Commitments

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Title: Outdated shop mobility solution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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: 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: Steven Halls on 1 January, 1970

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: 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: 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.

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