capita - the art of the possible

What those in charge of IT in local

government are really thinking

The art of the possible

A review of the Capita stand at Socitm 2012

With the public sector only half way through the current round of funding cuts at best and many suggesting that austerity will need to extend well beyond the expected time frames, it would be understandable if the spirit of IT professionals at the Society of IT Managers Annual Conference (Socitm) in November 2012 was flagging.

However, the IT leaders present at the event revealed their unwavering ability to not only adapt to change but to embrace it. And they shared their ideas in an unusual discussion, carried out almost entirely in drawings.

For the first time, IT professionals throughout Socitm 2012 had an opportunity to voice their concerns and put forward ideas for potential solutions. Artists then got to work turning the plethora of comments and conversations into images and painting these on to a huge blank canvas.

The results of the exercise show clearly that IT managers in local government are indeed finding it stressful coping with the constant change that has been thrust upon them. Despite the pressures, it was nonetheless very clear that the IT profession is in no mood to shirk from the situation they face. They firmly believe that IT is a significant part of the solution to maintaining service levels in local government with reduced budgets and they are determined to grab the bull by the horns in delivering what is required of them.

From the conversations we had and the sketches left on Capita’s wall, we could see that the major concerns of IT managers in local government could be split into four categories:

1 . The difficulty in applying the right blend of technologies

2. Issues around data sharing

3. Gaps in the sharing of best practice between authorities

4. Minimizing risk, while remaining innovative

What are the big worries?

With the public sector only half way through the current round of funding cuts at best and many suggesting that austerity will need to extend well beyond the expected time frames, it would be understandable if the spirit of IT professionals at the Society of IT Managers Annual Conference (Socitm) in November 2012 was flagging.

However, the IT leaders present at the event revealed their unwavering ability to not only adapt to change but to embrace it. And they shared their ideas in an unusual discussion, carried out almost entirely in drawings.

For the first time, IT professionals throughout Socitm 2012 had an opportunity to voice their concerns and put forward ideas for potential solutions. Artists then got to work turning the plethora of comments and conversations into images and painting these on to a huge blank canvas.

The results of the exercise show clearly that IT managers in local government are indeed finding it stressful coping with the constant change that has been thrust upon them. Despite the pressures, it was nonetheless very clear that the IT profession is in no mood to shirk from the situation they face. They firmly believe that IT is a significant part of the solution to maintaining service levels in local government with reduced budgets and they are determined to grab the bull by the horns in delivering what is required of them.

From the conversations we had and the sketches left on Capita’s wall, we could see that the major concerns of IT managers in local government could be split into four categories:

1 . The difficulty in applying the right blend of technologies

2. Issues around data sharing

3. Gaps in the sharing of best practice between authorities

4. Minimizing risk, while remaining innovative

What are the big worries?

There is a wide array of options when it comes to choosing technology. Heads of IT are feeling the pressure to identify the exact blend of technology which will provide the best outcomes for their business.

The cloud is a good example of this. Some delegates espoused the advantages that cloud technology offers in terms of flexibility; others were concerned about the security of data, the loss of physical control of hardware and how the cloud would operate alongside their existing infrastructure.

In addition, decisions need to be made over whether it is preferable to provide in-house technology solutions and services or whether to outsource. Delegates see benefits in both scenarios and the difficulty is in balancing the needs of the citizen and the needs of the business to make the best choices.

One thing was clear, and that is that more will be demanded from the technology and from the IT department against a tighter-than-ever budget, making all investment an increasingly risky business.

1. The right blend of technology 2. Data share or data scare

IT managers are convinced that increased data sharing will happen and that for them it is an overwhelmingly positive development. However, that doesn’t mean that it will be easy to achieve.

Delegates told us that they are struggling with the complexities associated with data sharing across agencies and departments. They fear security leaks and the risk of contravening the Data Protection Act – but they are also fearful of failing citizens, particularly the vulnerable, who have the most to benefit from agencies being able to provide a joined-up response to their needs.

There is a wide array of options when it comes to choosing technology. Heads of IT are feeling the pressure to identify the exact blend of technology which will provide the best outcomes for their business.

The cloud is a good example of this. Some delegates espoused the advantages that cloud technology offers in terms of flexibility; others were concerned about the security of data, the loss of physical control of hardware and how the cloud would operate alongside their existing infrastructure.

In addition, decisions need to be made over whether it is preferable to provide in-house technology solutions and services or whether to outsource. Delegates see benefits in both scenarios and the difficulty is in balancing the needs of the citizen and the needs of the business to make the best choices.

One thing was clear, and that is that more will be demanded from the technology and from the IT department against a tighter-than-ever budget, making all investment an increasingly risky business.

1. The right blend of technology 2. Data share or data scare

IT managers are convinced that increased data sharing will happen and that for them it is an overwhelmingly positive development. However, that doesn’t mean that it will be easy to achieve.

Delegates told us that they are struggling with the complexities associated with data sharing across agencies and departments. They fear security leaks and the risk of contravening the Data Protection Act – but they are also fearful of failing citizens, particularly the vulnerable, who have the most to benefit from agencies being able to provide a joined-up response to their needs.

The anxiety around failure is very high on IT professionals’ minds as they move into 2013. There is a view that they can barely afford to do the right thing, let alone risk doing the wrong thing. Delegates told us that they were worried there was a lack of communication among councils in similar situations. This has meant that there is needless repetition of costly mistakes, while the best ideas are not being shared for the greater benefit of all.

3. If only we had known... 4. Can we innovate?

Innovation was a hot topic at Socitm as this was seen as vital to ensuring government can successfully adapt to the new economic landscape. But it was acknowledged that local government is a hard ship to turn.

Innovation can be further hampered by endless procedures surrounding procurement and the huge numbers of services offered by councils.

Delegates told us that they are caught on the horns of a dilemma; innovation is the key to turning this ship around but with innovation comes investment and this is hugely risky at a time when budgets are so tight. IT managers felt that when it comes to being innovative, they are damned if they do and damned if they don’t.

Visitors to the Capita stand also highlighted the need to work closer with CEO-level decision makers. They told us that since IT can inform and support many of the changes local government need to make at the moment, they need to ensure IT is represented at the top table when decisions are being made. Regular engagement at director level will be crucial to ensuring innovation can be embraced.

The anxiety around failure is very high on IT professionals’ minds as they move into 2013. There is a view that they can barely afford to do the right thing, let alone risk doing the wrong thing. Delegates told us that they were worried there was a lack of communication among councils in similar situations. This has meant that there is needless repetition of costly mistakes, while the best ideas are not being shared for the greater benefit of all.

3. If only we had known... 4. Can we innovate?

Innovation was a hot topic at Socitm as this was seen as vital to ensuring government can successfully adapt to the new economic landscape. But it was acknowledged that local government is a hard ship to turn.

Innovation can be further hampered by endless procedures surrounding procurement and the huge numbers of services offered by councils.

Delegates told us that they are caught on the horns of a dilemma; innovation is the key to turning this ship around but with innovation comes investment and this is hugely risky at a time when budgets are so tight. IT managers felt that when it comes to being innovative, they are damned if they do and damned if they don’t.

Visitors to the Capita stand also highlighted the need to work closer with CEO-level decision makers. They told us that since IT can inform and support many of the changes local government need to make at the moment, they need to ensure IT is represented at the top table when decisions are being made. Regular engagement at director level will be crucial to ensuring innovation can be embraced.

Turning the ship around How can it be done?

1. People “Use a carrot, not a club”

The IT community told us that people are as important as technology in bringing about change. Teamwork is essential, as is effective communication.

Seeking input from all levels, including citizens, partners and staff at the coalface, would ensure that people would be more motivated to achieve goals together. This would also allow for those with the best understanding of the processes to bring new and exciting ideas to the table that would be firmly rooted in improving processes for the citizen.

Given a blank canvas, IT professionals in local government were more focused on solutions than problems in November 2012. Here is a summary of what delegates to Socitm 2012 highlighted as the key areas that can ensure change will happen.

For all the concerns voiced by delegates during the Socitm conference, there was a distinctly positive outlook for the future. A surprisingly large number of IT managers saw the halfway point of an economic crisis as a time of great opportunity.

‘We cannot waste a good crisis,’ said one delegate, and it is true – they don’t last forever. People accept there needs to be change in a crisis and it is a time when change happens fast. Many at the conference saw this collective state of mind as a chance to redesign council services and their delivery to better suit the citizen.

Delegates saw it as an opportunity to ‘make history’, highlighting the opportunities that this unique set of circumstances could really offer.

Turning the ship around How can it be done?

1. People “Use a carrot, not a club”

The IT community told us that people are as important as technology in bringing about change. Teamwork is essential, as is effective communication.

Seeking input from all levels, including citizens, partners and staff at the coalface, would ensure that people would be more motivated to achieve goals together. This would also allow for those with the best understanding of the processes to bring new and exciting ideas to the table that would be firmly rooted in improving processes for the citizen.

Given a blank canvas, IT professionals in local government were more focused on solutions than problems in November 2012. Here is a summary of what delegates to Socitm 2012 highlighted as the key areas that can ensure change will happen.

For all the concerns voiced by delegates during the Socitm conference, there was a distinctly positive outlook for the future. A surprisingly large number of IT managers saw the halfway point of an economic crisis as a time of great opportunity.

‘We cannot waste a good crisis,’ said one delegate, and it is true – they don’t last forever. People accept there needs to be change in a crisis and it is a time when change happens fast. Many at the conference saw this collective state of mind as a chance to redesign council services and their delivery to better suit the citizen.

Delegates saw it as an opportunity to ‘make history’, highlighting the opportunities that this unique set of circumstances could really offer.

The confidence of visitors to the wall was unbreakable in one area; they were in no doubt that IT was the answer to navigating the local government ship through these murky economic waters. But they felt IT can only achieve greater efficiencies if council services themselves are fundamentally redesigned to be more effective.

This means that solutions should not be focused around the technology but have the citizen at the centre.

They feel this is the perfect opportunity to stop doing things just because it is the way they have always been done and to look at what the customer really wants so you can work backwards from there. This approach will help reduce the risks associated with being innovative.

In addition, there were suggestions that councils could use more young people to help inform them about the technology that they are using, especially around social media. After all, the younger generation are the customers of the future and will help ensure the longevity of new services implemented.

2. Technology 3. Integration

Delegates told us that integration with others is the key to their success. This is not just about sharing services, although this can be an effective way of reducing costs. It can also be about sharing parts of a service or processes.

It could mean that all of a council’s payments are managed via the same payment portal, for example, so there are not separate systems for council tax, rent or parking fines.

Wherever the costs of change can be shared there are benefits that can be realised and risks divided.

Integration also provides the perfect opportunity to improve on the services provided rather than just bringing them together for cost saving motives.

The confidence of visitors to the wall was unbreakable in one area; they were in no doubt that IT was the answer to navigating the local government ship through these murky economic waters. But they felt IT can only achieve greater efficiencies if council services themselves are fundamentally redesigned to be more effective.

This means that solutions should not be focused around the technology but have the citizen at the centre.

They feel this is the perfect opportunity to stop doing things just because it is the way they have always been done and to look at what the customer really wants so you can work backwards from there. This approach will help reduce the risks associated with being innovative.

In addition, there were suggestions that councils could use more young people to help inform them about the technology that they are using, especially around social media. After all, the younger generation are the customers of the future and will help ensure the longevity of new services implemented.

2. Technology 3. Integration

Delegates told us that integration with others is the key to their success. This is not just about sharing services, although this can be an effective way of reducing costs. It can also be about sharing parts of a service or processes.

It could mean that all of a council’s payments are managed via the same payment portal, for example, so there are not separate systems for council tax, rent or parking fines.

Wherever the costs of change can be shared there are benefits that can be realised and risks divided.

Integration also provides the perfect opportunity to improve on the services provided rather than just bringing them together for cost saving motives.

IT managers are excited about sharing data to better serve the citizen; spotting trends through data sharing and analysis results in effective prevention rather than expensive reaction – identifying for instance, that an elderly person or a family may need closer support.

There is also a significant time saving that can be achieved in not having to rekey data that exists elsewhere within the council.

There was a call among delegates for data to be standardised into one format so that it could be shared more easily and safely without the need for significant IT investment.

Single sign on was also seen as an important part of this process to streamline access to data and ensure that only those with the right clearance can see certain types of data.

The need to talk more was a repeated refrain and would support the ability of councils to adapt to change quickly. Delegates called for greater sharing of good practice and more awareness of the pitfalls that can be avoided.

Visitors also welcomed the role of professional societies such as Socitm and acknowledged that large suppliers could also play a role, sharing the good practice from other authorities that they have worked with.

Innovation was seen as an essential part of change. The view was that local government needs to be less risk averse. One suggestion was to create a risk budget so that new ideas could be tried out on a small scale with greater impunity. The general feeling was to accept that not every innovation will be successful but the risk is worthwhile if the lessons can be learned.

A constantly changing environment requires more flexibility from everyone too. Visitors to the Capita’s wall called for greater adaptability in the way the authority deals with its citizens to respond to their needs more effectively. Flexibility was also desired in the way local government interacts with suppliers.

5. Communication

6. Innovation and flexibility

4. Big data made simple