enables the Council to better manage customer expectations. By logging into their account, customers can perform a variety of tasks, such as:
• Request service and schedule appointments 24/7
• Track services and requests, as well as appointment details and status
• Send messages directly to the council
• Review their service and contact history
• Find self-help tips and information
• Learn about services and issues that may impact on services
• View account information and manage payments
• Get support for services and product questions
A portal that allows customers to see their services can build trust in the Council through improved transparency, while real-time customer updates, e.g. email or mobile alerts show customers that we value their time.

Commitment 2:

Title: We will create a transaction-first website, primarily designed for mobile users and with a focus on improved customer journeys, while remaining accessible to the widest possible audience by making use of assistive technologies.

Partners: Fat Media

Mission: The creation of well-designed web services that provide customers with personalised information and enable them to request services, report issues and undertake transactions online simply and quickly.
Ensuring that the website can be used by people using assistive technologies to achieve the same results as users who do not need these technologies.

Impact: To meet customer expectations of multi-device, personalised, 24/7 access to information and transactions.
To increase take-up of online services, thereby increasing customer choice, opportunity and service quality.
Provision of clear, accurate, and timely information to the widest possible audience.

Commitment 3:

Title: Implement in-cab technology into the refuse, trade waste, recycling and green waste vehicles to ensure delivery of a more efficient and cost effective waste collection service and easy access to risk assessment data for drivers.

Partners:

Mission: To install in-cab technology into refuse, trade waste, recycling and green waste vehicles to provide real time information to the back office service team, the Council’s contact centre (Dudley Council Plus) and customers.
To ensure risk assessment data is highlighted in vehicles e.g. narrow access, reverse only, overhead cables, schools, road works, violent customers etc., in accordance with HSE requirements.
To enable crews to report any issues and concerns live whilst on rounds from a menu of exceptions e.g. bin not out, contaminated bin, side waste etc and to record completion of rounds, providing a more efficient response to collection enquiries.
To provide real time data for waste collection services to improve performance management and route optimisation.

Impact: • Provision of clear, accurate, and timely information on the collections to the back office service teams and the Council’s contact centre, therefore improving information and the service to customers.
• Improved crew performance
• Improved performance and route planning data, crews will have more up to date route information and risks (HSE recommendation)
• Ability to automatically publish collection information to the website keeping customers up to date with developments linked to scheduled collections, e.g. weather conditions, vehicle breakdowns etc.
• Operatives can accurately record whether a bin has been placed out at the correct time on the correct collection day, thereby reducing unwarranted resource time spent returning for erroneous missed collections with associated costs.
• Enabling the Council to send automatically generated targeted correspondence to customers with regard to recycling contamination as an example, once live feedback has been received from the collection crew the automatic generation of information can be sent to a household explaining which material can and cannot be placed in the recycling bins.

Commitment 4:

Title: Council Tax Arrears Collection

Partners: Barnsley Metropolitan Borough CouncilBirmingham City CouncilBolton CouncilBradford Metropolitan District CouncilBrighton & Hove City CouncilCornwall CouncilEaling CouncilIslington CouncilEastbourne Borough CouncilKirklees CouncilLewes District CouncilManchester City CouncilMedway CouncilNewham London Borough CouncilNorth Hertfordshire District CouncilRotherham Metropolitan Borough CouncilSalford City CouncilSouthwark CouncilRoyal Borough of Kensington & ChelseaWakefield CouncilWealden District CouncilCarmarthenshire CouncilCity of WolverhamptonCoventry City CouncilDudley Metropolitan Borough CouncilSandwell Metropolitan Borough CouncilSolihull Metropolitan Borough CouncilWalsall Council

Mission: At 31 March 2018, the total amount of council tax outstanding in England amounted to £3 billion (cumulative from the introduction of council tax in 1993
For 2017/18, Local authorities in England collected £27.5 billion, with arrears of £818 million, approximately 3% uncollected.
Our mission is to collect more council tax to maximise funding for local services, thus benefiting local residents. It will help ensure that those able to pay do not avoid their responsibility whilst identifying those who cant pay or are vulnerable and in need of assistance.

Impact: Our business case supports an approach which we believe can increase collection rates for all councils across the country as well as reduce the amount of unpaid Council Tax outstanding from previous years. The increase in collection will help increase resources available to Councils and limit reductions in key service areas, where it matters most.

Signed by: Cllr Joy Allen on 15 November, 2018

Project commitments:

Commitment 1:

Title: Member’s Portal – Improving Digital Access and Information for Councillors

Partners: Wirral Council

Mission: A Member’s portal developed collectively with Councillors that:
• Enables Councillors to electronically report issues on behalf of constituents
• Informs members of progress of reports and enables them to feedback to customers
• Provides improved access to information relating to their electoral division to understand issues and help represent their area
• Enables them to conduct frequent administrative activities digitally
• Enhances digital communication and providing greater awareness and understanding of Council activity.

Impact: Councillors are the voice of the people, and as such, perform a vital role ensuring that Council activity is focussed on priority and need. The portal will provide Members with the digital capability, insight and knowledge to enhance the customer journey. Benefits to Councillors, Customers and the Council are substantial and include:

Members:
• The ability to report issues on line and understand progress and what action has been taken.
• Keep their customer informed.
• Receive text messages direct to their phone with regards to service provision in their electoral division e.g. if inclement weather had prevented the schedule of bin collections
• Understand the current issues that are frequently reported in their electoral division and larger geographical areas
• Improved communication between the services, front line and Members
• Raises awareness and enables Members to leverage additional opportunities including training and development.

Customers
• Automated feedback and updates on issues raised with their Councillor
• An improved customer journey and satisfaction

Council
• Requests that are automated and get from the initial request to the front time delivery team efficiently and effectively
• Improved intelligence and understanding of key issues

Signed by: Mark Williams on 18 September, 2018

Project commitments:

Commitment 1:

Title: Enterprise Content Management / Enterprise Information Management

Partners: Exeter City CouncilTeignbridge District CouncilStrata Service Solutions Ltd

Mission: Enterprise Content Management systems (ECM) or Enterprise Information Management (EIM) systems, enable the effective management of multiple data stores across an organisation / or multiple organisations under one centralised platform.
The primary outcome of the Electronic Content Mgt project is to deliver efficiency savings through more effective access to multiple data and content sources via a single front end application. We are in the process of developing a detailed business case, to perform research, to identify benefits and to produce pricing for an alpha project.

Impact: • Version Control of documents- i.e. one version of the truth, rather than multiple version of the same document
• Ease of information discovery – search and find information across a multitude of information stores in one go
• Contextualised information. i.e. when I want to find information on “Java” – the EIM will understand that it’s Java the coffee bean I’m interested in, not the country or programming language.
• Better Security – know what information has been accessed, when and by whom, and have more controls on restricting data access
• GDPR – search for all information on individuals across the whole organisations in one place.
• Data archiving and retention – manage data retention in one place
• Collaborate – multiple users can contribute to a single document in a managed and co-ordinated way
• Workflow – management of the flow of information through an organisation, leading to greater efficiencies in information usage
• Business Process Mapping – links with improving managing key and departmental business processes
Improved organisational efficiency and the customer an improved customer experience with availability of customer information for mobile officers working in the field and less duplication (eg provision of ID data)

Signed by: Stephen Baker on 30 August, 2018

Project commitments:

Commitment 1:

Title: Warm Homes Healthy People Project - create a new digital application process for the WHHP initiative

Partners: Suffolk Coastal District Council, Waveney District Council, Ipswich Borough Council, Babergh District Council, St Edmundsbury Borough Council, Forest Heath District Council, Suffolk County Council.

Mission: To design and implement a digital mobile working solution which will enable surveyors to complete all necessary data capture and the application process on a single visit. This will consist of an intelligent online form which integrates with the WHHP database working from an android tablet device. It will be used to collect the following:

- technical data about the property, including photographs
- personal data about the home occupier, including information about their health and their income
- photographs of original, personal documents
- the written signature of the home-occupier to give consent to the WHHP Statement, and confirm the accuracy of the data collected

Impact: The project will deliver a generic solution which better supports the application process. Specific outcomes will include:

- reduction in costs and improved efficiency & accuracy because the new process is paperless and eliminates duplication of manual data entry
- assurance of compliance with General Data Protection Regulation (GDPR)
- facilitation of ‘joined up’ working for a team formed from multiple councils, working across Suffolk.

Signed by: Linda Farley on 13 November, 2018

Project commitments:

Commitment 1:

Title: Council Tax Arrears Collection

Partners: Barnsley Metropolitan Borough CouncilBirmingham City CouncilBolton CouncilBradford Metropolitan District CouncilBrighton & Hove City CouncilCarmarthenshire CouncilCity of WolverhamptonCornwall CouncilCoventry City CouncilDudley Metropolitan Borough CouncilEaling CouncilEastbourne Borough CouncilIslington CouncilKirklees CouncilLewes District CouncilManchester City CouncilMedway CouncilNewham London Borough CouncilNorth Hertfordshire District CouncilRotherham Metropolitan Borough CouncilRoyal Borough of Kensington & ChelseaSalford City CouncilSandwell Metropolitan Borough CouncilSolihull Metropolitan Borough CouncilSouthwark CouncilWakefield CouncilWalsall CouncilWealden District Council

Mission: At 31 March 2018, the total amount of council tax outstanding in England amounted to £3 billion (cumulative from the introduction of council tax in 1993

For 2017/18, Local authorities in England collected £27.5 billion, with arrears of £818 million, approximately 3% uncollected.

Our mission is to collect more council tax to maximise funding for local services, thus benefiting local residents. It will help ensure that those able to pay do not avoid their responsibility whilst identifying those who cant pay or are vulnerable and in need of assistance.

Impact: Our business case supports an approach which we believe can increase collection rates for all councils across the country as well as reduce the amount of unpaid Council Tax outstanding from previous years. The increase in collection will help increase resources available to Councils and limit reductions in key service areas, where it matters most.

Signed by: Karime Hassan on 25 September, 2018

Project commitments:

Commitment 1:

Title: Enterprise Content Management / Enterprise Information Management

Partners: Exeter City CouncilEast Devon District CouncilTeignbridge District CouncilStrata Solutions Ltd

Mission: Enterprise Content Management systems (ECM) or Enterprise Information Management (EIM) systems, enable the effective management of multiple data stores across an organisation / or multiple organisations under one centralised platform.
The primary outcome of the Electronic Content Mgt project is to deliver efficiency savings through more effective access to multiple data and content sources via a single front end application. We are in the process of developing a detailed business case, to perform research, to identify benefits and to produce pricing for an alpha project.

Impact: • Version Control of documents- i.e. one version of the truth, rather than multiple version of the same document
• Ease of information discovery – search and find information across a multitude of information stores in one go
• Contextualised information. i.e. when I want to find information on “Java” – the EIM will understand that it’s Java the coffee bean I’m interested in, not the country or programming language.
• Better Security – know what information has been accessed, when and by whom, and have more controls on restricting data access
• GDPR – search for all information on individuals across the whole organisations in one place.
• Data archiving and retention – manage data retention in one place
• Collaborate – multiple users can contribute to a single document in a managed and co-ordinated way
• Workflow – management of the flow of information through an organisation, leading to greater efficiencies in information usage
• Business Process Mapping – links with improving managing key and departmental business processes
Improved organisational efficiency and the customer an improved customer experience with availability of customer information for mobile officers working in the field and less duplication (eg provision of ID data)

Signed by: Paul Doran on 3 December, 2018

Project commitments:

Commitment 1:

Title: More efficient monitoring of existing and new affordable homes.

Partners: London Borough of Southwark

Mission: An understanding of whether there is potential to reduce officer time and increase efficiency in understanding affordable housing delivery and retention, including whether systems could allow for a more automated anomaly detection to understand when affordable housing is not being used as intended or by who it is intended for. Ideally a solution that can be easily used by other organisations. We will input our understanding of current difficulties and issues, and provide feedback and input on potential solutions.

Impact: Should a new system be able to be developed to deliver on the objectives it could save officer time and also lead to a more consistent and efficient monitoring system that could potentially apply and be useable by Local Authorities and other relevant organisations across the country. Not only would it save officer time but it will potentially highlight and allow anomalies in affordable housing use to be tackled, thereby increasing the affordable stock nationwide for those households that need it most.

Signed by: Julie Pierce on 16 August, 2018

Project commitments:

Title: Register a food business
Partners: All local authorities
Mission: To create a streamlined digital service for new food businesses to register with their local authority; we are building a simpler process for new businesses, making sure they see the right supporting information at each stage, and enabling us to collect the optimum data for both the local authority and the agency to discharge our responsibilities effectively.

Signed by: Martin Gannon on 5 November, 2018

Project commitments:

Commitment 1:

Title: Brownfield and 'Permission in Principle’ (PiP) register

Partners: London Borough of Southwark, Future Cities Catapult.

Mission: Following a discovery in partnership with Future Cities Catapult the council wants to develop a digital solution that structures Local Planning Authority and other public data sources to provide small developers with a clearer understanding of the risk and requirements associated with any small site in their boundary. In the next year we want to build upon the findings of discovery into a solution that meets the principles of the Declaration.

Impact: We expect that this solution will support small and medium developers the time and providing them with new information to assess the viability of sites. We expect will benefit all local planning authorities.

Signed by: Melanie Norris on 4 October, 2018

Project commitments:

Commitment 1:

Title: Transform our paper-based Licensing service to be a complete online channel, allowing applications, renewals and payments to be taken online.

Partners: Medway Council

Mission: We will look for best practice examples of how to transform a completely paper-based service to be an online solution that customers want to use time and time again. We'll work with taxi drivers and private hire operators to understand what they want from our service and develop based on their needs. Where possible, we will integrate with the existing back office system to negate the need to re-key data.

Impact: The project aims to improve the digital offer for our Licensing service which will not only improve the customer experience, but will save the council money in staff time and printing/postage costs. We're currently moving to a shared licensing service and this will be an ideal opportunity to collaborate with a neighbouring authority to build better digital services.

Signed by: Theo Blackwell on 5 October, 2018

Project commitments:

Commitment 1:

Title: London Office of Technology and Innovation (LOTI). Help solve the common barriers to digital collaboration: Inconsistent digital leadership and capability; Limited collaboration infrastructure; Limited shared evidence base; Inconsistent foundations; Fragmentation

Partners: London Councils, All London Boroughs

Mission: LOTI is a new city-wide function which will build common capability and opportunity to collaborate and scale digital and smart technology across London's public services.

Impact: For the public:
Improved public services​
Increased citizen participation in service design​

For boroughs and other delivery organisations:
Workforce with enhanced digital skills​

Increased productivity of staff​
Reduced costs (incl. economies of scale)​

For the wider ecosystem:
Wide dissemination of best practice​
Research more focused on user needs​
Shift smart city market place to become more city needs-led than supplier-led​

Signed by: Phil Swan on 26 November, 2018

Project commitments:

Commitment 1:

Title: A common data model for children’s services to streamline statutory reporting and improve data analysis.

Partners: GMCA, Manchester City Council, Stockport Council, Wigan Council

Mission: We want to improve the statutory return process by giving Children’s Services Departments access to comparable, data on children in care (eg, needs, services, outcomes, etc) which will in turn enable them to make better, more appropriate commissioning decisions so that vulnerable children achieve the best outcomes possible. We will focus on developing a standardized reporting approach for the SSDA903 statutory returns, and identifying what the unmet data needs stemming from the current process are, with an eye to creating solutions that meet those needs.

Impact: Preparing comparable datasets on vulnerable children currently costs each LA around £50k, amounting to £7.6million nationally. Budgets for CSDs are being cut, yet demand is going up. Giving CSDs access to the data they need to complete statutory returns quickly and in appropriate formats will enable better operational, commissioning, and strategic decisions. Other LAs have successfully implemented common data models, that have created positive social and financial impact. Our ambition is to streamline this reporting process so that we can unlock analyst time to drive deeper insights into service delivery, and commissioning – ultimately leading to better decisions for children and families.

Signed by: Dr Justin Ives on 5 October, 2018

Project commitments:

Commitment 1:

Title: Council Tax, Business Rates and Housing Benefits front to back office digital streamlining processing

Partners: Kirklees (Leading authority), Harrogate, Cheshire East Councils work together with Firmstep and GovTech

Mission: A solution that would be reusable in other Councils that will automate 90% of manual administration and use workflow and task management to complete transactions.

Impact: Free up significant resource, saving time and money along with ensuring data is accurate from the point of contact to the back-office data systems. Resources could then be refocused on higher value tasks.

Commitment 2:

Title: Provide a simple and seamless authentication process across multiple systems

Partners: Durham (Leading authority), Kirklees, Derby and North Devon Councils

Mission: Develop a simple sign-on solution for general public utilising local government platforms.

Impact: Simplified sign-in experience for general public to access local government services.

Signed by: Paul Archer on 7 December, 2018

Project commitments:

Commitment 1:

Title: An independent, interactive, one-stop-shop of local authority, social & healthcare services

Partners: Portsmouth City CouncilGosport Borough Council

Mission: An interactive digital platform, with a social media feel, genuinely user-led to allow self-serve across a huge range of service providers, both statutory & voluntary sector, and potentially 3rd party suppliers as well.

Impact: Putting the user in control of their own social & healthcare needs. Linking multiple agencies, staff, volunteers, carers and their families across the region and potentially scaleable to a national level.

Signed by: Brian Keane on 19 November, 2018

Project commitments:

Commitment 1:

Title: Re-development of the corporate website and Intranet

Partners: Main provider to be decided but will link with our self-service portal and CRM provided by Firmstep.

Mission: The Harlow Council website no longer meets the needs of our users. It is difficult to access information, cluttered and hard to read. We need a website that is accessible to all Harlow residents, structured clearly and designed as mobile-first.

Impact: The aim is that customers can access services using whatever device they choose, wherever and whenever they choose which are as good as, if not better, than either face to face or by telephone. It will also ensure that as new technology or best practice evolves, the website can be easily developed to ensure it constantly improves the customer experience.

Signed by: Owen Mapley on 7 September, 2018

Project commitments:

Commitment 1:

Title: 10 Digital steps for success - Adoption of our 10 digital steps for success to help organisations create and run great digital services.

Partners: Hertfordshire district and borough councils, fire and police services.

Mission: Embed the 10 steps for digital success we have developed from the Local Government digital service standard, in order to help the organisation create and run great digital services. Using service assessments to measure how successfully we have embedded the 10 steps for digital success in the partner organisations in Hertfordshire. Using the assessments to provide examples to our partner organisations, how we have used the 10 steps for digital success to improve services and generate savings.
We are going to create the assessment and complete it ourselves to act as an example. Then we are going to request that another service in our organisation completes it, before rolling out to other services within our organisation and other partner organisations. The assessment will be improved upon in iterations as it is rolled out. The assessment will likely act as a reminder to follow the 10 steps, highlight areas for improvement and provide us with a focus to assist them to improve.

Impact: Improved digital services for users of public services in Hertfordshire.

Signed by: Sajida Bijle on 13 November, 2018

Project commitments:

Commitment 1:

Title: Can chatbots and AI help solve service design problems?

Partners: Oxford City Council Cheltenham Borough CouncilHertsmere Borough CouncilDoncaster CouncilPreston City CouncilNorth East Derbyshire District CouncilBolsover District CouncilCalderdale CouncilRotherham Metropolitan Borough CouncilBromsgrove District CouncilRedditch Borough Council

Mission: There is a drive amongst local authorities to embrace the potential opportunities provided by AI and chatbots as a means to improve service to their customers, solve complex issues in service delivery and release efficiencies through reduced staff resource requirements.

However, there are problems for local authorities looking to adopt these solutions;
•There is no shared understanding of the technology and its advantages/disadvantages as a solution to key issues. For example, what type of application is it best suited to in order to ensure the best return on investment

•There are a variety of products and platforms that already exist on the market, but no objective evaluation of each to identify the most appropriate to use.

•There is a risk of duplicating effort, wasting time and resource in the discovery phase to arrive at the same conclusions that others have already reached

•Without a sound evidence base, there is a risk of inappropriate chatbot/AI projects being pursued that have poor prospects of meeting their objectives, wasting further time and resource

Impact: As a collection of councils we have differing levels of experience of working using Agile techniques, and none have knowledge of using chatbots or AI for solving service issues.

We will use the Digital Marketplace Outcomes and Specialists framework to find a digital agency partner with suitable knowledge and experience to help guide the project, ensure a consistency of approach across the partner councils, guide the user research and undertake background research.

Specifically, the successful agency will;
•Work with partner councils in setting expectations and principles for the project as a whole

•Instruct the partner councils in how to approach their user research (data to collect, methods to use, ways to capture and share findings)

•explore the feasibility of adopting or developing a common, open source platform for local government to use to develop chatbot/AI solutions

•Compile the user research and publishing the findings

•Develop and publish a business case for analysing the findings

•Producing a summary report and recommendations

Signed by: Bill Cullen on 13 November, 2018

Project commitments:

Commitment 1:

Title: The design and implementation of a single unified communications technology solution that can be followed by all partners and that can be extended to other public sector organisations wanting to adopt similar technologies / solutions.

Partners: The Leicestershire Information Communication Technology Partnership (LICTP) - shared service councils include Hinckley and Bosworth Borough Council, Oadby and Wigston Borough Council, Blaby District Council, Melton Mowbray Borough Council and the Leicestershire Revenues and Benefits Partnership.

Mission: The project is to design and implement a repeatable installation and adoption strategy that can be followed by all partners and that can be extended to other public sector organisations wanting to adopt similar technologies / solutions.
The solution objectives are:
• Implement one single cloud hosted communications solution system
• Provide one number for each user – to be used seamlessly with desk based phones, mobile phones or softphones
• Offer modern unified communication functionality – offering opportunities/options such as integration with MS Office calendars, instant messaging, video calling and conference calling
• Implement one single contact centre solution – separately configured and implemented for partners as required
• Integrate telephony Disaster Recovery and Business Continuity arrangements
• Adopt one single support contract for all telephony elements (bills, lines, calls, technologies etc)

Impact: Critical success factors focus on providing public sector staff with the opportunity to work in a more flexible way to better facilitate working contact arrangements and engagements with customers from any location, specifically; Single contract and supplier management - Reduced hours spent managing supplier contracts and billing from LICTP Client and each partner authorities Finance Teams. Staff productivity increase via collaboration technology- Efficient working via enhanced collaboration capability. Efficient resource management. Flexible and home working capability. Enhanced citizen service capability and reporting - Increased first time resolution impact less complaint handling, better oversight on resource allocation. Enhanced DR capability - Reduced risk, reduced need for 3rd party DR capability (such as remote site maintenance and DR contracts), enhanced business uptime, consistent resource, sharing council buildings. Single support contract and point of contact - Reduced hours spent managing support issues, and single supplier accountability for support issues. Quicker resolution to issues and frees up technical resources to progress other prioritised work

Signed by: Darren Tysoe on 13 September, 2018

Project commitments:

Commitment 1:

Title: Development of an online reporting mechanism for “Streets” and “Grounds” services using our new online customer portal technology.

Partners: Huntingdonshire District Council, South Cambridgeshire District Council and Cambridge City Council will work with their IT Shared Service (3C Shared Services) and 2C Shared Waste Partnership to develop the solution. We will have the solution tested by Kent-based SDS http://smarterdigital.info/.

Mission: Our shared IT service is in the process of delivering a standard back office application for Streets and Grounds processes across the three councils. Each council is also developing an online customer portal to link in with their existing websites. Whilst each council will retain their own separate Streets and Grounds services, we plan to develop a consistent set of eforms, back office processes, and a customer portal that delivers proactive customer status indicators and notifications, while our services deal with requests. The solution will extend into our customer service departments, ensuring a holistic view of the status of each request.

Impact: Reduction in customers having to chase. Other similar councils have seen circa 25% reduction in calls and face-to-face visits through implementation of a similar system.

Signed by: Mrs Wendy Perera on 7 December, 2018

Project commitments:

Commitment 1:

Title: Development of shared IT & Digital services supporting Health and Social Care on the Isle of Wight

Partners: Isle of Wight CCGIsle of Wight NHS

Mission: To establish joint services maximising IT and Digital resource to support transformation of integrated health and social care services on the Isle of Wight.

Impact: Greater resilience in IT and Digital Services, more effective use of resources across the public sector. Capacity released to support wider range of transformation projects.

Signed by: Rachel Spencer-Henshall on 19 November, 2018

Project commitments:

Commitment 1:

Title: Councillor Casework Management and Dashboard

Partners: From the work undertaken to-date, we’ve seen a lot on interest in our Councillor Casework management system and Councillor dashboard. This is something we’re building in partnership with officers and elected members and are keen to make this available to over 150 councils using the Firmstep platform.

Mission: We want to provide our elected members with convenient access to report, track and manage citizen enquiries and cases, inclusive of consent to share in line with GDPR regulations, a responsive single front-door, where elected members have access to relevant information to support them in their day to day, and on the go. We want to provide them with personal visual intelligence about performance and their casework, as well as issues such as; street scene reports, in their respective wards. We want councillors and their constituents to receive the best service they can from the council, to make available status tracking, escalation and visual performance metrics and look at how we manage those interactions through the council.

Through this work and other transformation work, we want to raise the awareness of digital with decision makers so they can lead the change and help with the transformation of the organisation.

Impact: Councillors are able to deal with their constituents issues and concerns in an easy and managed way, with automatic update notifications to constituents throughout. Information is collated in a central place, providing opportunity for performance monitoring and management. Improved process should lead to more time being made available for councillors to deal with other constituent matters and speed up response times.

A by-product of this engagement is to for leaders to be seen to be advocates, to embrace technology and change the way services are delivered to meet the changing demands of citizens.

Signed by: Phil Aspinall on 17 October, 2018

Project commitments:

Commitment 1:

Title: Home-to-School transport

Partners: Wirral Borough Council

Mission: We will create and implement an online solution that improves the way home-to-school transport provision is managed for parents, transport providers and local authorities.

Impact: The application will reduce the amount of time it takes to apply for and approve home to school transport provision. It will also significantly reduce the amount of paper involved in the process by handling all communication and evidence electronically.

Signed by: Tom Riordan on 14 September, 2018

Project commitments:

Commitment 1:

Title: Raise digital awareness of decision-makers so they can lead significant change which will help transform the organisation.

Partners: Experienced partners e.g. NHS Digital, DWP, GDS Team, Universities, other local authorities etc.

Mission: Within a year of signing the Declaration we will have decision-makers more engaged in the use of digital to improve service delivery, have increased usage of digital channels for service requests and reduced costs based on the delivery of successful digital projects. Examples of projects and initiatives we look to deliver within the first year include a digital coaching scheme, a directory of digital innovation, developing a digital skills for leaders learning offer and the exploration of a regional digital Innovation event.

Impact: The projects and initiatives mentioned above will ensure we have decision-makers who can embrace technology and change the way services are delivered to meet the changing demands of citizens. These projects and initiatives will also ensure that decision-makers consider the change in skill sets needed from staff in the future and have suitable development plans to retain our employees.

Signed by: Miranda Cannon on 22 November, 2018

Project commitments:

Commitment 1:

Title: Optimising data usage to improve services to our communities

Partners: Milton Keynes CouncilCanterbury City CouncilLambeth London Borough Council

Mission: This project seeks to review the use of data within local authorities, using different service areas across four councils as case studies / proofs of concept.

Councils across the UK hold an incredible wealth of data but have been slow to mirror the private sector in optimising this data and reviews of several high profile and tragic events across the UK including child fatalities have concluded that councils together with other public sector partners had all along been in possession of the information needed to prevent or mitigate such events but were not aware of it or had not used it.

Starting from the multiple points where data is captured by the organisation, the project will examine how data is validated, processed, stored, analysed and then how it could be used to inform decision making and service design and delivery, predict customer trends and prevent or mitigate adverse events.

Impact: The objective is to develop a roadmap / toolkit for how data can be used as a strategic and operational tool to anticipate customer demands, target scarce resources to not so obvious areas in critical need, predict and prevent future adverse events and maximise opportunities as they emerge.

The project will illustrate the potential of data and enable councils to review how they use it as well as help them assess their own data infrastructure requirements. These are fundamental steps necessary to becoming a data driven organisation and the roadmap will play a key role in assisting local authorities to achieve this.

Not only will it be of significant benefit to other local authorities, the principles can be applied to other public sector organisations.

Signed by: Linda Farley on 13 November, 2018

Project commitments:

Commitment 1:

Title: Council Tax Arrears Collection

Partners: Barnsley Metropolitan Borough CouncilBirmingham City CouncilBolton CouncilBradford Metropolitan District CouncilBrighton & Hove City CouncilCarmarthenshire CouncilCity of WolverhamptonCornwall CouncilCoventry City CouncilDudley Metropolitan Borough CouncilEaling CouncilEastbourne Borough CouncilIslington CouncilKirklees CouncilLewes District CouncilManchester City CouncilMedway CouncilNewham London Borough CouncilNorth Hertfordshire District CouncilRotherham Metropolitan Borough CouncilRoyal Borough of Kensington & ChelseaSalford City CouncilSandwell Metropolitan Borough CouncilSolihull Metropolitan Borough CouncilSouthwark CouncilWakefield CouncilWalsall CouncilWealden District Council

Mission: At 31 March 2018, the total amount of council tax outstanding in England amounted to £3 billion (cumulative from the introduction of council tax in 1993

For 2017/18, Local authorities in England collected £27.5 billion, with arrears of £818 million, approximately 3% uncollected.

Impact: Our business case supports an approach which we believe can increase collection rates for all councils across the country as well as reduce the amount of unpaid Council Tax outstanding from previous years. The increase in collection will help increase resources available to Councils and limit reductions in key service areas, where it matters most.

Signed by: Steve Day on 15 November, 2018

Project commitments:

Commitment 1:

Title: Blue Badge Digital Service

Partners: Cambridgeshire County Council, Northamptonshire County Council, Milton Keynes Council

Mission: To deliver a blue badge digital service using reusable shared capability to replace the BBIS service being retired.

Impact: An end-to-end digital service that adds value for end users - customers and administrators

Signed by: Keith Ireland on 5 October, 2018

Project commitments:

Commitment 1:

Title: Simplify access to local government

Partners: City of Lincoln Council

Mission: To provide citizens with a common interface to access services from the "Council" - irrespective if that service is provided by the County Council or the City council - as to the citizen we are one in the same

Impact: To streamline access to services rather than re-pointing, linking or directing Citizens to each other's websites.

Signed by: Tony Reeves on 5 October, 2018

Project commitments:

Commitment 1:

Title: The development of the Liverpool Digital Champions scheme designed to address the digital skills gap across the city.

Partners: Barclays PLC

Mission: Our mission is to address the digital skills gap in Liverpool City Council and the wider community. Working with Barclays, we have designed a Digital Champions programme aimed at recruiting and training Champions with the requisite skills needed to support their colleagues and residents. The Champions will help colleagues and residents gain day-to-day digital skills through bite-size training opportunities.
These Champions will also be given the opportunity to identify council services that could benefit from digital transformation, as well as the training to enable them to produce an initial business case outlining the identified problem and potential improvements.

Impact: The aim of the Digital Champions project is to improve the basic digital skills of all people across Liverpool. Residents will be offered support with digital skills in their local area with a particular focus on how to engage with the council digitally, learning day-to-day digital skills and bite size training opportunities designed to encourage digital take up.
The Champions offer council colleagues a resource that will provide support and digital expertise in their workplace or service area. They will share in-depth knowledge of service specific systems, teach skills that will enable staff to resolve basic digital and ICT queries, and provide insights into potential areas for digital improvement.
This will lead to more services being transferred online and expanding the council-wide digital transformation programme.

Signed by: Chris Naylor on 5 October, 2018

Project commitments:

Commitment 1:

Title: Social progress index and Borough Data Explorer.

Partners: LBBD Data Insight Team, Social Progress Imperative, EMU Analytics

Mission: To create the assets to be able to productionise the Social Progress Index to provide near-real time data insight and to be able to scale the index to work for any number of authorities using cloud services and published APIs.

Impact: It will be possible to improve targeting of services nationally based on a detailed understanding of need and progress at a sub-ward level, also providing the opportunity to understand hot spots of need at or near authority boundaries creating recognition of opportunities for cross-boundary service collaboration and potential for improved outcomes.

Signed by: Cllr. Margaret A McLennan on 12 October, 2018

Project commitments:

Commitment 1:

Title: Robotics Process Automation

Partners: Robotics Process Automation software provider and implementation partner (not yet decided)

Mission: RPA provides organisations with an agile digital workforce and interacts with systems in the same way that existing users currently do. With the growing financial pressures faced by local authorities, a digital workforce will improve efficiency, productivity and quality, removing mundane, repetitive tasks and freeing up resources to focus on quality outcomes for customers.

Our aim is to implement Robotics Process Automation and develop of a Centre of Excellence at Brent.

Impact: Increase in staff capacity to enable them to deal with meaningful and complex interactions with customers; better use of talent and skills within our workforce. Automated transactions will be completed on time, eliminating risk of errors, improving quality resulting in Increased customer satisfaction.

Commitment 2:

Title: Thriving Places – Building an evidence base using Mobile Network Data

Partners: We are already running a pilot with Vodafone and CitiLogik. We have been sharing our learning with one of our Digital Shared Service partners, LB Southwark and are looking to work more closely with them in this area.

Mission: Local Authorities need the best possible understanding of how people use the places and services for which they are responsible. Mobile Network Data (MND), coupled with excellent analysis, can contribute to providing answers to some of the key questions we need to understand in order to work with communities to design solutions. We aim to:
- gain an understanding of when MND can be drawn on to inform decision making and share this across different services
- work with a provider to develop a model and methodology to form the basis of data gathering in Brent, and working in partnership, elsewhere
- develop analytical capability around the use of MND so raw data gathered can be presented in a meaningful way to decision makers, including residents and others we work with to co-design solutions

Impact: First and foremost, we hope MND will create a robust evidence base to help design solutions across services which deliver better outcomes from Brent’s residents and businesses. We are currently piloting use of MND in five priority town centre areas. The data gathered is helping us understand who uses the town centres and how they are used. This will help the team develop more targeted interventions to support the regeneration of those areas.

In running the pilot study, we are also looking at how the data can be analysed and presented. We think there are exciting opportunities to provide better information, in a clear and interactive way to those delivering services, but also to residents and partners involved in consultations and co-design.

Signed by: Ed Garcez on 5 December, 2018

Project commitments:

Commitment 1:

Title: Title: Web Programme for Camden Camden’s investment in LifeRay DXP, a horizontal platform technology that provides a Content Management System, an Account Portal (for residents and businesses) and eForm technology. The ambition is to provide a more seamless and personal customer experience for our users, across channels, thereby creating a single online customer footprint.

Partners: PFIKS – LifeRay Technical Delivery Partner

Mission: To deliver a newly branded and structured Camden website, that uses ‘out the box’ personalisation components to provide more relevant and specific web content for our online users.

Impact: The programme will benefit the website user, the account user, our residents and businesses, and those users who wish to transact with the Council through our online offering. They will begin to see content on the website that is more relevant to them, (based on their browsing history), so that key services and information that would be useful for them is easier to find.To create an experience that makes the user’s account part of the overall web journey.
To bring the multiple different flavours of legacy microsites currently in Camden, under the same LifeRay DXP infrastructure, whereby savings and efficiencies can start to be realised for the Council.
To have created a cloud-based infrastructure with scalability in mind, that is capable of supporting the online web channel and account experience for multiple authorities.
Thus creating a community of authorities who all use the same LifeRay DXP infrastructure, for CMS, Account Portal and simple eforms, which could result in wider efficiencies

Commitment 2:

Title: Wiring Estates, rolling out full fibre networks and driving social value

Partners: Developing in conjunction with LB Hackney and partnering with fibre providers such as Community Fibre, Hyperoptic, Virgin Media, Openreach

Mission: Targetting our worst served estates to raise quality of internet service to next gen levels, a proposed social values programme which would encourage employment for the rollout from within the boroughs, engagement with our apprenticeship scheme, a tailored digital inclusion programme and a specific low cost tariff for social landlord tenants

Impact: Expected benefits are initially for our social landlord tenants and will include improved internet services, delivery of social value projects and digital inclusion support, all of which are intended to improve skills, knowledge and capability

Commitment 3:

Title: Helping LA Personal Finance teams to manage Universal Credit claimants

Partners: Local Authorities - Hackney Council’s ASC Personal Finance Team have already reached out to their Camden colleagues and expressed an interest in what we are doing. We believe this is an issue for a number of councils , and could potentially generate a lot of interest from other local authorities

Mission: A requirement for claiming Universal Credit is that the claimant registers with the UC portal using a unique email address. Like many authorities Camden Council provides a chargeable Personal Finance Management service to some residents, some of whom are entitled to government benefits. In order to manage benefits on behalf of UC clients the PFM team need a process to set up a unique email address for each client and a way of forwarding all email to a central mailbox so the team can manage it all from one place. Other authorities are managing this using corporate or freemail addresses, but both of these solutions come with issues around cost, scale, complexity and security. Camden are investigating other solutions, including the possibility of standing up our own mailserver and domain and developing an open source front-end that will allow our PFM team to set up and close down email addresses to manage turnover of clients. The goal is a low-maintenance process for managing universal credit benefit claims which can be used for as long as necessary, with a simple migration path in the event that the DWP develop a centralised solution to the problem.

Impact: ASC Personal Finance staff will be able to manage Universal Credit accounts from a single, central mailbox. They will have a straightforward process for turnover of email addresses that required a minimal amount of support and maintenance

Commitment 4:

Title: Secure access to the SystmOne clinical system from Local Authority devices

Partners: Local Authorities, NHS Health providers using SystmOne as their primary clinical system

Mission: Solving a longstanding issue with access to Clinical data in the SystmOne application. TPP’s SystmOne cannot provide feeds to shared integrated digital records in its standard configuration, and Camden have spent many years unsuccessfully trying to facilitate access to Clinical data through the CIDR platform. Speaking to Hammersmith and Fulham, we discovered that they have a solution that allows them to access CNWL’s SystmOne application directly from their Local Authority laptops, while Ealing have a similar solution for the SystmOne implementation in CLCH. We will attempt to replicate this in Camden, and are happy to share technical and design information, as well as general information about our experience. With SystmOne widely used nationally by Health bodies, we believe this information will help deliver better outcomes for integrated Health and Social Care teams across the UK.

Impact: Family Support Workers and Social Care professionals who need to share data as part of the requirement for STP and integrated services will be able to see clinical information on residents in their care. Health Visitors and NHS staff working from Council locations will be able to use Local Authority IT equipment to view and update their clinical systems of record.

Commitment 5:

Title: Online Self-Service Parking Online Suspensions Solution

Partners: Jointly working with Westminster City Council – Parking Service, to develop this solution

Mission: To deliver a suspensions solution that serves the needs of Camden and Westminster parking services, and its residents/business users, which can also be used as a framework for other authorities

Impact: The benefits of the project are to deliver a self-service online solution that enables residents, businesses and internal departments to select a parking bay/space they wish to suspend, make a payment and make amendments without the need to call the back-office. The solution will also produce the work list of Advance Warning Signs for the Parking officers to go out and place on street. The solution also enables those larger organisations that need to request regular parking suspensions, such as utility companies and Filming services, to manage multiple suspensions, including BACS payments and invoicing.

Signed by: Councillor Simon Hall on 9 November, 2018

Project commitments:

Commitment 1:

Title: Creating a new Alpha website with consistent and accessible design patterns that can be used for all user-facing services

Partners: Other local authorities doing the same work (eg Brighton & Hove City Council, other London Boroughs tbc), accessibility agency (procuring shortly), government design community

Mission: We will create, test and iterate page templates and components for our most important user journeys (approx 10-15 transactions). All work will be a delight to look at, will achieve WCAG AA or better, and accept multi-lingual content if required. Everything will be freely shared for anyone to use. We hope that other councils will want to join us on this journey, and we can create assets together.

Impact: This project will benefit all residents and businesses in the London Borough of Croydon by providing a website that's straightforward to navigate and a pleasure to use. By sharing our work and findings, it should benefit many other public bodies and save us all having to reinvent the wheel.

Signed by: Paul Najsarek on 13 November, 2018

Project commitments:

Commitment 1:

Title: To automate the process of the production of EHCPs including the use of AI and Analytics to produce plan outlines.

Partners: Neighbouring and Remote Borough Councils, Service Blueprint and Cloud Computing Consultant

Mission: From the completion of a digital discovery and service blueprinting exercise with our partner. We have identified a number of challenges and ‘pain points’ in the preparation of Education Health and Care Plans (EHCPs) for children with Special Education Needs. As well as identifying that current providers do not have systems that meet service user needs.

We will create an ‘alpha’ cloud based system that can be used by all parties involved in the production of EHCPs for Special Education Needs. The system will allow remote access for the completion of the assessment allowing qualitative and quantitative comments, by using AI and analytics propose outline plans for adjustment by the professionals, allow parent access throughout the process and allow electronic voting on plan acceptance. This will allow the development of an outcomes dashboard that shows the current level of attainment, proposed attainment through the plan and ultimately the performance at the end of the plan.

Impact: The use of cloud-based computing will free up resources that currently do substantial amounts of administration and preparation for EHCP panels to do value-added liaison and relationship-building. This will enable us to work with parents and schools so that we can focus on service improvement and build upon the plans for better outcomes.

Signed by: Philip Glanville on 4 October, 2018

Project commitments:

Commitment 1:

Title: Evolving the Pipeline service as a platform for local government collaboration

Partners: LocalGov Digital, Greater London Authority, Rainmaker Solutions

Mission: We are working with our partners to evolve the Pipeline alpha that was developed by LocalGov Digital and extend the platform so that it can be used to help councils surface opportunities for collaboration on digital projects, track progress and find project products that can be shared and reused. We hope that this will be a catalyst to significantly scale digital collaboration across the sector.

Impact: Teams across local government will be able to use the service (https://pipeline.localgov.digital/) to identify where other councils / organisations are exploring and delivering similar ideas. This will help connect innovators well beyond established geographical groupings and help catalyse the collaboration that the Local Digital Declaration aims to achieve.

Signed by: Tom Whiting on 3 October, 2018

Project commitments:

Commitment 1:

Title: Intuitive and responsive customer portal to enhance access to services and engagement in democracy

Partners: Private sector service providers, other local authorities, central government agencies

Mission: The London Borough of Harrow has already achieved high levels of digitisation of customer engagement and automation of back-end processes and is an exemplar in the sector that other authorities come to for advice and experience. 88.9% of customer contact is now through online transactions and the face-to-face and telephone contact centre staffing has reduced from 150 to 65.

We seek to reduce that further by completing our digital offering, funding ways to get digital inputs from other government agencies, digitising and automating the less frequently used processes that are still manual, and redeveloping our customer portal to be even more flexible and accessible.

Impact: Improved customer portal providing personalised content that directs each user to the content they most need.

Digital capture of planning applications from the government Planning Portal so that the processing can be automated

Digitisation and automation of lesser used processes to further reduce telephone contact

Ensuring we meet latest standards for accessibility and finding ways to engage the most vulnerable in digital access.

Commitment 2:

Title: Digital enhancement of frontline services

Partners: Private sector service providers, other local authorities, other sector partners

Mission: The London Borough of Harrow has already achieved high levels of digitisation of customer engagement and automation of back-end processes and is an exemplar in the sector that other authorities come to for advice and experience.

We will explore opportunities for digitising service delivery in frontline services such as adults' and children’s social care, empowering our professionals with the tools they need to focus on engagement with service users, providing digital services to users to supplement what the professionals can offer and bridge the time between direct personal contacts, and providing adults and their carers with the means to self-assess claims allowing the authority’s social work professionals to focus on those with most need.

We have begun to introduce digital in the public realm with automated street lighting, cashless parking and using sensors and to support the vulnerable in their homes and will continue to explore what the Internet of Things offers, ensuring the Borough has the infrastructure to support and integrate those new technologies.

Impact: Professionals have tools to support them out in the Borough, engaged with their service users

Service users can get easier access to help online and clearer guidance on what services they are entitled to

Solutions are developed that use social media and similar technologies to enhance the support given to children in or on the edge of care, young offenders, and other vulnerable young people.

Agree platforms for delivering IoT solutions and explore increased use of that technology

Signed by: Jon Cumming on 2 November, 2018

Project commitments:

Commitment 1:

Title: Council Tax Arrears Collection

Partners: Barnsley Metropolitan Borough CouncilBirmingham City CouncilBolton CouncilBradford Metropolitan District CouncilBrighton & Hove City CouncilCornwall CouncilEaling CouncilIslington CouncilEastbourne Borough CouncilKirklees CouncilLewes District CouncilManchester City CouncilMedway CouncilNewham London Borough CouncilNorth Hertfordshire District CouncilRotherham Metropolitan Borough CouncilSalford City CouncilSouthwark CouncilRoyal Borough of Kensington & ChelseaWakefield CouncilWealden District Council

Mission: At 31 March 2018, the total amount of council tax outstanding in England amounted to £3 billion (cumulative from the introduction of council tax in 1993)

For 2017/18, Local authorities in England collected £27.5 billion, with arrears of £818 million, approximately 3% uncollected.

Our mission is to collect more council tax in a fair way to maximise funding for local services, thus benefiting local residents, whilst identifying those who are vulnerable and in need of assistance.

Impact: Our business case supports an approach which we believe can increase collection rates for all councils across the country. The increase in collection will help to negate cuts to annual funding and limit reductions in key service areas, where it matters most.

Signed by: Kevin Sheehan on 2 November, 2018

Project commitments:

Commitment 1:

Title: Explore whether a digital tool can be developed that uses open source data to support people to find suitable accommodation in the private rented sector

Partners: Partnerships are currently being explored.

Mission: Effectively empowering clients to take independent actions that resolve their housing problems by using key household data, establishing the location of affordable accommodation and linking the client to the accommodation directly. The tool would also offer guidance and support for households as they seek to find PRS accommodation.

Impact: The solution would be particularly applicable to an increasing number of people who are digitally literate and whose primary cause of homelessness is income and affordability.

Signed by: Cllr Liaquat Ali MBE on 31 October, 2018

Project commitments:

Commitment 1:

Title: Improving citizen digital interactions

Partners: Coventry Council, and other local authorities

Mission: Work with other authorities to redesign our citizen portal to be even more intuitive and drive digital adoption. Initial project will improve FOI applications using Firmstep software.

Impact: Easier, more customer-focused interactions, and boost channel shift.

Commitment 2:

Title: Data analytics and cloud technology

Partners: London Borough of Hackney and other local authorities

Mission: Explore how modern cloud technology can help the Council get the best insight from the data we hold, to ensure we focus our services on greatest need and drive more efficient working.

Impact: Drive better and more efficient working at relatively low cost.

Commitment 3:

Title: Rollout of Gigabit broadband

Partners: GLA, Local London, TFL, DCMS

Mission: Work with government and industry to incentivise the rollout of Gigabit broadband to the premises / households in our part of London.

Impact: Better speed and value internet access to all our citizens and businesses, boosting business growth, access to services and skills, and investment.

Signed by: Alison Broom on 3 October, 2018

Project commitments:

Commitment 1:

Title: To develop html alternatives to PDF documents to improve accessibility

Partners: Swale Borough Council

Mission: To develop a set of html templates that replace a range of size PDF documents from small to large, specifically focusing on templates for strategy and policy documents to increase accessibility and engagement with the content.

Impact: The project aims to increase the accessibility of policy and strategy documents by creating alternative ways to display the content in html templates .

Signed by: Jack Hegarty on 4 December, 2018

Project commitments:

Commitment 1:

Title: Linking Registration Services to other Government Services though new data sharing opportunities presented by the Digital Economy Act 2017 & the Registration Services Act 1953

Partners: Social FinanceWorcestershire County Council Registration servicesRedditch Borough CouncilBromsgrove District CouncilMalvern Hills District CouncilWychavon District CouncilWorcester City CouncilWyre Forest District Council Worcestershire NHS via Clinical Commissioning Groups, Acute Trust and Health & Care TrustWest Mercia PoliceHereford & Worcester Fire & Rescue ServiceSuffolk County CouncilHull City Council

Mission: Worcestershire County Council (via WODA with partners) will explore the benefits of securely sharing Registration Services data to support other local government activities such as planning provision of local services, removing barriers by verification services, safeguarding children, fraud, and improving statistics for planning and policy decisions.
Discovery will test, with users, potential use cases for Registration Services data sharing and identify opportunities for sharing this data between public sector partners.
Accessing and sharing data could be achieved by creating common data models and standards, as well as API's to enable connection between agencies and associated services. This would enable the design of uniform data standards to create a structure that all local authorities can adopt and build upon.

Impact: This project would potentially provide significant cost savings and efficiency benefits nationally, proportionate to volumes of births, marriages and deaths in England.
Examples of this would be through needs led forecasting for health care and education, timely alerts to safeguard vulnerable children and/or adult with health & care needs and combating fraud such as housing tenancies and Blue Badge (Disability) to reclaim public funds.
The key success measure will be:
o Cost benefit analysis on sharing registration data for the benefit of other public services
Possible long term benefits:
Deliver a common standards approach to using registrations data to support the following roles and their associated activities:
o Market Research Officers and Local Planners: Plan provision of local services and improve statistics for planning and policy decisions
o Residents and Customer Service Agents: Remove barriers by automating verification services
o Social Workers: Safeguard children and adults
o Fraud Investigators: Prevent Fraud

Commitment 2:

Title: Digitalisation of the Duty of Care application system for trade waste customers.To improve the efficiency of the application process for the trade waste customer and the processing of that application for the Waste and Recycling service.

Partners: Worcester City Council, Wychavon District Council

Mission: Within a year of signing the Digital Declaration we expect to have provided an online service for trade waste customers to complete their Duty of Care application. The customer will receive an instant response to their application providing their certificate in accordance with the Environmental Protection Act 1990. The customer will receive renewal reminders prior to the expiry of their current certificate and receive a unique link to renew. This will be prepopulated with the information provided previously to ease the renewal process. The customer will be able to check, make any changes and submit, again immediately receiving their certificate by email.
The Waste and Recycling service will have access to a back office which will record the Duty of Care applications. They will have the ability to edit some details where it might be required and issue certificates. The service will also receive notification when a certificate has expired so that they know to cease the trade waste collection service.

Impact: The service on a whole will see cost savings in printing, postage and time spent processing applications.
The Waste and Recycling Officer will benefit widely from this development. They will shift the majority of paper applications to online reducing the time spent process applications and issuing certificates. Direct contact with the customer will become focused on resolving more complex issues and not to complete general administration tasks. The trade waste collection officers will not need to return to the office to check a customer has their certificate in place. Instead they will be able to view the required information digitally on a mobile device.
For the customer the application process will become much simpler. The online application will be smart and only require the customer to complete the fields relevant to them. The customer will be able to submit their application at any time during the year, reducing the expanse of tasks to complete for the end of the financial year. The certificate will be produced immediately so the customer does not need to wait for a copy to arrive in the post to file away safely. They will be able to access their digital certificate at any time.

Commitment 3:

Title: Digital transformation of officer working to enable more efficient shared services. To be achieved by:- Reduce Officer costs and time spent travelling between sites by encouraging digital communication methods i.e. conference calling- Encourage more mobile working for Officers integrating mobile applications with both customer front end and back office applications- Offer more flexible working for Officers for off site working/home working- GDPR, reducing the need to Officers to carry paper files- Encourage ‘easy’ digital collaboration between Officers to reduce meeting times

Partners: Wychavon District Council, Worcester City Council

Mission: Within a year of signing the Digital Declaration we hope to have introduced Officers to more flexible mobile ways of working. We will have assessed equipment and workspaces to reflect our needs. We hope that Officers will see our digital drive as their ‘normal’ day to day practice.

Impact: We hope to benefit our Officers and our Customers by leading our own Digital Revolution.
Eg. The Planning Officer will be able to check what site visits they need to do whilst sat eating their breakfast at home. They will be displayed on a map on their mobile device. The Planning Officer will go to their first site, they will look at the plans they need on their mobile device and complete a form which covers all aspects of their visit. The completed form will automatically update their planning application record. No need to take any paper folders with them or go back to the office. The public will immediately see that the officer has been out to the site on our website. And if the member of the public is following that planning application they will be notified that there is an update to view. Before the Planning Officer attends their next site visit an emergency meeting is called. It doesn’t matter that the Planning Officer is 40 miles away because they can video call with the rest of their team to attend from their car. The meeting concludes and the Planning Officer continues to their next visit.

Signed by: Bob Brown on 23 November, 2018

Project commitments:

Commitment 1:

Title: A common data model for children’s services to streamline statutory reporting and improve data analysis

Partners: GMCA, Manchester City Council, Stockport Council, Wigan Council

Mission: We want to improve the statutory return process by giving Children’s Services Departments access to comparable, data on children in care (eg, needs, services, outcomes, etc) which will in turn enable them to make better, more appropriate commissioning decisions so that vulnerable children achieve the best outcomes possible. We will focus on developing a standardized reporting approach for the SSDA903 statutory returns, and identifying what the unmet data needs stemming from the current process are, with an eye to creating solutions that meet those needs.

Impact: Preparing comparable datasets on vulnerable children currently costs each LA around £50k, amounting to £7.6million nationally. Budgets for CSDs are being cut, yet demand is going up. Giving CSDs access to the data they need to complete statutory returns quickly and in appropriate formats will enable better operational, commissioning, and strategic decisions. Other LAs have successfully implemented common data models, that have created positive social and financial impact. Our ambition is to streamline this reporting process so that we can unlock analyst time to drive deeper insights into service delivery, and commissioning – ultimately leading to better decisions for children and families.

Signed by: Mariam Amos on 3 October, 2018

Project commitments:

Commitment 1:

Title: Develop a diagnostic tool to identify the digital skills gaps within the workforce and deliver a training programme to ensure our employees are able to deliver digital advancements.

Partners: Ashfield District Council

Mission: To have a fully digitalised modern service with highly skilled, adaptable and proficient employees that are able to meet the aspirations of the council's wider transformation programme. This will provide all of our customers with a platform to access council services through a range of channels that meet their needs.

Impact: This will provide faster resolution times for our customers, higher satisfaction rates, reduced contact and processing times, reduction in failure rates on form completion and a highly motivated workforce equipped to meet the modern needs of the customer through digital channels.

Signed by: Carrie McKenzie on 5 October, 2018

Project commitments:

Commitment 1:

Title: Make it easier for people to complain to the council, online

Partners: None yet identified

Mission: We will build a way for customers to easily raise a complaint about a council service online, user tested and into beta.

Impact: An online process will make it easier for customers to tell us about a potential failure in service, streamline back office processes and will reduce contact through other channels of communication.

Signed by: Edd de Coverly on 13 November, 2018

Project commitments:

Commitment 1:

Title: The design and implementation of a single unified communications technology solution that can be followed by all partners and that can be extended to other public sector organisations wanting to adopt similar technologies / solutions.

Partners: The Leicestershire Information Communication Technology Partnership (LICTP) - shared service councils include Hinckley and Bosworth Borough Council, Oadby and Wigston Borough Council, Blaby District Council, Melton Mowbray Borough Council and the Leicestershire Revenues and Benefits Partnership.

Mission: The project is to design and implement a repeatable installation and adoption strategy that can be followed by all partners and that can be extended to other public sector organisations wanting to adopt similar technologies / solutions.
The solution objectives are:
• Implement one single cloud hosted communications solution system
• Provide one number for each user – to be used seamlessly with desk based phones, mobile phones or softphones
• Offer modern unified communication functionality – offering opportunities/options such as integration with MS Office calendars, instant messaging, video calling and conference calling
• Implement one single contact centre solution – separately configured and implemented for partners as required
• Integrate telephony Disaster Recovery and Business Continuity arrangements
• Adopt one single support contract for all telephony elements (bills, lines, calls, technologies etc)

Impact: Critical success factors focus on providing public sector staff with the opportunity to work in a more flexible way to better facilitate working contact arrangements and engagements with customers from any location, specifically; Single contract and supplier management - Reduced hours spent managing supplier contracts and billing from LICTP Client and each partner authorities Finance Teams. Staff productivity increase via collaboration technology- Efficient working via enhanced collaboration capability. Efficient resource management. Flexible and home working capability. Enhanced citizen service capability and reporting - Increased first time resolution impact less complaint handling, better oversight on resource allocation. Enhanced DR capability - Reduced risk, reduced need for 3rd party DR capability (such as remote site maintenance and DR contracts), enhanced business uptime, consistent resource, sharing council buildings. Single support contract and point of contact - Reduced hours spent managing support issues, and single supplier accountability for support issues. Quicker resolution to issues and frees up technical resources to progress other prioritised work

Signed by: Tracey Tudor on 15 November, 2018

Project commitments:

Commitment 1:

Title: Demand Management

Partners: Leicester City Council

Mission: Councils across the UK hold an incredible wealth of data but have been slow to mirror the private sector in optimising this data as a strategic and operational tool to anticipate customer demands, target scarce resources to not so obvious areas in critical need, predict and prevent future adverse events and maximise opportunities as they emerge. Reviews of several high profile and tragic events across the UK including child fatalities have concluded that Councils together with other public sector partners had been in possession all along of the information needed to prevent or mitigate such events but were not aware of it or had not used it.

Impact: This project seeks to review the use of data within councils, using different service areas as case studies / proofs of concept. The objective is to develop a roadmap / toolkit for how data can be optimised, starting from the different multiple entry points into the organisation through to how it is validated and processed up to where it is stored and analysed to the point it could be used to predict customer trends, inform decision-making, service design and delivery and prevent or mitigate adverse events. Although it will be primarily of benefit to other local authorities, the principles can be applied to other public sector organisations.

Signed by: Paul Maltby on 2 August, 2018

Project commitments:

- create a £7.5 million innovation fund to invest in projects and training that helps local authorities to deliver on the Declaration ambition
- build a website to help curate and promote the most important Declaration projects
- build a community events finder service
- launch collaborative project exemplars that produce common design patterns, data standards or other tools required to realise the Declaration ambition. These exemplars aim to make the case for collaboration and help us all learn how best to design and deliver these common products.

Signed by: Tom Warburton on 7 November, 2018

Project commitments:

Commitment 1:

Title: Improving digital services offered by revenues department

Partners: Firmstep (our form provider). We will share findings and experiences within the North of Tyne Combined Authority

Mission: In the past 12 months our Revenues department has closed their front-facing customer service offering. We anticipated that this would lead to an increase in the use of our online services but instead it is clear that customers are now using the phone. This is causing a number of problems – for the customer there is a delay in providing information due to increasing call queues, and for the Council, the increased demand is causing financial pressure on service delivery.

A piece of discovery work done over the summer of 2018 revealed the following:
- Webpage content and structure needs to be redesigned to support residents needs and be easy to understand and use
- Forms need to be clear and designed with form design best practices
- The flow of using forms needs to be improved – e.g. before you start, the form itself and after submitting the form
- Consistent language needs to be used throughout – online and offline journeys (letters and digital)

We aim to improve the current digital offering Revenues have by increasing their usability for customers so that we decrease avoidable Council Tax phone contact and enquiries.

We will begin in Alpha phase – using the statements in the title and apply them to a select council tax journey. We will improve, prototype and test this journey. Testing with real users will allow us to understand the best way to explain council tax language, which can contain legal jargon.

This will then be replicated across the council tax user journeys that exist, standardising common questions, form designs and improving digital interactions.

Impact: The impact will be a fit-for-purpose digital offering which our residents will choose to use above traditional methods i.e. phone. We will capture more relevant information upfront, reducing the need for multiple contacts from the service user, managing the customer expectations better and reducing failure demand on the service.

We will measure this success through monitoring the usage of the online forms, the volumes of phone calls received and the satisfaction levels of the users.

The successes and benefits can be applied to other non-council tax journeys to create common standards for online user journeys. The positive impact will be felt by both users and the service areas – in particular council tax department.

Signed by: Councillor Tom Fitzpatrick on 5 October, 2018

Project commitments:

Commitment 1:

Title: Bed Tracker App

Partners: Norfolk STP Footprint Partnership - County, Hospitals, Mental Health Trust, Community Nursing & GPs. Regional County authorities are also interested in using the development, in particular Suffolk.

Mission: The Bed Management Tracker prototype (using Microsoft PowerBI) has the functionality to show a full system-wide view of the bed capacity and demand across the Norfolk and Waveney STP footprint through one dashboard that can be available to all the key STP stakeholders to aid in managing bed pressures, especially winter pressures. There is also a provider-specific dashboard available to each organisation that identifies the number of occupied beds, number of empty beds and the demand of patients currently not in beds at ward level, and at organisation-wide level. There are also filters available to view the information by quinary age bands, gender, ward type, ward classification and bed group.

The Bed Management Tracker prototype has been designed to take a generic bed state dataset from the NHS provider organisations on a 15-minute cycle 24 hours, 7 days a week, 52 weeks of the year. The dataset is sent and received via a secure file transfer process and is digested into Norfolk County Council’s award-winning Data Warehouse analytical solution - GRID which has been developed to enable better business insights being key to delivering better decisions.

Impact: The key objective of the project is to help local people with health and care needs to get access to available beds without unnecessary delays and to save local public sector money in the process.

The Bed Management Tracker prototype (using Microsoft PowerBI) has enabled the art of the possible to be shown and identified in terms of bed management tracking and analysis to the key Norfolk and Waveney STP stakeholders. It has also raised hypotheses on the back of the information shown, in terms of areas of interest for future iterations - Home Care availability, Delayed Transfer of Care management and reporting, Performance Management, Bed Planning, Operational use within NHS providers etc.

As a result, the prototype needs to be developed based on these more detailed requirements and outcome deliverables into a fully deployed self-contained web application, and this will take a detailed programme of work to be put in place to ensure delivery. This will not only require technical expertise and project/programme management but will also rely heavily on information governance resource to enable the enhancement of the currently reduced non-identifiable generic dataset into an identifiable one to enable the more patient/patient group specific outcomes to be delivered.

Signed by: Dan Swaine on 13 November, 2018

Project commitments:

Commitment 1:

Title: Discovering ways in which we can use AI, Chatbots and IVR technology to provide a seamless and improved customer experience.

Partners: Bolsover District Council

Mission: We would like to research and test AI, Chatbots, voice recognition and Interactive Voice Response (IVR) technology as ways to provide a seamless customer experience, ensuring calls are dealt with at the first point of contact and to also make better use of available resources.
We aim to have discovered which technology (or combination of) best suits the needs of Local Authorities and their customers and found solutions which provide fast and simple interactions for those customers who contact authorities by telephone.
We will establish how we can accurately direct a caller to the correct person/team/authority from the first point of contact or provide information to the customer, where possible/relevant without the need for a customer advisor. The aim would be to free up customer services advisors' time in order to provide a better, more personal service and give more time to those customers who need to speak to someone by phone or face-to-face.
Using the above technology, we would like to establish how we can put measures in place which will allow authorities to share customer contact resources, when necessary e.g. for business continuity, when services are temporarily unavailable or under-resourced.

Impact: The aim is to find a way to improve customer service whilst also reducing costs, providing a better value service and enabling a better quality service for those requiring face-to-face contact. A solution would allow customers to receive a seamless customer experience, directing them to the appropriate area/person even if their call or query is for a different authority e.g. Parish or County Council. It will also allow a way for authorities to share service therefore enabling business continuity.
Once solutions are researched/found, we would look to implement a solution at the authority.

Commitment 2:

Title: Increasing digital transactions online through the use of AI, Chatbots and robotics to provide a seamless, 24-hour, improved customer experience.

Partners: Bolsover District Council

Mission: We will increase the online services we provide using available technologies to ensure wherever possible that we provide customers with opportunity to contact, transact, report and apply via the authority's website.

Impact: The aim is to improve customer service and allow a 24/7 service wherever possible through the website. It will allow automatic processing of information and should reduce the number of calls to the contact centre; therefore reduce costs for the authority.

Signed by: Councillor David Watson on 10 October, 2018

Project commitments:

Commitment 1:

Title: Failure Demand

Partners: Waste services, enforcement, Newlincs (Private sector waste partner) and the community

Mission: We aim to understand our failure demand with clear data analytics, engaging with our residents to identify the root causes and systemic failures.
By understanding our failure through discovery we are able to define clearly our ‘how might we’s’ to test hypotheses and prototype solutions to test with users.

Impact: By driving out failure demand we will:
• Reduce rework
• Increase satisfaction
• Reduce complaints
• Release capacity in the service to focus on our priorities
• Make significant savings across the wider organisation

Commitment 2:

Title: Blue Badges

Partners: DfT, Business Support, Commissioned assessors and the community

Mission: To develop effective and efficient case management for the assessment and issue of all blue badges meeting the requirements of new guidance for hidden conditions and integrating with the new DfT service. Furthermore integrating the payment process with GovPay through a pilot

Impact: This will ensure we:
• Deliver an end-to-end, seamless user experience
• Save money
• Make sure we meet the guidelines
• Handle all applications in a timely manner
• Improve the percentage of online payments

Commitment 3:

Title: Business Intelligence, Data and Performance Management

Partners: North East Lincolnshire Clinical Commissioning Group (NELCCG), Police, Fire NHS, Engie (Private sector infrastructure partner), Lincs Inspire (Leisure Trust)

Mission: To further develop our capability and prototypes to support strategic and operational management decision-making. To be become predictive and use our data to plan and design our services to meet the needs of users and the organisation most effectively.

Impact: We aim to understand our demand, pressures and capacity gaps and to:
• Improve how we visualise data and intelligence
• Improve how we make planning decisions about how we focus our resources
• Focus our resources where we can make the most difference
• Improve how we share data and information
• Develop real insight to inform how we design services

Commitment 4:

Title: Domiciliary Care

Partners: NELCCG, Focus, Adult services providers, service users

Mission: To improve the relationship between the carer and cared-for by bringing stability and sustainability to the care sector. This means the cared-for having visibility of who their carer is and moving from a time and task model to one that meet the needs of the users.

Impact: We aim to empower the carers to have a more active role in the care system by enhancing their status across the collective professionals around users, specifically through:
• Improved communication and handover from carers visible to other professionals across the system
• Improved communication with the users to know who will visit them today
• Empowering the carers to understand the medication they are giving and which are essential
• Improving information-sharing across the system to reduce crisis events
• Avoiding duplication of medication on discharge

Commitment 5:

Title: Permit use at our recycling centre

Partners: Newlincs (Private sector waste partner), enforcement and waste management

Mission: To improve the flow of demand at our recycling centre and to manage potentially illegal trade waste.

Impact: Residents can more easily apply for a permit and we will be able to reduce backlog and queues at our recycling centre. This will improve the management of potentially illegal trade waste and provide intelligence to identify offenders and enhance our enforcement; specifically, we will be able to:
• Enable users to apply for a permit online in advance of visiting the recycling centre
• Identify key patterns of potential trade waste
• Reduce queuing at the recycling site
• Track users by name and registration number
• Recognise and manage banned users
• Meet GDPR compliance for data handling and storage

Commitment 6:

Title: Moving Home as a service

Partners: Revenues and benefits, electoral registrations, waste, customers services, libraries, schools admissions, transport and planning.

Mission: To design a moving home service where residents moving within or into North East Lincolnshire sign up to multiple services simultaneously, telling their story once. Moving is stressful enough and residents end up calling separate parts of the council multiple times i.e. ‘to get the right bins’, ‘to register to vote’, ‘to pay their council tax’ and many more.

Impact: Residents will sign up to multiple services in one contact. We will ensure concise information, advice and guidance is available to meet their needs, easing their move into NELC. Specifically this will:
• Ensure a personalised, seamless transaction for the user
• Save time and money for the council
• Reduce the delay in the user receiving the services they need
• Signpost to other actions they may need or like to take
• Improve timeliness of income collection and revenue for the council
• Reduce the impact of the annual canvas on our elections team

Signed by: Becky McIntyre on 5 October, 2018

Project commitments:

Commitment 1:

Title: Bulky item collections

Partners: Other Councils with similar problems

Mission: We believe that our bulky item collection service doesn’t meet a key user need i.e. As a customer I want a say in when my items will be collected so I know when to put them out for collection.

Currently customers are expected to place items outside their house when they request the service and we aim to collect within 10 working days.

The service is oversubscribed which leads to unnecessary follow up contact and even on occasion reports of fly tipping as other residents do not know why the items have been there for such a long time.

We want to fully understand the problem, consider and test a range of ways to better meet the needs by designing a new service with the people that use and operate it.

We want to work with other councils that have a similar problem.

We hope to have a new service live that fully meets user needs across all service access channels within a year of signing up to the LDD.

Impact: A smooth and effective end-to-end process that works effectively both internally and externally for our customers.

Signed by: Helen Bailey on 12 October, 2018

Project commitments:

Commitment 1:

Title: Optimising the use of technology to deliver a positive strengths based approach to Adult Social Care.

Partners: North Somerset Council, Agilisys.

Mission: We will use citizen-focused and agile service design techniques to optimise the use of technology to deliver a strengths-based approach to adult social care which will improve citizen satisfaction, reduce costs and help us to deliver our new social care vision

Impact: We aim to provide more targeted and personal support for adult social care service users, providing better information, delivering faster and higher quality and more consistent assessments and ensuring the best utilisation of resources.

Signed by: Steve Smith on 30 November, 2018

Project commitments:

Commitment 1:

Title: Applying for a taxi driving licence.

Partners: Gateshead Council, North of Tyne Councils, Sunderland Council

Mission: We need to identify the issues and user needs by carrying out user research which will be published. To create a 'to be' service pattern for the application process which will help identify a digital solution.

Impact: The project aim is to improve the licence application process by identifying user needs to inform the design of a digital solution for licencing applications, which could be reused by other licensing authorities.

Signed by: Richard Henderson on 15 November, 2018

Project commitments:

Commitment 1:

Title: Homelessness Prevention through Digital Innovation.

Partners: Mansfield District Council, Nottingham City Homes

Mission: Within a year of signing this declaration, we will have:
• Performed a detailed discovery and identified which issues can be improved by implementing digital processes
• Researched which technologies are available and how they can be used to reduce homelessness
• Designed a digital service model and principles which can be shared with other councils
• Identified and engaged with a range of stakeholders to shape and design the overall solution
• Engaged with users to design an intuitive self-service digital prototype which has an emphasis on the customer journey and streamlined triage
• Developed an alpha solution.

Impact: The ultimate aim of this project is to reduce homelessness through better prevention. Positive outcomes will include:
• Improving the lives and prospects of those at risk of homelessness
• Reduce unnecessary spend and ensure resource is allocated appropriately
• Increased access to services through digital opportunities
• Improved response times to citizens at risk of homelessness
• Improved understanding around the causes of homelessness

Signed by: Gordon Mitchell on 9 November, 2018

Project commitments:

Commitment 1:

Title: Discover how chatbots and artificial intelligence could improve service delivery in local government

Partners: Hertsmere District Council Cheltenham Borough CouncilDoncaster CouncilPreston City CouncilNorth East Derbyshire District CouncilBolsover District CouncilCalderdale CouncilRotherham Metropolitan Borough Council

Mission: Carry out user research across a limited number of services to better understand the customer journey, the issues that are faced and how/if chatbots could form part of a solution to improve service delivery
Be ready to implement an Alpha chatbot/AI project based on the findings of the discovery project

Impact: Ensure participating councils gain greater experience in user research techniques
Create a user research base that can be shared across local government
Identify the potential savings through service redesign that include chatbots/artificial intelligence
Identify service types that are most likely to benefit from chatbots/artificial intelligence, and those that are not suited to these technologies

Signed by: Andy Ralphs on 3 December, 2018

Project commitments:

Commitment 1:

Title: Creating a collaborative digital platform to monitor development delivery with our join local plan partners

Partners: South Hams District CouncilWest Devon Borough CouncilGreater London Authority

Mission: To design a best practice way for local plan monitoring and reporting across local authority areas that share responsibility for the delivery of homes, jobs and infrastructure. We will develop a digital tool that enables coordinated collection of information and a reporting service with our partner authorities. We will work out what data is required by planning authorities and develop a standard schema with our partners. We will test our assumptions of what the public and development industry will find useful and will trail web-based technologies to provide more interactive and accessible ways to display this information.

Impact: The project will make the monitoring, reporting and reviewing of local plans easier for authorities and more transparent to the public by ensuring useful and accurate information is available from a single source. It will help other councils who use the schema to share information easily and make planning information easier to understand for citizens.

Signed by: Louise Wilders on 4 October, 2018

Project commitments:

Commitment 1:

Title: Developing an interactive and engaging toolset which helps to connect and grow communities and from that build community social action which underpins the statutory safety net

Partners: CCG, Portsmouth Hospital Trust, Healthwatch, 20 plus VCSE organisations (which can be listed) , local neighbourhood forums

Mission: To co-design an interactive, intelligent digital presence to complement the work being undertaken in the development of the Portsmouth HIVE. Once we have developed this will be owned by a newly created co-operative within the City and shared across other partners. The first phase will concentrate on finding information and support and matching solutions for those working with our social prescribing partners.

Impact: The aim is ultimately to build community resilience and support for those people in our society who feel lonely or isolated; from this we hope to take away some of the pressures on statutory bodies, particularly health, and inevitably achieve savings.

Signed by: Neil Fairhurst on 22 November, 2018

Project commitments:

Commitment 1:

Title: Common approach to chatbots and AI development

Partners: Oxford City Council, Cheltenham, Hertsmere, Doncaster, Derbyshire, Calderdale, Bolsover.

Mission: There is a drive amongst local authorities to embrace the potential opportunities provided by AI and chatbots as a means to improve service to their customers, solve complex issues in service delivery and release efficiencies through reduced staff resource requirements.

Impact: Provide better customer service in a more efficient manner to our residents. Significant savings across Councils and making use of ongoing technologies which will be engrained in the organisation, for future generations.

Signed by: Sharon Kemp on 30 November, 2018

Project commitments:

Commitment 1:

Title: Can chatbots and AI help solve service design problems?

Partners: Oxford City Council, Doncaster MBC, Hertsmere District Council, Preston City Council, Bolsover District Council, North East Derbyshire District Council, Calderdale Council, Redditch Borough Council, Surrey County Council

Mission: There is a drive amongst local authorities to embrace the potential opportunities provided by AI and chatbots as a means to improve service to their customers, solve complex issues in service delivery and release efficiencies through reduced staff resource requirements.
However, there are problems for local authorities looking to adopt these solutions;
There is no shared understanding of the technology and its advantages/disadvantages as a solution to key issues. For example, what type of application is it best suited to in order to ensure the best return on investment
There are a variety of products and platforms that already exist on the market, but no objective evaluation of each to identify the most appropriate to use.
There is a risk of duplicating effort, wasting time and resource in the discovery phase to arrive at the same conclusions that others have already reached
Without a sound evidence base, there is a risk of inappropriate chatbot/AI projects being pursued that have poor prospects of meeting their objectives, wasting further time and resource
This discovery project aims to resolve these problems by delivering;
a methodology for evaluating the suitability or otherwise of a particular application for developing into a chatbot or AI product;
a research base to assist local authorities developing their individual business cases to save time and resource rather than duplicating research;
a summary of the potential technology solutions that are available with their individual advantages and disadvantages of each, and their applicability to different circumstances a set of case studies drawn from participating councils in how the framework can be applied;

In pursuing this it will also:
explore the feasibility of adopting or developing a common, open source platform for local government to use to develop chatbot/AI solutions;
for the participating councils, deliver a set of recommendations on how to proceed with their use cases to alpha stage;
Enable (an) alpha project(s) to take over from the discovery phase from initial prototypes for the case studies, either funded collectively by participating authorities or through the MCHLG Local Digital Fund.

Impact: Benefits from working in this collaboratove approach will be seen from:
Reducing the duplication of effort from other local authorities interested in this field;
Having a body of research that underpins the use of this technology and its application to certain types of local authority services.

Leading ultimately to:

A significant reduction (across LA's) in responding to certain types of local authority customer contacts and therfore the release of cashable savings;
An improvement in customer service experience;
A new and efficicent way of delivering services

Signed by: Claire Wise on 31 October, 2018

Project commitments:

Commitment 1:

Title: Creating a digital tool to determine affordability and availability of properties in the private rented sector.

Partners: London Borough of Hammersmith & Fulham.

Mission: To design a digital tool to assist council staff and clients to determine affordability for private rented properties based on income information.
This system would match clients to properties available on commercial sites and to properties procured directly by the local authority.

Impact: The aim of the project is to provide a visual tool to manage clients expectations about where they may be able to afford to reside at the outset.
It will also assist council staff to understand welfare benefits, the benefit cap and how this impacts households sin respect to affordability.

Signed by: Iona Lidington on 22 November, 2018

Project commitments:

Commitment 1:

Title: Packaging a Social Prescribing Model and Modular Digital Tool

Partners: Sutton Council

Mission: To succeed in the creation of a social prescribing programme there are some key components required. We aim to package these up into easily accessible modules that can be easily applied to any programme no matter how far developed. These modules are not co-dependent so organisations can mix and match as required.

Impact: Success in this project will allow other organisations set up a model for social prescribing or even a local digital list of services without the need for a brand new discovery phase. Extending access to our open source digital directory and referral tool will also allow other services to benefit from the work done from our Trailblazer at no cost (beyond local hosting).

Signed by: Hilary Hall on 4 October, 2018

Project commitments:

Commitment 1:

Title: To enable older residents and vulnerable adults to live independently.

Partners: Optalis, Wokingham BC, AWS.

Mission: We will seek to find solutions that support family and carers to meet the independent living needs of the service user in their home, such as voice activated home assistance with Amazon Alexa, Google Home, Apple Siri or Hive. Integrating the transcribed voice back to our care management system.

Impact: • Determine suitable assistive technologies (AT) to support effective short-term care following hospital discharge, thus reducing hospital re-admission or entry into long term care.
• Explore valid circumstances for the use of AT to deliver improved home-based independence outcomes for service users (SU).
• Explore effective use of care and health professionals in a single visit.
• Increase home-based independence through AT and explore the limitations of its use for future deployment.

• be economic and scalable to meet any working model
• be a home based intervention support focusing on prevention and wellbeing of service user
• improve the citizen (and Carer/Family) managing support across social care, health primary and secondary care.

Signed by: Councillor Olivia Blake on 3 December, 2018

Project commitments:

Commitment 1:

Title: Service design: Office of Data analytics

Partners: Currently seeking partners.

Mission: It is well established that many bodies under-capitalise on the value of data in service planning, service evaluation and ensuring efficient delivery. In Sheffield some good progress has been made in terms of establishing smart use of big data within some sectors (for example NHS / Social care, police). Links between sectors are not yet made in terms of sharing data sets.

Our proposal is to commission a piece of work that will establish a detailed business case for the establishment of a cross-sector office of data analytics.

Impact: However, there is still a great deal of work to do in order to link datasets between sectors in the city. We are underinvested in this both in terms of capacity and capability.

We have broadly established the parameters of what we need to do across all of our agencies in terms of technical requirements, establishment of vision, shared and single approach to IG, data streams that should be included, infrastructure and IT investments that will be needed, governance & leadership requirements, and processes for citizen engagement.

Establishing a cross-sector ODA will facilitate better decisoin making, preventative thinking by default and the ability to model different scenarios.

Signed by: Paul Johnson on 12 November, 2018

Project commitments:

Commitment 1:

Title: Council Tax Arrears Collection

Partners: Barnsley Metropolitan Borough CouncilBirmingham City CouncilBolton CouncilBradford Metropolitan District CouncilBrighton & Hove City CouncilCornwall CouncilEaling CouncilIslington CouncilEastbourne Borough CouncilKirklees CouncilLewes District CouncilManchester City CouncilMedway CouncilNewham London Borough CouncilNorth Hertfordshire District CouncilRotherham Metropolitan Borough CouncilSalford City CouncilSouthwark CouncilRoyal Borough of Kensington & ChelseaWakefield CouncilWealden District CouncilWalsall Metropolitan Borough CouncilCoventry Metropolitan Borough CouncilWolverhampton Metropolitan Borough Council Sandwell Metropolitan Borough Council Dudley Metropolitan Borough Council

Mission: At 31 March 2018, the total amount of council tax outstanding in England amounted to £3 billion (cumulative from the introduction of council tax in 1993).

For 2017/18, Local authorities in England collected £27.5 billion, with arrears of £818 million, approximately 3% uncollected.

Our mission is to collect more council tax to maximise funding for local services, thus benefiting local residents. It will help ensure that those able to pay do not avoid their responsibility whilst identifying those who cant pay or are vulnerable and in need of assistance.

Impact: Our business case supports an approach which we believe can increase collection rates for all councils across the country as well as reduce the amount of unpaid Council Tax outstanding from previous years. The increase in collection will help increase resources available to Councils and limit reductions in key service areas, where it matters most.

Signed by: Bob Smith on 3 December, 2018

Project commitments:

Commitment 1:

Title: Customer Experience Programme

Partners: Chiltern District Council, South Bucks District Council and Wycombe District Council (Waste Service)

Mission: Providing a consistent level of service to customers regardless of the service and channel used. Resolving requests at the first point of contact wherever possible, equipping staff with the information and knowledge to provide a quality service. Increasing our digital offering, so the customer can interact with the Councils digitally with no degradation of service.

Working with a technology provider, we will design, build, and test the journey a customer will experience when they make a service request. We will develop integrations into back office systems, and proactively present information to the customer with real time updates and notifications about issues affecting them. We will be developing on line processes and electronic forms for every service and our designs could support other councils to develop digital services.

We will centralise our customer service provision, and achieve channel shift, which we believe will yield benefits of £500,000 per annum, with a more effective and efficient service for customers

Impact: We will centralise our customer service provision, and achieve channel shift, which we believe will yield benefits of £500,000 per annum, with a more effective and efficient service for customers.

Signed by: Philippa Hart on 31 August, 2018

Project commitments:

Commitment 1:

Title: Development of an online reporting mechanism for “Streets” and “Grounds” services using our new online customer portal technology.

Partners: Huntingdonshire District Council, South Cambridgeshire District Council and Cambridge City Council will work with their IT Shared Service (3C Shared Services) and 2C Shared Waste Partnership to develop the solution. We will have the solution tested by Kent based SDS http://smarterdigital.info/.

Mission: Our shared IT service is in the process of delivering a standard back office application for Streets and Grounds processes across the three councils. Each council is also developing an online customer portal to link in with their existing websites. Whilst each council will retain their own separate Streets and Grounds services, we plan to develop a consistent set of eforms, back office processes, and a customer portal that delivers proactive customer status indicators and notifications, while our services deal with requests. The solution will extend into our customer service departments, ensuring a holistic view of the status of each request.

Impact: Reduction in customers having to chase. Other similar councils have seen circa 25% reduction in calls and face to face visits through implementation of a similar system.

Signed by: Lee Sirdifield on 14 November, 2018

Project commitments:

Commitment 1:

Title: Re-designing planning application advice: Research into the reason why all users do not submit valid applications; whether they have the necessary tools, incentives or knowledge or how accessible they find the system

Partners: Joint application lead by Wokingham Borough Council

Mission: To publish user research that:
● Explains the reasons why applications are invalid
● Identifies existing costs and opportunities through better, integrated and digital services
● Describes the users end to end service needs, including the publication of validation information requirements
● Provides prototypes for a digital pre-application advice service, linked with a planning application service, and including front end patterns
● Considers the required technology, content design, legislative or regulatory changes and other relevant work being done to resolve this problem.

Impact: By resolving this problem, local planning authorities will benefit from controlling the costs relating to planning advice and invalid applications. Freeing up resources to ensuring high quality development within their locality and provide better outcomes to residents.

Signed by: Lawrence Conway on 19 September, 2018

Project commitments:

Commitment 1:

Title: Designing our online and offline services around the needs of our customers and working with partners to increase digital inclusion of our older and rural customers.

Partners: Age UK, Lancaster University

Mission: We will launch a ‘My Account’ feature on our website which will enable customers to access more services at a time of their choosing and enable us to deliver a better customer experience by putting the customer’s needs at the centre of the design process. The ‘My Account’ technology will deliver a joined up digital service across our departments, which will be more efficient, and also help to break down silo working.
We will also work to increase digital inclusion in South Lakeland’s aging and rural population. We are collaborating with Lancaster University who have co-created an app which uses open data to help older users find local groups and activities. We also plan to work with Age UK’s digital champions for the roll out of ‘My Account’ to help those customers who want to use more online services but are lacking the skills or confidence.

Impact: All our customers who need to carry out a transaction with us will benefit. Using ‘My Account’ will enable our online customers to self-serve at a time that suits them and will free up resources to help our more vulnerable customers, complex cases and those who do not/cannot use online services.
Customers' data will be more secure through ‘My Account’ as information is stored in one place rather than on multiple systems across departments.
Alongside our partners, we will give our older and rural customers the opportunity to learn how to use and access technology for the improvements this can bring to their lives.
Our staff will also benefit from more efficient online processes, which reduces silo working and brings the opportunity for much more mobile and flexible working.

Signed by: Cllr Kay Mason Billig on 10 September, 2018

Project commitments:

Commitment 1:

Title: Consistent Customer Journey for Planning Applicants across districts.

Partners: Broadland District Council

Mission: Identify where we can generate efficiencies through digital integration and sharing of data across multiple districts. Design a digital service model and principles which could be adapted to other councils. Produce ideal state customer journey maps for a solution to be considered for development in the next stage.

Impact: Improve customer experience and offer an online streamlined and simplified end to end customer journey (from pre-application to discharge of conditions) for planning applicants regardless of district boundaries and independent back office systems.

Signed by: Stuart Reid on 3 December, 2018

Project commitments:

Commitment 1:

Title: Enabling effective collaboration within Local Government Digital Services

Partners: Newcastle City Council, Sunderland City Council, North Tyneside Council, Gateshead Council, Stockton Council, and potentially other councils within the North East.

Mission: To establish the North East Digital Services group to make it easier for councils to share learning and solutions within local government digital services.

Impact: The participants in the group will benefit from; speedier development and deployment of local government digital services; development of common data sets and standards to facilitate closer working in the future; shared , problem solving and solutions.

Signed by: Emma Marinos on 27 September, 2018

Project commitments:

Commitment 1:

Title: Planning Viability Assessments - Create a digital service for assessing viability information from property developers, reducing manual administration and improving decision making by using data from multiple sources.

Partners: GLA, Future Cities Catapult (at Discovery).

Mission: Demand for affordable housing is high and growing, and councils need to be able to secure affordable homes in new developments. The data provided by developers during an assessment is not provided in a standardised format and the rules are open to interpretation. As a result councils find it difficult to assess and, where appropriate, challenge viability assessments. We will carry out a discovery phase to create a digital service for assessing viability information from property developers, reducing manual administration and improving decision-making by using data from multiple sources. We will work in the open and share the outputs of the discovery.

Impact: This will give property developer applicants clarity on the data and information required for viability so that they can reduce cost and delay in the development process.

This will give Planning Officers the ability to assess viability based on standard data and benchmark so that the right decisions can be made.

This will give residents appropriate amounts of affordable homes to be created in the borough so that there is a continuing diverse supply of housing in their neighbourhood.

Signed by: Tim Clegg on 5 October, 2018

Project commitments:

Commitment 1:

Title: Local maps

Partners: Cannock Chase District Council

Mission: To provide the local community with a holistic view of local amenities, local plans and issues.

Impact: It is our intention to develop the local digital information via electronic maps to better inform the communities of the plans that could affect them. We intend to collate digital information into a single, easily accessible view.

We have been working on a pilot to draw together digital information from our planning systems, building control systems, land charges system, Council tax database, grounds maintenance, and waste collection information. We intend to import data from external agencies to supplement our own data.

Signed by: Tom pike on 3 December, 2018

Project commitments:

Commitment 1:

Title: Research into a FOI solution to assist with citizens’ FOI request experience regarding Council’s FOI handling and improving council processes to make it easier for local authorities to manage FOI requests more easily.

Partners: Stevenage Borough Council & East Hertfordshire District Council Cornwall Council Hackney Council

Mission: • To design better processes for FOI handling by use of technology to improve FOI services for our citizens and staff. We’ll do this by working with our partners and MySociety to use agile research approaches to inform better processes for FOI request handling to improve citizens’ FOI journey and engagement with local authorities.

• We’ll work with our Partners to research and collaborate with a number of councils and their experiences of FOI handling, and what their users need of the service. We’ll then use this research to inform the development of a FOI solution that any local authority could use to improve its FOI service quickly and in line with the Declaration principles.

Impact: • The aim of this project is reduce the time, cost and resource of FOI handling by streamlining processes with the use of technology to improve the FOI experiences.
• It will help councils that handle FOI requests eliminate the unnecessary manual processing of FOI requests and reduce the number of repeated FOIs that councils receive, saving councils money.

Signed by: Pam Smith on 26 November, 2018

Project commitments:

Commitment 1:

Title: Digital Stockport

Partners: Content Management System - Essex County CouncilFamily Context Information Sharing - Surrey, Worcestershire and Leeds CouncilsDigital Data Protection Impact Assessment - Greater Manchester Combined Authority

Mission: To use digital and design skills to build better partnerships and services for Stockport.

Impact: To share the learning of Stockport's Digital by Design programme and build collaborative development partnerships to further exploit our existing open source products for the benefit of all local public services.

Signed by: Neil Schneider on 18 October, 2018

Project commitments:

Commitment 1:

Title: Customer self-serve and automation of Tip Permits.

Partners: Darlington Borough Council

Mission: We will create fully automated end-to-end processes enabling customers to order, pay for and use tip permits.

Impact: The project aims to improve the Customer experience by providing options for self-serve and automation for the application and use of tip permits and to reduce Council costs by redesigning the current manual processes.

Signed by: Chris Bally on 2 November, 2018

Project commitments:

Commitment 1:

Title: Suffolk Cloud Procurement

Partners: Suffolk County Council, East & West Suffolk CCGs, West Suffolk Hospital Trust, Ipswich Hospital Trust, Ipswich Borough Council, Suffolk Coastal, Waveney District Council, St Edmundsbury Borough Council, Forest Heath District Council, Mid Suffolk & Babergh District Councils

Mission: To provide a single public sector network throughout Suffolk for public authorities to use including the building of new infrastructure and associated management services.

Impact: Demand aggregation of network costs by buying everything under one contract with Suffolk County Council acting as the anchor tenant. Improving the way information and systems can be shared between organisations allowing for improved integration between Health & Social Care and other public sector organisations. Other benefits include users from across organisations will be able to work in buildings further improving the ability for the organisations to work together and improved connectivity for wider businesses and residents of Suffolk due to the presence of improved infrastructure being available in 10 towns within Suffolk.

Commitment 2:

Title: Blue Badge Application / Renewal Management

Partners: Department for Transport (DfT) – national service provision

Mission: To automatically interface with the application form that is being centrally developed by the DfT, to streamline / automate our internal workflow processes and develop our own digital workflow solution to automatically issue a blue badge with minimal manual intervention.

Impact: To members of the public: Full digital process, Improved turnaround times, secure online payments, regular communication, able to submit evidence at the time of application, straightforward user journey
To staff: Reduction in manual processing, all required information received at the time of application, payment received at the time of application, automatic communications to the customer, digital dashboards to aid service management.

Commitment 3:

Title: Suffolk Information Partnership

Partners: Suffolk County Council plus 15-20 local voluntary community sector (VCS) organisations e.g. Age UK Suffolk, Suffolk MIND, Suffolk Family Carers, Citizens Advice, Sue Ryder, Healthwatch, Suffolk Libraries etc.

Mission: When a partner identifies that a person's support need could be met by a service provided by another voluntary sector organisation / community support service, we will make a direct online referral to the third-party organisation, removing the need for phone calls and data re-keying. This will be done by our in-house developed online referral management platform that will be used by all partners helping to streamline the handover process, with the appropriate mechanisms of consent and data sharing built in.

Impact: To staff: Full digital process, no manual intervention, secure transmission of customer information, seamless process in making the referral to a partner organisation, better interaction with the voluntary sector and those community services that are already available.
To Third-party organisations: Improved quality of referrals due to required information being provided at the outset, customer data received in a secure manner, referral received without any delay and customers taking up services that are already available to them.
To customers: a tell us once approach to supporting needs across a range of multiple partners across Suffolk. Seamless and secure handovers between organisations enabling the best placed organisation(s) to meet the customer needs.

Commitment 4:

Title: Suffolk Registrars Service

Partners: All Suffolk Registry Offices but as this is a service that is provided nationally all LA’s responsible for Registrars services could benefit from learning / reuse.

Mission: Our plan is to implement a single fully end-to-end digital platform for the public and our back-office teams, we will streamline the existing process, use fewer software applications and provide a straightforward user journey.

Impact: To members of the public: Fully end-to-end digital process, secure online payments, electronic communication, easily accessible, self-service appointment bookings.
To staff: Fewer software applications to be accessed and supported, all required information received at the first point of contact, automated communication with the customer, payments can be made online for additional ceremony services, digital dashboards to aid service management.

Signed by: Jon Ritchie on 17 September, 2018

Project commitments:

Commitment 1:

Title: User Research – to develop a user research methodology to ensure that our digital services for bulk waste applications, dumping of waste reporting and 'find my bin' day are fit for purpose and meet the needs of our customers.

Partners: Government Digital Services (GDS) and a local digital consultancy

Mission: To design a best-practice user research methodology following guidance from GDS and a local digital consultancy and then undertake user research with members of the public to inform improvements to our bulk waste applications, dumping of waste reporting and 'find my bin' day digital services. We’ll then use this research to inform and implement improvements to these services. Any local authority will then be able to use either the user research methodology or the findings to improve their own service offerings quickly and in line with the Declaration principles.

Impact: To ensure our digital services for bulk waste applications, dumping of waste reporting and 'find my bin' day are accessible and easy to navigate. This in turn will encourage more people to self-serve providing greater choice and convenience for customers and saving money for the Council. It will provide a methodology to help other councils conduct their own user research or benefit directly from the findings to make improvements to these digital services.

Signed by: Charlotte Morley on 16 November, 2018

Project commitments:

Commitment 1:

Title: Use automation tools to help reduce cost and save time related to manual tasks in Adult Social Care.

Partners: Orbis partners (Surrey County Council, East Sussex County Council, Brighton and Hove County Council)

Mission: To use agile development and design thinking techniques to identify opportunities for reducing hand-offs, improving processes and removing pain points key Adult Social Care processes. We’ll do this through the creation of an Automation Innovation Centre that will bring together expertise and develop best practice for automation projects, which can then be applied to further services.

Impact: The project aims to create capacity within the Adult Social Care service by saving time spent on manual processes. By using RPA we hope to give social workers a little more time to focus valuable professional skills on residents and in doing so increase service availability and user satisfaction.

Commitment 2:

Title: Understand the digital service offer for Surrey residents and identify what can be done to improve digital inclusion.

Partners: Citizens Online, local districts and boroughs and various third sector partners (to be determined)

Mission: To conduct research with our staff and partners to assess our existing online service. This will help us to identify gaps on what isn’t offered online for Surrey residents and ask ‘Why don’t we? Would it be useful? The research will also consider how our services are accessed by people who aren’t online and highlight how this can be improved.

Impact: We want to ensure no-one is left behind in the move towards more digital services. This project aims to help to identify where and how we could take work forward to improve and increase our offer for residents and ensure the switch to online does not exclude people.

Signed by: Cllr Duncan Dewar-Whalley on 10 October, 2018

Project commitments:

Commitment 1:

Title: Publishing in HTML over PDF

Partners: Maidstone Borough Council

Mission: As part of new accessibility legislation and following on from a review of good practice we are trying to develop a better way of publishing things such as our corporate strategy into a html format to make it more accessible.

Impact: We can ensure that as many people as possible who want to read our publications will be able to in an accessible way.

Signed by: Phil Shears on 13 September, 2018

Project commitments:

Commitment 1:

Title: Enterprise Content Management / Enterprise Information Management

Partners: Exeter City CouncilEast Devon District CouncilStrata Solutions Ltd

Mission: Enterprise Content Management systems (ECM) or Enterprise Information Management (EIM) systems, enable the effective management of multiple data stores across an organisation / or multiple organisations under one centralised platform.
The primary outcome of the Electronic Content Mgt project is to deliver efficiency savings through more effective access to multiple data and content sources via a single front end application. We are in the process of developing a detailed business case, to perform research, to identify benefits and to produce pricing for an alpha project.

Impact: • Version Control of documents- i.e. one version of the truth, rather than multiple version of the same document
• Ease of information discovery – search and find information across a multitude of information stores in one go
• Contextualised information. i.e. when I want to find information on “Java” – the EIM will understand that it’s Java the coffee bean I’m interested in, not the country or programming language.
• Better Security – know what information has been accessed, when and by whom, and have more controls on restricting data access
• GDPR – search for all information on individuals across the whole organisations in one place.
• Data archiving and retention – manage data retention in one place
• Collaborate – multiple users can contribute to a single document in a managed and co-ordinated way
• Workflow – management of the flow of information through an organisation, leading to greater efficiencies in information usage
• Business Process Mapping – links with improving managing key and departmental business processes
Improved organisational efficiency and the customer an improved customer experience with availability of customer information for mobile officers working in the field and less duplication (eg provision of ID data)

Signed by: Graeme Simpson on 30 November, 2018

Project commitments:

Commitment 1:

Title: Council tax and business rates e-billing

Partners:

Mission: At present we only issue paper bills for council tax and business rates, however as part of our expansion of digital services to residents and business we are keen to offer council tax and business rates payers the option to receive their bills electronically.

Further, in Business Rates Information Letter 3/2016 it was stated that Government intended to make it a mandatory requirement that business rates payers will be able to choose to receive bills online by April 2018. Following the decision not to reintroduce the Local Government Finance Bill, BRIL 7/2017 confirmed that the Government no longer intends to introduce a mandatory statutory requirement for ebilling by April 2018. It also states “nevertheless, the Government remains committed to modernising the billing process and encourages those billing authorities who don’t currently offer electronic billing to continue to develop this capability”.

Impact: This approach will enable us to provide more choice and a better service as well reducing the costs of administration, paper and postage costs. If successful, we would look to extend the range of documents we issue electronically to include benefit notification letters.

Signed by: John Barradell on 28 November, 2018

Project commitments:

Commitment 1:

Title: Creating a Smart and Secure City of London enhancing the capability for data collection and supporting a strategy for the use of IoT in the CIty of London for the benefit of our communities.

Partners: Private Sector Organisations - Agilisys, BT and OpernreachPublic Sector - TFL, Office the Mayor of London, City of London Police and Businesses across the City of London

Mission: Within a year we will expect to have delivered:
- augmented Smart Ciy Infrastructure to enable collection of useful data and widen the capability for use of Internet of Things solutions through a Mesh network;
- Greater use of digital workspaces on the go enhancing the mobility experience of our workforce;
- Creating a Smart city environment using Smart City lighting to aid the prevention of anti-social behaviour and reduce accidents whist saving energy.

Impact: * Our communities will benefit from the information collected and analysed though greater deployment of Smart City Sensors;
* Our Communities will benefit from the use of a gigabit wifi network and deployment of superfast fibre connections;
* Our Communities will benefit from improved decision making from officers who can acesss analyse vast sets of data;
* Our Officers will benefit from the infrastructure that enables more agile and collaborative working on joined up digital infrastructure.

Signed by: Councillor Steve Curran on 5 October, 2018

Project commitments:

Commitment 1:

Title: The Community App - Solving communication issues, breaking down barriers, increasing accessibility to services and promoting community cohesion.

Partners: London Borough of Hillingdon (prospective), London Borough of Brent (prospective), London Borough of Ealing (prospective)

Mission: To revolutionise service delivery and accessibility by developing a mobile community app which will allow Residents to access all Council services from their mobile devices. The vision is that the mobile app will not only give Residents access to report and request services, make payments, send photographic evidence, pinpoint locations etc but it will also be a hub of information, allowing residents to access information on absolutely everything from recycling to employment.

Impact: The Community App will promote community cohesion and will allow the council to communicate in real time with our residents.

The app will significantly streamline service delivery and thus will result in substantial efficiency savings.

The Community App will bring LAs in to the modern world where we can communicate with our Residents in a way which is relevant to them. In turn this will make services much more accessible to a large proportion of residents who we are unable to reach by traditional means, including some of our most vulnerable Residents.

The Community App would also promote local services and businesses thus boosting the local economy and will encourage the community to thrive.

Signed by: Andrew Travers on 27 November, 2018

Project commitments:

Commitment 1:

Title: Optimising Data Usage to Improve Services to Our Communities

Partners: Leicester City Council, Milton Keynes Council, Canterbury City Council

Mission: Councils across the UK hold an incredible wealth of data but have been slow to mirror the private sector in optimising this data as a strategic and operational tool to anticipate customer demands, target scarce resources to not so obvious areas in critical need, predict and prevent future adverse events and maximise opportunities as they emerge. Reviews of several high profile and tragic events across the UK including child fatalities have concluded that Councils together with other public sector partners had all along been in possession of the information needed to prevent or mitigate such events but were not aware of it or had not used it.

This project seeks to review the use of data within councils, using different service areas across five councils as case studies/proofs of concept. The objective is to develop a roadmap/toolkit for how data can be optimised, starting from the different multiple entry points into the organisation through to how it is validated and processed up to where it is stored and analysed to the point it could be used to predict customer trends, inform decision-making, service design and delivery and prevent or mitigate adverse events. Not only will it be of significant benefit to other local authorities, the principles can be applied to other public sector organisations.

Impact: We intend to produce a business case highlighting the scale of the problem across local government in the UK. This will include documented issues, quantitative and qualitative costs and benefits, all within the context of customer expectations.

The user research report/section will highlight issues and challenges internal business areas and external customers (residents, businesses, partners etc.) face due to a lack of good, useable or analysed data.

The final report will detail the areas chosen, the difficulties and how they were overcome, the user research undertaken and the outcomes. Case studies will be included to illustrate methodologies alongside the risks and challenges encountered as well as the achievements. If the project leaves any questions unanswered or identifies new ones, these will be detailed in the report.

We believe that the intelligence arising from this project will serve to focus strategic thinking in different authorities regarding the use and benefits of data as a tool in customer-centric service design, delivery, appraisal and improvement.

It is clear to us that this project could potentially lead to several alpha projects covering how the data is subsequently used. It could be used to dynamically populate an open data platform leading to collaboration with private sector start-ups, larger organisations and charities. It could be used in predictive analysis and modelling to improve performance and resource allocation. Next phase projects could also be set up around the security, privacy and potential for implicit bias of machine learning/predictive modelling. These are all concerns within local authorities and the industry would benefit from further work along these lines.

Commitment 2:

Title: Digital Planning Service

Partners: Brent Council, Tower Hamlets Council, Lewisham Council, Ealing Council, Westminster City Council, Gateshead Council, Lambeth Council, Waltham Forest Council

Mission: To create an easy to use online tool for the planning service that allows the end user to access an easy to navigate system that is responsive to different platforms with clear communication using mobile phones, tablets and desk top computers in order to speed up decisions on planning applications and to stimulate more development and house building.

Impact: The project aims to make the online planning information clear and easy to find, better navigation and accessibility, and easier to search and interrogate by council staff, Councillors, residents, businesses, developers and others.

Will also seek to address the following

1. potential applicants giving up,
2. FOI’s,
3. an opaque service,
4. increasing emails,
5. incorrect planning applications and data (both to increase submission of valid applications and to reduce subsequent refusals)
6. lack of trust and understanding of planning policies.
7. would make that information more intuitive and useful for the user
8. that information can be pulled into digital services; so it comes to the user, instead of the user needing to find it

Signed by: Neville Murton on 12 November, 2018

Project commitments:

Commitment 1:

Title: Improving the conveyance process to prevent delays in property transactions

Partners: London Boroughs of Southwark, Hackney and Waltham Forest

Mission: We plan to use spatial analysis to provide an online con29 service which will assist the conveyance process ensuring there are no delays in property transactions. We will develop an On-line solution to administer the Con29 service which will assist the conveyance process ensuring there are no delays in property transactions.

To design a web-based solution and a Data Store using Open-Source technologies. We will be researching user needs, identify the available data sets and work towards a standardised data format. This will enable LA’s to feed in their datasets to the Data-Store which will enable the online web-solution to provide the con29 service. We will also be looking to identify the best framework to be utilised to enable easier future development of the online tool and data store.

Impact: The project aims to
•identify what user groups are most likely to use the website and how they might use the website
•understand what options and channels would be most efficient for people to use the website
•produce assets that will be reusable by other local authorities. In particular:

A user research report that gives us an understanding about the most effective way to create a new website and the stages that need to be gone through in order to achieve this

A minimum viable product to validate whether the website can be a success and highlights an immature product that needs to be tested. This will entail producing a prototype and qualitative research.

The identification and specification of platforms, people and technology necessary to deliver the website

A report setting out a process for the delivery of the project

A report that identifies follow on workstreams that would be required
Look at the delivery of the Con29 online service within the context of a Council-wide approach

LB Tower Hamlets to be used as the example and then look at the other boroughs to see if there is a standard format that could be considered

A communications plan of how we can provide this information to other councils and services

A report that will highlight pain points in the process

A user journey map

Signed by: Steven Halls on 18 October, 2018

Project commitments:

Commitment 1:

Title: Simplifying the digital process

Partners: Firmstep

Mission: To review all current digital forms on our platform and create a best practice for form design. We’ll do this by researching other councils' digital platforms and comparing submission rates on online services against digital form designs. We will also run user focus groups to help identify unnecessary questions on forms and understand users' concerns in submitting enquires via digital channels. We’ll then use this information to create and document a best practice on form design to use across digital platforms.

Impact: The project aims to remove barriers that people currently feel are in place that prevents them from making reports via digital channels. By the end of the project, we would like to have a documented best practice around form design. This would look to ensures people have an efficient way to submit enquiries online on a platform that they are comfortable using. As a result, this would see reduce the number of calls to contact centres, saving councils money.

Commitment 2:

Title: Licensing applications on a digital platform

Partners: Firmstep, Idox

Mission: To design a best practice way to allow people to apply for applicable licences online. We’ll do this by reviewing all current paper application forms that we currently have in circulation and redesigning them so they fit our digital platform. We will also explore the possibility of integration from our CRM into our back office system to develop a more efficient process when handling applications.

Impact: The aim of the project is to reduce the printing out of documents for applicants and as a result reducing the carbon footprint. By turning the form into a digital process we can ensure the correct documents are submitted with the application and as a result improve efficiencies when handling applications. As a result, this should reduce the number of calls back office staff make to applicants chasing documentation and the number of calls received into the contact centre around the application process, saving councils money.

Signed by: Sharon Shelton on 7 September, 2018

Project commitments:

Commitment 1:

Title: Engaging the Non-Digital Native Colleague

Partners: Gravesham BCSmarter Digital Services (SDS) - Tunbridge Wells BC

Mission: Initially, a full investigation into how the non-digital native perceives service redesign and the introduction of digital solutions (in its widest sense) within the Council and how this sits alongside their role within the organisation.

A report outlining the current digital picture and what, if anything, needs to be done to ensure colleagues that have not grown up with technology are provided with a comprehensive set of resources to provide them with full support in using digital tools.

A tick box template detailing digital concepts to which the council has subscribed, designed to provide colleagues with a full understanding of digital rationale and direction.

Impact: Colleagues that may previously have felt peripheral to digital are provided with context and understanding of the digital agenda.

The culture of the organisation will see a shift towards further and better understanding of the digital agenda.

Signed by: William Benson on 9 November, 2018

Project commitments:

Commitment 1:

Title: Local government as a platform

Partners: Maidstone Borough councilSwale Borough council

Mission: Within a year of signing the Declaration, we hope to have investigated and understood the requirements for a new operating model for local government based on the government as a platform methodology.

Impact: Ultimately, the aim of this work is to save the taxpayer and the council money over the long term. We hope to identify the capability and technology required to run all of local government, reducing expenditure on big inflexible systems and developing more responsive, user-centric services that help people serve themselves online, as well as delivering services efficiently.

Signed by: Merran McRae on 8 October, 2018

Project commitments:

Commitment 1:

Title: We want customers to be able to help themselves, and to access the right information, for the right services at the right time. A specific example of this is improving the customer journey of a Blue Badge application.

Partners: Other LAs, suppliers of digital hardware and software solutions, wider stakeholders across the district.

Mission: Over the next twelve months we’ll be looking to:
• embed a culture of innovation, evidenced by engagement and collaboration throughout the organisation
• deliver a programme of 12 digital improvements and evidence that they directly impact the people of Wakefield
• turn our data into intelligence, filling gaps where necessary, to ensure that our digital improvements meet the needs and expectations of our customers
• create channel shift – reducing the number of face-to-face and telephony enquiries through the creation of a good self-serve offer.

Impact: We want to create digital services so good that customers choose to use them. This will help to reduce demand on traditional contact channels releasing resource to add more value to complex enquiries, and improving the customer experience.

Signed by: Mark Fearn on 13 November, 2018

Project commitments:

Commitment 1:

Title: Council Tax Arrears Collection

Partners: Barnsley Metropolitan Borough CouncilBirmingham City CouncilBolton CouncilBradford Metropolitan District CouncilBrighton & Hove City CouncilCornwall CouncilEaling CouncilIslington CouncilEastbourne Borough CouncilKirklees CouncilLewes District CouncilManchester City CouncilMedway CouncilNewham London Borough CouncilNorth Hertfordshire District CouncilRotherham Metropolitan Borough CouncilSalford City CouncilSouthwark CouncilRoyal Borough of Kensington & ChelseaWakefield CouncilCarmarthenshire CouncilCity of WolverhamptonCoventry City CouncilDudley Metropolitan Borough CouncilSandwell Metropolitan Borough CouncilSolihull Metropolitan Borough CouncilWalsall Council

Mission: At 31 March 2018, the total amount of council tax outstanding in England amounted to £3 billion (cumulative from the introduction of council tax in 1993

For 2017/18, Local authorities in England collected £27.5 billion, with arrears of £818 million, approximately 3% uncollected.

Our mission is to collect more council tax to maximise funding for local services, thus benefiting local residents. It will help ensure that those able to pay do not avoid their responsibility whilst identifying those who cant pay or are vulnerable and in need of assistance.

Impact: Our business case supports an approach which we believe can increase collection rates for all councils across the country as well as reduce the amount of unpaid Council Tax outstanding from previous years. The increase in collection will help increase resources available to Councils and limit reductions in key service areas, where it matters most.

Signed by: Andrew Cox on 6 November, 2018

Project commitments:

Commitment 1:

Title: Exploiting LPWAN technologies to deliver transformation in local authorities

Partners: Digital Catapult, Giosprite, IoT Solutions

Mission: To identify opportunities and develop solutions to use IoT technologies to transform the way local authorities operate away from a culture of checking to see if something needs to be done to a new culture of doing things that need to be done and thereby actually doing more of what is needed and it costing less. Initial projects are concerned with developing solutions for parking, footfall monitoring and litter bins.

Impact: Local authority - reduce costs of operations
Residents:
Parking - new datasets regarding availability of on-street parking spaces; more efficient enforcement regime reducing the numbers of illegally parked vehicles; new data sets about availability of taxis in ranks
Litter bins - reduced detritus due to reducing the numbers of overflowing bins

Signed by: Trevor Scott on 8 November, 2018

Project commitments:

Commitment 1:

Title: Alternative ways of providing customer access to Council services

Partners: Open to working with organisations with the same objectives.

Mission: To produce a service via voice-activated technology (i.e. Alexa) available to customers, this is to be decided, however, is likely to be regarding waste, for example "When is my next bin day".
To pilot the use of automated chatbots for dealing with customer enquiries over the phone. Our current plan is to use this initially for our internal ICT helpdesk.

Impact: To find ways of encouraging digital behaviour using customer-friendly means.

Signed by: Philip Hales on 7 October, 2018

Project commitments:

Commitment 1:

Title: We're seeking to solve prevalent Public Sector issues concerning data collection, dissemination and collaboration that are often attributed to proprietary "system-centric" approaches (vendor lock-in, inflated-costs, complex integrations, prohibitive licenses, barriers to change etc.)

Partners: Our open source approach welcomes input from any organisation, no matter the sector or department (we've had high-profile contributions from a multi-national and Central Government Departments). Potential users of the platform include other Fire Services, wider Emergency Services, Schools, Local Businesses, Local Authorities & Health.

Mission: To develop a modular, open source software platform, built using modern software engineering practices and open standards, that will allow non-traditional developers to create, maintain and share their own data-collection forms and workflows.

Impact: Any end-user can manage their workloads from a single, modern app. This creates an excellent user experience and improves organisational efficiency. Subject matter experts can tune and refine their own processes and data-content to drive continual improvement. Digital overheads are reduced due to a holistic approach to system design, container-based deployment and centralised user-management. Organisations can contribute, shape and improve their core software as they see fit, or use modern API techniques to proxy legacy systems. This approach also helps drive central initiatives such as shared software developments, inter-operability and best practice.

Signed by: NIcola Bulbeck on 18 October, 2018

Project commitments:

Commitment 1:

Title: First Assist - an App for expectant and new parents across West Sussex

Partners: District and Borough Councils, Western Sussex Hospitals NHS Foundation Trust and Sussex Community NHS Foundation Trust

Mission: To improve access to information and support for expectant and new parents – providing online advice and guidance through pregnancy, birth and beyond.

Impact: A Best Start in Life is one of the Council's core strategic objectives and a priority commitment to our community. Working to increase the ease of obtaining quality advice and guidance for new and expectant parents - along with opportunities to connect with others to build resilience, the First Assist App will support early development and learning for our youngest residents. The App will be developed and rolled out across the county.

Signed by: Lesley O'Halloran on 28 August, 2018

Project commitments:

Commitment 1:

Title: Increase digital engagement and skills for all our residents, to have everyone who possibly can be digital included.

Partners: Agilisys Digital & Taskforce Partners

Mission: Encouraging people to develop digitally, enhancing creativity by making technology available. Encourage digital engagement and enhancing skills by offering courses at a higher level for our residents.
Roll out the Duke of York iDea Silver Award across the community to adults, children and our workforce. We will aim to complete this by:
o Offering digital courses, such as get online and coding sessions by working in collaboration with our taskforce partners and volunteers
o Offering residents access to computers within our Libraries and Life Centres so that they can interact digitally with us, and enhance their skills. Updating our digital access points within our Libraries and Life Centres.
o Promoting the Duke of York iDea Silver Award by blending this with current/future digital sessions and events to show how this can support our residents and help with digitally enhancing their skills. Linking in with schools, colleges, residents and staff.
o Having a presence at local community days, college days, youth events to promote iDea
o Have our Digital Taskforce partners completing the Silver Award to enhance their digital skills and then for them to encourage residents to sign up/signpost iDea awards.

Our Digital Taskforce who is a collective of individuals from the private, public and voluntary/community sectors, who live and/or work in Wigan Borough and are committed to working with people, groups, businesses and organisations across the borough to support the development of the area through ‘digital’.

Impact: Aim to have everyone who possibly can be digitally included by 2020 to enhance their digital skills and building self-reliance. This will:
o Support vulnerable groups / older people to get online to reduce social isolation
o Build confidence and improve residents digital skills to help with job opportunities, and interacting with us digitally
o Encourage more people to get online by offering free PC access across Libraries and Life Centres using better equipment
o Broaden the understanding of digital and to gain both basic and advanced digital skills
o Building on existing digital skills to a more advanced level to upskill our residents.

Commitment 2:

Title: Develop an Integrated Care Organisation

Partners: Wigan CCG & WWL

Mission: Developing the Healthier Wigan Partnership and specifically focusing on how we can integrate community health and care services in a way that will enable individuals to look after their own wellbeing, was developed as part of an agreement between Wigan Council and our NHS Partners across the borough. This agreement is called the Deal for Health and Wellness, and it’s a plan to ensure that the whole health and care system in the borough can be financially sustainable and support good outcomes for people.

Impact: Our aim is to Initial scoping needs to be completed as part of the developing Healthy Wigan Partnership (HWP) which will help to form the clarity on work needed to integrate workflows and information flows between Health & Social Care, (Primary, Acute, Community and other care settings) as well as integrate staff and IT estates into a single operational form, with an outcome which provides a prioritised solution & delivery model. Which will provide:
• Improved information sharing & Streamlined information flows
• Aligned back office systems
• Rationalisation of systems and processes and teams in line with IT Reform and Transformation.
• Further rollout of existing system access to wider partners
• Agile working & co-locating
• Digital online citizen/patient records
• Better connected communities

Commitment 3:

Title: Develop an Integrated Care Organisation

Partners: Wigan CCG & WWL

Mission: Develop a Mini Town to within an area of the borough, to demonstrate the impact of sensor tech and evaluate if this technology can provide wider offering to the council.

Impact: To test a number of solutions which would help in realising efficiencies across the services which allow the authority to work smarter by reducing unnecessary travel, removing non essential ‘jobs’ from day-to-day work, focussing on what is needed.

o Winter Sensors for Gritting Trucks
o Pothole Sensors
o Waste Management
o Cemetery Management
o Drainage

This discovery piece would:

o Carry out data/technical analysis to identify a suitable geographical area
o Define key processes/workflows
o Define cost/benefits
o Develop sensor technology options & use cases for Alpha pilot

Commitment 4:

Title: Single view of a child's record

Partners: Schools, Police, GP

Mission: We want to on-board wider partners as part of multi agency working, including primary and secondary schools to directly access and input Early Help Referrals directly into the system. We want to provide a single system view for Children’s records to key agencies which will help to inform them to provide safer, more informed services wrapped around the need of a child.

We would like to deliver a supported and structured training path to over 200 schools and wider partners on the system.

Impact: The model will concentrate on provision of introduction skills, specific initial training on the system and process with the schools and follow-up on-site support days, providing skills workshops and user group management for the schools to embrace the benefits of the new system.

This project will deliver:
o Single view of a child’s record across multiple systems to external partners
o Secure, accurate, real time access to a child’s record
o Improved information sharing
o Support Ofsted Social Care
o User confidence & supported deployment
o Reduced admin time
o Less duplicated data entry

Signed by: Councillor Phil Davies on 13 November, 2018

Project commitments:

Commitment 1:

Title: Improving Access to Housing Options type services.Using Firmstep ‘low code’ software we will produce an eform for people wishing to access Housing Options type support. This will benefit customers who are homeless, or at risk of becoming homeless.

Partners: Durham Council

Mission: We will create a Firmstep based eform that any local authority using the Firmstep platform could use to support customers who are experiencing housing-related difficulties. We will identify what information needs to be gathered from the customers to allow Housing staff to respond quickly and effectively to address the need. Often customers accessing this service are vulnerable and will be experiencing very severe difficulties, so we will ensure the process is as simple and easy to follow as possible. We will ensure it provides the authority with an effective tool to resolve the issue quickly and efficiently.

Impact: We will integrate back office processes into the eform so councils can rationalise existing systems and save money and time on administering their housing process.
The project aims to improve the customer journey for those accessing housing services and reduce dissatisfaction and complaints that are often associated with slow and outmoded back office processes.
Over 150 council’s currently use Firmstep for engaging with their customers. Any of them could potentially use the solution to improve their housing service quickly, without incurring additional cost and in line with the Declaration principles.

Signed by: Sally Watkins on 29 November, 2018

Project commitments:

Commitment 1:

Title: Research, design and develop a digital pre-application advice service to reduce the volume of invalid planning applications.

Partners: Publica Group (Cotswold DC, Forest of Dean DC, West Oxfordshire DC), Cheltenham Borough Council, Gravesham Borough Council, Maidstone Borough Council, South Kesteven District Council

Mission: To develop a digital pre-application advice service, linked with a planning application service, which meets user needs. We’ll publish user research that explains the reasons why applications are invalid and identifies existing costs and opportunities through better, integrated and digital services. This research will also provide prototypes for a new digital service, which we’ll work with partners to develop in line with the Declaration principles.

Impact: The project aims to reduce the volume of invalid planning applications. This will reduce the cost per transaction through lessening the administration overheads of manual data entry and reconciliation. Applicants and agents would benefit from a more user friendly and responsive process that is provides faster, predictable decision making.

Signed by: David Blake on 3 December, 2018

Project commitments:

Commitment 1:

Title: Linking Registration Services to other Government Services though new data sharing opportunities presented by the Digital Economy Act 2017 & the Registration Services Act 1953

Partners: Social FinanceWorcestershire County Council Registration servicesRedditch Borough CouncilBromsgrove District CouncilMalvern Hills District CouncilWychavon District CouncilWorcester City CouncilWyre Forest District Council Worcestershire NHS via Clinical Commissioning Groups, Acute Trust and Health & Care TrustWest Mercia PoliceHereford & Worcester Fire & Rescue ServiceSuffolk County CouncilHull City Council

Mission: Worcestershire County Council (via WODA with partners) will explore the benefits of securely sharing Registration Services data to support other local government activities such as planning provision of local services, removing barriers by verification services, safeguarding children, fraud, and improving statistics for planning and policy decisions.
Discovery will test, with users, potential use cases for Registration Services data sharing and identify opportunities for sharing this data between public sector partners.
Accessing and sharing data could be achieved by creating common data models and standards, as well as API's to enable connection between agencies and associated services. This would enable the design of uniform data standards to create a structure that all local authorities can adopt and build upon.

Impact: This project would potentially provide significant cost savings and efficiency benefits nationally, proportionate to volumes of births, marriages and deaths in England.
Examples of this would be through needs led forecasting for health care and education, timely alerts to safeguard vulnerable children and/or adult with health & care needs and combating fraud such as housing tenancies and Blue Badge (Disability) to reclaim public funds.
The key success measure will be:
o Cost benefit analysis on sharing registration data for the benefit of other public services
Possible long term benefits:
Deliver a common standards approach to using registrations data to support the following roles and their associated activities:
o Market Research Officers and Local Planners: Plan provision of local services and improve statistics for planning and policy decisions
o Residents and Customer Service Agents: Remove barriers by automating verification services
o Social Workers: Safeguard children and adults
o Fraud Investigators: Prevent Fraud

Commitment 2:

Title: Digitalisation of the Duty of Care application system for trade waste customers.To improve the efficiency of the application process for the trade waste customer and the processing of that application for the Waste and Recycling service.

Partners: Malvern Hills District Council, Wychavon District Council

Mission: Within a year of signing the Digital Declaration we expect to have provided an online service for trade waste customers to complete their Duty of Care application. The customer will receive an instant response to their application providing their certificate in accordance with the Environmental Protection Act 1990. The customer will receive renewal reminders prior to the expiry of their current certificate and receive a unique link to renew. This will be prepopulated with the information provided previously to ease the renewal process. The customer will be able to check, make any changes and submit, again immediately receiving their certificate by email.
The Waste and Recycling service will have access to a back office which will record the Duty of Care applications. They will have the ability to edit some details where it might be required and issue certificates. The service will also receive notification when a certificate has expired so that they know to cease the trade waste collection service.

Impact: The service on a whole will see cost savings in printing, postage and time spent processing applications.
The Waste and Recycling Officer will benefit widely from this development. They will shift the majority of paper applications to online reducing the time spent process applications and issuing certificates. Direct contact with the customer will become focused on resolving more complex issues and not to complete general administration tasks. The trade waste collection officers will not need to return to the office to check a customer has their certificate in place. Instead they will be able to view the required information digitally on a mobile device.
For the customer the application process will become much simpler. The online application will be smart and only require the customer to complete the fields relevant to them. The customer will be able to submit their application at any time during the year, reducing the expanse of tasks to complete for the end of the financial year. The certificate will be produced immediately so the customer does not need to wait for a copy to arrive in the post to file away safely. They will be able to access their digital certificate at any time.

Commitment 3:

Title: Digital transformation of officer working to enable more efficient shared services. To be achieved by:- Reduced Officer costs and time spent travelling between sites by encouraging digital communication methods i.e. conference calling- Encourage more mobile working for Officers integrating mobile applications with both customer front end and back office applications- Offer more flexible working for Officers for off site working/home working- GDPR, reducing the need to Officers to carry paper files- Encourage ‘easy’ digital collaboration between Officers to reduce meeting times

Partners: Malvern Hills District Council, Worcester City Council

Mission: Within a year of signing the Digital Declaration we hope to have introduced Officers to more flexible mobile ways of working. We will have assessed equipment and workspaces to reflect our needs. We hope that Officers will see our digital drive as their ‘normal’ day to day practice.

Impact: We hope to benefit our Officers and our Customers by leading our own Digital Revolution.
e.g. The Planning Officer will be able to check what site visits they need to do whilst sat eating their breakfast at home. They will be displayed on a map on their mobile device. The Planning Officer will go to their first site, they will look at the plans they need on their mobile device and complete a form which covers all aspects of their visit. The completed form will automatically update their planning application record. No need to take any paper folders with them or go back to the office. The public will immediately see that the officer has been out to the site on our website. And if the member of the public is following that planning application they will be notified that there is an update to view. Before the Planning Officer attends their next site visit an emergency meeting is called. It doesn’t matter that the Planning Officer is 40 miles away because they can video call with the rest of their team to attend from their car. The meeting concludes and the Planning Officer continues to their next visit.

Signed by: Paul Robinson on 22 November, 2018

Project commitments:

Commitment 1:

Title: Linking Registration Services to other Government Services though new data sharing opportunities presented by the Digital Economy Act 2017 & the Registration Services Act 1953

Partners: Worcestershire County Council Registration servicesRedditch Borough CouncilBromsgrove District CouncilMalvern Hills District CouncilWychavon District CouncilWorcester City CouncilWyre Forest District Council Worcestershire NHS via Clinical Commissioning Groups, Acute Trust and Health & Care TrustWest Mercia PoliceHereford & Worcester Fire & Rescue ServiceSuffolk County CouncilHull City Council Social Finance

Mission: Worcestershire County Council (via WODA with partners) will explore the benefits of securely sharing Registration Services data to support other local government activities such as planning provision of local services, removing barriers by verification services, safeguarding children, fraud, and improving statistics for planning and policy decisions.
Discovery will test, with users, potential use cases for Registration Services data sharing and identify opportunities for sharing this data between public sector partners.
Accessing and sharing data could be achieved by creating common data models and standards, as well as API's to enable connection between agencies and associated services. This would enable the design of uniform data standards to create a structure that all local authorities can adopt and build upon.

Impact: This project would potentially provide significant cost savings and efficiency benefits nationally, proportionate to volumes of births, marriages and deaths in England.
Examples of this would be through needs led forecasting for health care and education, timely alerts to safeguard vulnerable children and/or adult with health & care needs and combating fraud such as housing tenancies and Blue Badge (Disability) to reclaim public funds.
The key success measure will be:
• Cost benefit analysis on sharing registration data for the benefit of other public services
Possible long term benefits:
Deliver a common standards approach to using registrations data to support the following roles and their associated activities:
• Market Research Officers and Local Planners: Plan provision of local services and improve statistics for planning and policy decisions
• Residents and Customer Service Agents: Remove barriers by automating verification services
• Social Workers: Safeguard children and adults
• Fraud Investigators: Prevent Fraud

Signed by: Jack Hegarty on 4 December, 2018

Project commitments:

Commitment 1:

Title: Linking Registration Services to other Government Services though new data sharing opportunities presented by the Digital Economy Act 2017 & the Registration Services Act 1953

Partners: Social FinanceWorcestershire County Council Registration servicesRedditch Borough CouncilBromsgrove District CouncilMalvern Hills District CouncilWychavon District CouncilWorcester City CouncilWyre Forest District Council Worcestershire NHS via Clinical Commissioning Groups, Acute Trust and Health & Care TrustWest Mercia PoliceHereford & Worcester Fire & Rescue ServiceSuffolk County CouncilHull City Council

Mission: Worcestershire County Council (via WODA with partners) will explore the benefits of securely sharing Registration Services data to support other local government activities such as planning provision of local services, removing barriers by verification services, safeguarding children, fraud, and improving statistics for planning and policy decisions.
Discovery will test, with users, potential use cases for Registration Services data sharing and identify opportunities for sharing this data between public sector partners.
Accessing and sharing data could be achieved by creating common data models and standards, as well as API's to enable connection between agencies and associated services. This would enable the design of uniform data standards to create a structure that all local authorities can adopt and build upon.

Impact: This project would potentially provide significant cost savings and efficiency benefits nationally, proportionate to volumes of births, marriages and deaths in England.
Examples of this would be through needs led forecasting for health care and education, timely alerts to safeguard vulnerable children and/or adult with health & care needs and combating fraud such as housing tenancies and Blue Badge (Disability) to reclaim public funds.
The key success measure will be:
o Cost benefit analysis on sharing registration data for the benefit of other public services
Possible long term benefits:
Deliver a common standards approach to using registrations data to support the following roles and their associated activities:
o Market Research Officers and Local Planners: Plan provision of local services and improve statistics for planning and policy decisions
o Residents and Customer Service Agents: Remove barriers by automating verification services
o Social Workers: Safeguard children and adults
o Fraud Investigators: Prevent Fraud

Commitment 2:

Title: Digital transformation of officer working to enable more efficient shared services. To be achieved by:- Reduced Officer costs and time spent travelling between sites by encouraging digital communication methods i.e. conference calling- Encourage more mobile working for Officers integrating mobile applications with both customer front end and back office applications- Offer more flexible working for Officers for off site working/home working- GDPR, reducing the need to Officers to carry paper files- Encourage ‘easy’ digital collaboration between Officers to reduce meeting times

Partners: Malvern Hills District Council, Worcester City Council

Mission: Within a year of signing the Digital Declaration we hope to have introduced Officers to more flexible mobile ways of working. We will have assessed equipment and workspaces to reflect our needs. We hope that Officers will see our digital drive as their ‘normal’ day to day practice.

Impact: We hope to benefit our Officers and our Customers by leading our own Digital Revolution.
e.g. The Planning Officer will be able to check what site visits they need to do whilst sat eating their breakfast at home. They will be displayed on a map on their mobile device. The Planning Officer will go to their first site, they will look at the plans they need on their mobile device and complete a form which covers all aspects of their visit. The completed form will automatically update their planning application record. No need to take any paper folders with them or go back to the office. The public will immediately see that the officer has been out to the site on our website. And if the member of the public is following that planning application they will be notified that there is an update to view. Before the Planning Officer attends their next site visit an emergency meeting is called. It doesn’t matter that the Planning Officer is 40 miles away because they can video call with the rest of their team to attend from their car. The meeting concludes and the Planning Officer continues to their next visit.

Signed by: Ian Miller on 3 December, 2018

Project commitments:

Commitment 1:

Title: Worcestershire County Council Registration Services Data

Partners: Worcestershire County Council Registration servicesRedditch Borough CouncilBromsgrove District CouncilMalvern Hills District CouncilWychavon District CouncilWorcester City CouncilWyre Forest DCWorcestershire NHS via Clinical Commissioning Groups, Acute Trust and Health & Care TrustWest Mercia PoliceHereford & Worcester Fire & Rescue ServiceSuffolk County CouncilHull City Council Social Finance

Mission: Worcestershire County Council (via WODA with partners) will explore the benefits of securely sharing Registration Services data to support other local government activities such as planning provision of local services, removing barriers by verification services, safeguarding children, fraud, and improving statistics for planning and policy decisions.
Discovery will test, with users, potential use cases for Registration Services data sharing and identify opportunities for sharing this data between public sector partners.
Accessing and sharing data could be achieved by creating common data models and standards, as well as API's to enable connection between agencies and associated services. This would enable the design of uniform data standards to create a structure that all local authorities can adopt and build upon.

Impact: This project would potentially provide significant cost savings and efficiency benefits nationally, proportionate to volumes of births, marriages and deaths in England.
Examples of this would be through needs led forecasting for health care and education, timely alerts to safeguard vulnerable children and/or adult with health & care needs and combating fraud such as housing tenancies and Blue Badge (Disability) to reclaim public funds.
The key success measure will be:
o Cost benefit analysis on sharing registration data for the benefit of other public services
Possible long term benefits:
Deliver a common standards approach to using registrations data to support the following roles and their associated activities:
o Market Research Officers and Local Planners: Plan provision of local services and improve statistics for planning and policy decisions
o Residents and Customer Service Agents: Remove barriers by automating verification services
o Social Workers: Safeguard children and adults
o Fraud Investigators: Prevent Fraud

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