Digital and Design

Council as a platformRethinking Adur & Worthing’s operating model

for the digital age

Digital and Design

Paul Dave

Director for Digital and Resources

@pdbrewer

Head of Digital and Design

@davebriggs

Digital and Design

The contextAdur and Worthing - whaaaaaat?

Our challenges:

• customer demand

• creaking IT

• clunky processes

• austerity

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Air cover

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Digital is a way of rethinking the operating model of an organisation to meet the current and future needs of its customers in the digital age.

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Or, if Uber (or some similarly ghastly bunch) were to run a service, how would they do it, and what could we learn from them (without becoming ghastly ourselves)?

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Our approach1. A digital operating model that reduces bureaucracy

in favour of the front line

2. Tackling back office systems as well as web front end, to enable the new operating model

3. Engaging service design to rethink processes

4. Investing in capabilities, not systems

5. Consuming as well as creating

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The digital operating modelDigital operating models reduce bureaucracy by directly linking those with needs with those with solutions via the network.

Music, news etc. Now Uber, Airbnb.

Also public service - Buurtzorg.

Truth is, we can make savings and keep front line.

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Back office ITTo deliver the operating model, we need more than a web agency style approach.

End to end system redesign to ensure IT is as lean as possible to free up resource and make savings.

Delivering seamless user experiences on one platform - no double keying or middleware.

Some of the existing stack remains to deliver specialist capabilities (accounting, payroll, revs and bens calcs)

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Service design

Along with IT efficiencies, services are redesigned from the bottom up to make best use of the technology and to drive out pointless effort.

Service design techniques are used that encourage a user focused, co-designed approach that meets actual need.

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CapabilitiesRather than investing in any single, siloed solution, we invest in generic capabilities that can be re-used as building block to develop solutions.

Capabilities are anything that is needed to deliver a product or service - the entire value chain.

IT is a convenient place to start, but not the end.

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Consume and create

The platform is a space where capabilities can be shared by the Council and any other organisation.

Therefore where appropriate the Council consumes other people’s capabilities as well as delivering our own.

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A fairly terrible example which nonetheless hopefully explains the sort of thing we mean.

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Niche

Solution

Infrastructure

Community management

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Solution

Niche Niche

Solution

Infrastructure

Community management

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Solution

Niche NicheNiche

Solution Solution

Infrastructure

Community management

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Niche NicheNiche

Generic capability

Infrastructure

Community management

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The essential foundation for all of this is a modern IT stack.

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Key features1. Low/no code

2. Buy or build configure

3. Plug in and out

4. Strong data architecture

5. Build services, not applications

6. Scales up - but more importantly, out

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Programme

Waste management

Housing

Planning

At the same time

HR

Performance

Risk

Bereavements

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Delivery in a brown fieldFuture

Present

ServiceTechnology

Street%community

HR

AWCS

FMS%rehosting

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Tech capabilities

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But does the business lead the tech or the other way around?

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Benefits realisation- inefficiency is hard-wired

- FTE savings must be delivered by the business

- wire in into service planning cycle

- simplify applications estate

- protect or repurpose to front line

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What we’re learningThis is really, really, really hard. Really hard.

Need for speed

How do we work with others? How does platform differ from shared service/partnerships/selling?

What are the conditions needed for successful digital transformation?

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Any questions?