November 18, 2012
In September 2012 I wrote about the Local Government Data Service but since then we’ve seen the publication of the central government Government Digital Strategy, and yet again questions have been asked about why local government hasn’t one or doesn’t get a mention. My riposte is that local government was doing this before the GDS, and it was largely set out in the Socitm publication Planing the Flag. Meanwhile Socitm has published a briefing entitled “The new Government Digital Strategy: what should local public services take from it?”
Whilst the Socitm briefing is largely a promotion for its website take-up and channel benchmarking services, all that is required by any local authority is to actively gather feedback from its service users about the different channels on offer and to use this to improve them. If this makes possible a shift to channels that are truly cheaper to deliver by web or telephone all well and good. I am, of course, ignoring the ‘digital by default’ diktat within the central strategy. In national terms this means the sharing of best practice amongst local authorities and a lot of cooperation by suppliers in helping to improve delivery, not just raking in short-term profits. This is where open source and open data come in – if the commercial applications use apps that can be cross-fertilised with others and the data can be similarly exposed (securely) across applications the benefits to both councils and citizens will soon become general.
Whilst the Cabinet Office report admits that “most public services are provided by local organisations such as local councils and the NHS”, instead of ignoring local government and starving it of resources, central government needs to cooperate properly and assist in making these changes real. So whilst I congratulate the GDS on producing its strategy I will observe whether it gets the rest of central government to cooperate, and whether it actually cooperates with those areas where “most public services are provided”. I’d also appreciate it if there were fewer questions about why local government isn’t do the GDS thing, and a greater appreciation of the fact that it was there first, just with much less of a marketing team…
September 2, 2012
Policing is a public service that doesn’t often get viewed as a system or as a system of parts in the same way that health or government are. That was until Simon Guilfoyle, John Seddon and others looked at it. Simon is a serving officer with an interest in systems thinking and I had the pleasure of seeing a presentation by him earlier this year at a NET2 meeting. Following the meeting he kindly forwarded me a recent paper he’d had published entitled “On target? – Public Sector Performance Management: Recurrent Themes, Consequences and Questions“, Policing (2012).
As the paper’s title infers it puts policing performance management into the same context as the rest of the public sector with all the bad practices that are frequently pointed out there. In line with the theme of this blog there is the notion that public satisfaction rates are a potential indicator, although some refining may be required to gain understanding in context i.e. cold feedback won’t do on its own. The paper also warns of the likely effect of gaming when employing emotive targets, something that Simon went into some detail in during his presentation.
In this context John Seddon is just starting his “The Evidence Tour” and launching the second volume of “Delivering Public Services That Work”. The presentations are free and I recommend those involved in public services give him a listen and ask questions. With the introduction of elected police commissioners later this year the whole matter of police performance targets is likely to take on added weight as pre and post election gaming occurs.
August 22, 2012
In a recent article on IT Use for Australian Business it is revealed that the Department of Broadband, Communications and the Digital Economy (DBCDE) deputy secretary Abul Rizvi had identified a “worrying” drop in the use of online government services between 2009 and 2011 and the department were investigating the use of video to deal with Generation Y. The drop in usage is identified in a report from AGIMO that is linked to (PDF, 96 pp, 3.24 Mb) but in my view this is not a surprise since the same experience was reported from Canada some while ago, and is probably only the fallback from the initial surge in trying new technologies and finding the experience less than ideal
Rather than throwing money at new technologies to resolve the issues around service, the solution is to examine the process, online and offline, and find what the problems are from the citizens’ view, and then sort out that process – be that caused by legislation (overly complex) or waste.
June 28, 2012
Goss Interactive are now offering a Channel Shift Return On Investment Calculator, apparently developed in conjunction with Plymouth University. Whilst I admire Goss’ marketing efforts in these mean times, I would suggest that any such calculator is little more than a wet finger in the air to determine the wind direction. Of course one can insert numbers of face-to-face and telephone transactions into a spreadsheet, crank the handle and be presented with what ‘in theory’ would be saved in human resources if the same transactions were done online – assuming again that:
- All back office applications were interfaced with the web applications in a bi-directional manner? (This also assumes that the capital and revenue costs for the interfaces are built into the same spreadsheet?)
- The same spreadsheet will also have a calculation for lack of take-up by the digitally unentitled (those without or not wishing to access electronically), the ones that will still telephone in or visit to ask questions?
- There will be the staff costs of maintaining the web site, back office systems etc under ongoing government changes, new legislation or other factors that come out of the future?
- That peak trend of applications that the public are willing to undertake online, without human intervention? (estimated at 30% from Canadian experience)
However, one could deny the citizen any face-to-face or telephone access to make the savings, as was done in the private sector? But look what happens when the computer plays up – NatWest, RBS, UlsterBank all open up for extra hours…
Are all the costs of going digital truly in there?
May 27, 2012
Thanks to GovTech for pointing me to CivicPlus’s attempt to sell web services to government by telling them there are six stages to engagement. It’s actually a US company so the questionnaire involved is focused on the needs of US citizens but even so is quite amusing by its assumptions. I thought I’d complete it as a citizen (one of the choices), and after a few minutes had done it! If only life were that easy…
CivicPlus label the six stages – static, emerging, active, receptive, participatory and fully-engaged and I state again, if only matters we that simple…