how is digital transformation changing the delivery of ... · digital transformation is about...

How Is Digital Transformation

Changing The Delivery Of Local

Public Services?

How is digital transformation changing the delivery of local public services? 27/06/2017

1. How would you define digital transformation?

New computerisation

Developing the appropriate use of new media and digital options to facilitate access to and for the delivery of public and other communtiy based

services

Being able to deliver public service with a range of community partners, using technology so that people can confidently request services, provide

information to inform and tailor services, fulfil low level services withou human intervention and be the sleekest version of organisation you can be.

using ICT technology to change the way services are delivered.

Moving from face to face to more remote interface between public and service providers.

movement away from manual, paper or human interaction towards a wholly digital approach

Use digital technology to deliver services - go digital by default. Improve accessibility to our services (internal and external) and change reliance on

more expensive methods e.g . paper, face to face contact and by phone, reducing the cost and level of human intervention.

Precisely. It means so many different things to so many different people. Isn't automation a simple word for digital transformation?

Using the internet

Using IT to improve the delivery and efficiency of services

making services more efficient through adoption of new ways of working enabled by technology

Changing the way public services are accessed and delivered using modern technology, improved processes and customer focussed high performing

people.

A false perception that using technologies truly creates efficiencies (savings) and improves the way of doing things (systems/procedures) leading to

improved quality of life and swift delivery of much needed services. B******t!

Will become the norm

Putting services online and making people 'self-serve' thereby removing staff fro the service equation thus allegedly making services cheaper,

End to end digital service delivery that is available to improve choice of access channels for our customers.

the move from physical to virtual information flow, sharing and creating via cloud based services.

Need not to use paper but all need to have the tools to carry out this item.

Ongoing, longstanding process

Using technology to enhance serivce delivery

Better and faster services for the community including access

Generally improving the public's access to services and its efficient delivery.

However, care must be taken not to specify poorer solutions to existing one, just to save money.

A council obsession that has caused us to lose sight of delivering effective public services in favour of a digital revolution that allegedly is more

efficient.

Lose of placing our customer right at the heart of what we do.

ensuring where possible everyone uses online communication as a first action.


1. How would you define digital transformation? (continued)

Fast Broadband for everyone and the 'Internet if things'

Streamlining the systems and getting intelligence/efficiency from the data

Using the power of technology to fundamentally change how we do things, making services more efficient, accessible, and effective.

Enabling citizens to communicate with Councils electronically and to be satisfied that their electronic transaction has answered their question.

Results in lower transaction costs on both sides - measured as unit cost on Council side and reduced time on citizens side.

Transfer to using digital technology for business processes

Transforming manual and inefficient processes to digital modern and more accessible processes, in line with the modern world and the way it works

The ability to deliver high quality services through carefully designed web sites, smart payment platforms, integrated mapping, responsive request

services and human interaction when requested.

Digital transformation is about redesigning the way that we interact with citizens. Through the use of new and existing technologies, services can be

reshaped in the way they communicate with services users, staff and partners and the ways in which they are delivered. This is not just switching

from analogue solutions to digital ones, but using the opportunities available to change the way things are done, shifting control to service users,

reducing administration, making better use of data to inform service design and function and reducing cost at time of ever diminishing budgets.

A way of empowering staff and citizens to do they jobs they need to do quickly and securely online.

digital connected gauges and meters, on line info e.g. websites and items available on modern IT gear

Changing the way we operate to transform our processes to make digital the primary transactional resource for customers. Changing the way we

work digitally to ensure we provide services customers want delivered in the time and place they want them

Using technology and information to make the work of public sector staff more effective and productive; to improve the quality of services to

customers and users; and to drive behaviour change in the wider population.

Digital transformation is about developing digital solutions and tools to support the Council's work and services and, in turn, help to transform and

improve Council services. It is finding ways to use technology to make processes more efficient and effective and in reducing unnecessary spend but

improving upon the service given to residents.

Technology, processes and people are aligned to deliver the most efficient and effective service possible taking into account the technology which

the Council now has access to and the wider corporate needs and value of data collected and stored within the service e.g. data is for all. Further to

continuously review and improve the service offering in the context of how the service is delivered today and new and emerging technology.

Moving away from paper based / direct customer contact based methods of communications to faceless machine based. hopefully without taking

away totally the paper / direct customer contact based methods of communications.

Easily accessible website information backed up by people trained to support the digital process, not digital on its own except for simple functions

like tickets, booking

Enabling public officials to interact properly with businesses, not be hidden behind firewall, obstructions and barriers under guise of privacy or data

protection.

Better use of video interaction and a face to speak to.

Provide 24/7 access to services in digital formats that are so straightforward and convenient that all those who can use them will choose to do so,

while those who can’t are not excluded and

Ensure that customers receive face to face help if they need it, whether for complex needs or assistance at a place and time convenient to them

Promote take up of existing and new digital services

Reduce handling in the back offices through automation

Reduce avoidable contact and manage customer demand

Draw on expert skills and knowledge only when required, not by default, so that processing and delivery costs of meeting customer demand will be

substantially reduced.


1. How would you define digital transformation? (continued)

Digital transformation in a narrow sense would be trying to go as paperless as possible. In a broader sense I would say that it is the assessment of

processes and procedures to identify areas of improvement for time and cost saving for any user end to end. Then researching alternatives,

consulting changes, planning and implementing new ways of working through digital means.

Channel shift to more self service and availability of information on line.

A way of increasing inclusiveness in a homely setting either by providing basic wifi networks within sheltered housing/within care homes, going on to

providing health advice and monitoring long term conditions working with residents GPs.

Implementation of technology to automate simple customer processes to allow 24/7 access to services without the need for officer intervention.

Customers prefer to use electronic submissions because their query gets dealt with efficiently without the need to visit during work hours or

telephone and wait in a queue. The business benefits by being able to better manage workload through the inward flow of work being more

consistent, and less reactive to face to face and/or telephone immediate response requirements. Use of online assistants to virtually manage FAQs,

or mediate contacts however with the customer still primarily being the data imputter.

2. How high a priority do you feel digital transformation is for your organisation/service?

58.5%

24.5%

7.5% 9.4%

Top 3 Top 5 Top 10 Not a strategic priority

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Per

cen

t

Name Percent

Top 3 58.5%

Top 5 24.5%

Top 10 7.5%

Not a strategic priority 9.4%

N 53


3. Do you have a digital transformation strategy?

56.6%

30.2%

13.2%

Yes: documented overall strategy Yes : embedded in individual project

strategies

No

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Pe

rce

nt

Name Percent

Yes: documented overall strategy 56.6%

Yes : embedded in individual project strategies 30.2%

No 13.2%

N 53

4. To what extent is your digital transformation strategy focused on delivering the following (5=

completely, 1 = not at all)?

3.85

3.94

3.06

2.88

Cost Savings

Improving services within your organisation

Collaborating across organisations to deliver regional

transformation

Generating revenues to re-invest in other areas

5.004.003.002.001.00

Average


Question Average N

Cost Savings 3.85 52

Improving services within your organisation 3.94 51

Collaborating across organisations to deliver regional transformation 3.06 51

Generating revenues to re-invest in other areas 2.88 50

4.a. Cost Savings

3.8%

5.8%

26.9%

28.8%

34.6%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 3.8%

2 5.8%

3 26.9%

4 28.8%

5 34.6%

N 52


4.b. Improving services within your organisation

9.8%

5.9%

9.8%

29.4%

45.1%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 9.8%

2 5.9%

3 9.8%

4 29.4%

5 45.1%

N 51

4.c. Collaborating across organisations to deliver regional transformation

15.7%

21.6%

21.6%

23.5%

17.6%

1

2

3

4

5

100%80%60%40%20%0%

Percent


Name Percent

1 15.7%

2 21.6%

3 21.6%

4 23.5%

5 17.6%

N 51

4.d. Generating revenues to re-invest in other areas

20.0%

20.0%

28.0%

16.0%

16.0%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 20.0%

2 20.0%

3 28.0%

4 16.0%

5 16.0%

N 50

4.e. If other, please provide details:

rationalisation of services

transfering published content to digital formats

Don`t know anything about this. Sounds like more Management fashion mumbo jumbo.

Cost savings more explicitly to the NHS


5. If you answered “cost savings”, what % savings do you believe can be achieved (as % of overall budget

for that area)?

31.4%

23.5%

31.4%

13.7%

0% - 5% 5% - 10% 10% - 20% 20% +

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Per

cen

t

Name Percent

0% - 5% 31.4%

5% - 10% 23.5%

10% - 20% 31.4%

20% + 13.7%

N 51

6. In which areas do you believe digital transformation will have the biggest impact? (Select all that apply)

69.2%

50.0% 51.9%

25.0%

42.3% 40.4%46.2%

38.5%

61.5%

28.8%

48.1%

9.6%

Back office services

(finance, HR & ICT)

Health and social

care

Environmental Planning Revenues and

benefits

Regulatory services

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Pe

rce

nt


Name Percent

Back office services (finance, HR & ICT) 69.2%

Council tax 50.0%

Health and social care 51.9%

Education services 25.0%

Environmental 42.3%

Housing 40.4%

Planning 46.2%

Waste 38.5%

Revenues and benefits 61.5%

Libraries 28.8%

Regulatory services 48.1%

Other 9.6%

N 52

Some of the above have already been addressed so are not included for that reason

Fleet Management & Vehicle Maintenance

Reporting faults

7. How important are the following technologies in the delivery of your digital transformation strategy? (5

= critical, 1 = not important at all)

4.33

3.64

3.63

3.22

3.86

3.50

3.92

3.08

Mobile/remote working

Cloud-based infrastructure

Multi-channel contact centres

Internet of things (IoT)

Security & identity management

Big data

Data sharing

Automation/artificial intelligence (AI)

5.004.003.002.001.00

Average

Question Average N

Mobile/remote working 4.33 52

Cloud-based infrastructure 3.64 50

Multi-channel contact centres 3.63 51

Internet of things (IoT) 3.22 50

Security & identity management 3.86 51

Big data 3.50 50

Data sharing 3.92 49

Automation/artificial intelligence (AI) 3.08 51


7.a. Mobile/remote working

0.0%

5.8%

11.5%

26.9%

55.8%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 0.0%

2 5.8%

3 11.5%

4 26.9%

5 55.8%

N 52

7.b. Cloud-based infrastructure

6.0%

14.0%

22.0%

26.0%

32.0%

1

2

3

4

5

100%80%60%40%20%0%

Percent


Name Percent

1 6.0%

2 14.0%

3 22.0%

4 26.0%

5 32.0%

N 50

7.c. Multi-channel contact centres

3.9%

19.6%

17.6%

27.5%

31.4%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 3.9%

2 19.6%

3 17.6%

4 27.5%

5 31.4%

N 51


7.d. Internet of things (IoT)

4.0%

26.0%

32.0%

20.0%

18.0%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 4.0%

2 26.0%

3 32.0%

4 20.0%

5 18.0%

N 50

7.e. Security & identity management

5.9%

9.8%

15.7%

29.4%

39.2%

1

2

3

4

5

100%80%60%40%20%0%

Percent


Name Percent

1 5.9%

2 9.8%

3 15.7%

4 29.4%

5 39.2%

N 51

7.f. Big data

12.0%

10.0%

24.0%

24.0%

30.0%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 12.0%

2 10.0%

3 24.0%

4 24.0%

5 30.0%

N 50


7.g. Data sharing

2.0%

10.2%

20.4%

28.6%

38.8%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 2.0%

2 10.2%

3 20.4%

4 28.6%

5 38.8%

N 49

7.h. Automation/artificial intelligence (AI)

19.6%

17.6%

17.6%

25.5%

19.6%

1

2

3

4

5

100%80%60%40%20%0%

Percent


Name Percent

1 19.6%

2 17.6%

3 17.6%

4 25.5%

5 19.6%

N 51

7.i. If other, please provide details:

Performance Management - Reporting (5)


8. To what extent have these technologies already been adopted by your organisation? (5 = fully deployed, 1

= not yet started)

3.80

2.86

3.04

2.38

3.31

2.63

3.12

2.00

Mobile/remote working

Cloud-based infrastructure

Multi-channel contact centres

Internet of things (IoT)

Security & identity management

Big data

Data sharing

Automation/artificial intelligence (AI)

5.004.003.002.001.00

Average

Question Average N

Mobile/remote working 3.80 51

Cloud-based infrastructure 2.86 50

Multi-channel contact centres 3.04 51

Internet of things (IoT) 2.38 50

Security & identity management 3.31 51

Big data 2.63 51

Data sharing 3.12 50

Automation/artificial intelligence (AI) 2.00 50


8.a. Mobile/remote working

3.9%

7.8%

21.6%

37.3%

29.4%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 3.9%

2 7.8%

3 21.6%

4 37.3%

5 29.4%

N 51

8.b. Cloud-based infrastructure

18.0%

26.0%

20.0%

24.0%

12.0%

1

2

3

4

5

100%80%60%40%20%0%

Percent


Name Percent

1 18.0%

2 26.0%

3 20.0%

4 24.0%

5 12.0%

N 50

8.c. Multi-channel contact centres

19.6%

17.6%

15.7%

33.3%

13.7%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 19.6%

2 17.6%

3 15.7%

4 33.3%

5 13.7%

N 51


8.d. Internet of things (IoT)

26.0%

26.0%

34.0%

12.0%

2.0%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 26.0%

2 26.0%

3 34.0%

4 12.0%

5 2.0%

N 50

8.e. Security & identity management

9.8%

21.6%

15.7%

33.3%

19.6%

1

2

3

4

5

100%80%60%40%20%0%

Percent


Name Percent

1 9.8%

2 21.6%

3 15.7%

4 33.3%

5 19.6%

N 51

8.f. Big data

19.6%

21.6%

41.2%

11.8%

5.9%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 19.6%

2 21.6%

3 41.2%

4 11.8%

5 5.9%

N 51


8.g. Data sharing

6.0%

24.0%

30.0%

32.0%

8.0%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 6.0%

2 24.0%

3 30.0%

4 32.0%

5 8.0%

N 50

8.h. Automation/artificial intelligence (AI)

40.0%

34.0%

12.0%

14.0%

0.0%

1

2

3

4

5

100%80%60%40%20%0%

Percent


Name Percent

1 40.0%

2 34.0%

3 12.0%

4 14.0%

5 0.0%

N 50

8.i. If other, please provide details


9. What are the main barriers to achieving your digital transformation goals (5= major barrier, 1 = not a

barrier at all)?

3.42

3.60

3.62

3.38

Cultural resistance

Lack of in-house skills

Lack of money to invest in digital transformation

projects

Concerns about security and data protection

5.004.003.002.001.00

Average

Question Average N

Cultural resistance 3.42 52

Lack of in-house skills 3.60 52

Lack of money to invest in digital transformation projects 3.62 52

Concerns about security and data protection 3.38 50


9.a. Cultural resistance

9.6%

7.7%

32.7%

30.8%

19.2%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 9.6%

2 7.7%

3 32.7%

4 30.8%

5 19.2%

N 52

9.b. Lack of in-house skills

5.8%

15.4%

19.2%

32.7%

26.9%

1

2

3

4

5

100%80%60%40%20%0%

Percent


Name Percent

1 5.8%

2 15.4%

3 19.2%

4 32.7%

5 26.9%

N 52

9.c. Lack of money to invest in digital transformation projects

5.8%

15.4%

26.9%

15.4%

36.5%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 5.8%

2 15.4%

3 26.9%

4 15.4%

5 36.5%

N 52


9.d. Concerns about security and data protection

4.0%

20.0%

30.0%

26.0%

20.0%

1

2

3

4

5

100%80%60%40%20%0%

Percent

Name Percent

1 4.0%

2 20.0%

3 30.0%

4 26.0%

5 20.0%

N 50

9.e. If other, please provide details:

Lack of information strategies -classification/ retention/ historical data

Lack of clarity as to what DT means. We could do with a generic understanding. Explained as if one was speaking to a 5 year old.

scepticism amongst councillors

Sounds like more Management fashion mumbo jumbo. Good opportunity for I.T. monkeys to make a packet.


10. Who is driving the digital transformation within your organisation? (tick all that apply)

55.8%

21.2%

44.2%

55.8%

11.5%

-Chief Executive -Chief Digital Offi cer -CIO and IT Department -Users/functional

managers

Other

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Pe

rce

nt

Name Percent

- Chief Executive 55.8%

- Chief Digital Officer 21.2%

- CIO and IT Department 44.2%

- Users/functional managers 55.8%

Other 11.5%

N 52

Back Office Staff/Officers

IT/HR/Customer Services

Finance

head of Customer Services

Director Children's Services; Assistant Chief Executive


11. What impact do you think that Brexit and/or the new government will have on your digital

transformation plans? (5 = significant positive, 3 = no impact, 1 = significant negative)

9.6% 7.7%

65.4%

9.6% 7.7%

1 2 3 4 5

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Per

cen

t

Name Percent

1 9.6%

2 7.7%

3 65.4%

4 9.6%

5 7.7%

N 52

11.a. If other, please provide details:

Second Scottish Independence referendum

The Brexit decision and status, does not appear to be doing us/the country any benefit at present. If anything, it appears to be doing a lot of harm

(increased costs, loss of faith and confidence, reducing opportunities, travel and trading constraints due to a weakening pound - lots of miss-trust

between the public and political arena).

It has certainly restrained my life opportunities. Feels like we are going back to the troubled times in seventees and early eightees - Society

decimation, particularly in the once industrial and production regions - Ouch!

BRING ON BREXIT.

STOP PAYING BILLIONS INTO THE EU GRAVY TRAIN.


12. What type of organisation are you from?

9.6%15.4% 17.3%

32.7%

3.8% 1.9%7.7%

11.5%

Metropolitan County Unitary District London

Borough

Wales Scotland Other

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Pe

rce

nt

Name Percent

Metropolitan 9.6%

County 15.4%

Unitary 17.3%

District 32.7%

London Borough 3.8%

Wales 1.9%

Scotland 7.7%

Other 11.5%

N 52

Town Council

Housing Organisation

contractor

Private/ working for LG

NDPB


13. Which most closely matches your job function?

5.7%9.4% 9.4%

30.2%

45.3%

Chief Executive Chief Offi cer Director/assistant

director

Head of service Other manager

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Pe

rce

nt

Name Percent

Chief Executive 5.7%

Chief Officer 9.4%

Director/assistant director 9.4%

Head of service 30.2%

Other manager 45.3%

N 53

Property Technical Assistant

Digital Inclusion Manager

Performance Management

cllr

Leader

Performance Officer

Planning Enforcement

Roads Operations manager

Digital Improvement manager

Technical Development Officer


14. What is your professional discipline?

5.8%11.5%

0.0%

82.7%

Chief Executive IT Social Services Other

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Per

cen

t

Name Percent

Chief Executive 5.8%

IT 11.5%

Social Services 0.0%

Other 82.7%

N 52

CAD

Public Health

Marketing

Planning

ec dev

HR and OD

General Management

Engineering

Procurement

HR & OD

Performance Management

Systems Thinking / Lean concepts

Architect

Highways


14. What is your professional discipline? (continued)

Housing

Project Management

Transportation

Leisure Trust

Planning

Procurement

Project & Programme Management

Finance

Engineering

Project management

Communities

Policy and Performance Management

Customer Services

Revenues, Welfare and Customer Service

15. Do you have any further observations on the digital agenda?

No

Some realism that the big savings that councils are after will not be delivered by DT. Automating a few forms or asking customers to DIY (self

service) is good, but not earth shattering. 350 councils all doing the same thing will not create big enough savings (and be a complete waste of

resources). If DT is so significant, it should drive operational service to being handled centrally (Whitehall? Quango?), with the local decisions for

local people being made by local politicians. After all, if the whole of the UK population can tax their car via a government portal, why not all

other generic council services?

A lot of rural homes are STILL without fast internet. Promises of money and contracts and phases, but still nothing gets done to improve

EVERYONES internet.

Issues around suppliers being realistic about scale and shape of opportunity, trying to avoid transparent procurement processes and locking

authorities into long term dependency.

Suppliers have a history of sending "A" team to pitch for contracts and then "B" to deliver without "B" team being aware of promises made

Issues at end of contract over ownership of data and format in which it is to be provided to incoming systems

Suppliers tendency to impose own additional terms and conditions on contracts post tender so that open competition is distorted


15. Do you have any further observations on the digital agenda? (continued)

Yes, why are the often 'inept' decision makers allowed to remove themselves far from the potential 'end-users' and why are public servants not

often fully held to account and allowed to 'sanitize' and often 'hide from real open, honest, factual and functional' communication.

Trust - often those who use technologies, those who are best placed to 'say-it-as-it-is' and 'identify what is needed' are perceived by the decision

makers 'not to know what's best'. Mmmmmmm. Old fashioned power and control comes to mind? Public Services need to 'wake-up' and be

more 'business-minded' to get things done better. Short term reactions/fixings are all to often delivered rather than taking the more complex

route of pursuing something more longer term that will truly improve efficiencies, service delivery and performance that leads to quality of life

and client/customer/citizen satisfaction?

Lot to learn from other sectors

Data Sharing is critical but there appears to be limited movement in Government to support this.

It is flawed in that the belief that cost is in transaction when it is actually in the flow of work. Organisations do not realise the poorer the service

the more contacts customers have to make which drives up costs.

bring it on.

To be successful we need to be aware of, and understand, all the variables. This is a very different agenda, and that needs to be understood. the

User base is different, the technology is developing at a pace, services are evolving.... all of this needs to be taken into account.

I am an elected Cllr and until a month ago Leader if the Conservative Group at MIlton Keynes Council. I have a background as a fairly senior

manager in BT.

One of the big issues is that Councils don't invest in a strong IT dept and most cllrs do not understand the value that investment could bring.

When budgets are tight how do cllrs justify this investment to their electorate instead of housing or social care.

silo working of directorates and complexity of systems and data make it very difficult to achieve transformation. Cultural resistance is high, and

coupled with lack of money to implement effective solutions (most attempts at any change results in chaos and dissatisfaction due to relying on

the cheaper solutions) along with a lack of skills and understanding that processes need to be changed along with systems leads to a lot of talk

and very little achieved!

My personal experience when it comes to Digital is that there is organisational resistance from all levels, from Elected Members, Senior officer

and through to front-line staff. Even the relatively simple tasks of switching from analogue to digital is resisted. Partially this is simply because of

natural conservatism and resistance to any kind of change to established processes, especially where their is a risk to vulnerable people if the

change is unsuccessful. Also, people just love paper, which never crashes, needs updating or requires technical support. But more than this

resistance, Digital still has an issue of image which provides ammunition for the culturally resistant. Digital is often stained through its association

with a history of IT systems being introduced in the public sector as a sticking plaster for the issue de jour, systems which have not been

sufficiently changed-managed into the organisation, leading to increases in work load and poor uptake. This has created a perception that the

digital solution means more work and more effort. This is linked to these legacy experiences, but also due to misaligned digital priorities, where

the focus has been on the benefits of improved management information and not how to improve the experience of the end user. This mental

link to IT systems also means Digital is frequently seen as an expensive solution, which in times of austerity is a serious reputational blocker. Brave

would be the panel that recommended a spend on new tech for council staff whilst consulting with the public on closing libraries or children's

centres.

Even given all this, probably the most strengthening element to the resistance is in the idea that Digital Transformation is somehow separate from

normal, everyday transformation. This helps to build barriers and lines of objection which do not really exist. We live in a digital world, one where

digital should now form part of the discussion every time we try something new. By artificially separating out the digital from the business as

usual we increase cultural resistance and, in some cases, a converse culture of digital for digital's sake. The right solution needs to be the right

solution, whether this is through artificial intelligence or finger painting should not affect the decisions taken.

the kit is oversold by people using glib phrases and nonsense such as 'digital' (meaningless on its own). the costs are huge and lead to much

timewasting/exasperation, back ups for failure are woeful. one blip by an enemy country and we wont even have water in the taps!


15. Do you have any further observations on the digital agenda? (continued)

we should have some total analogue back up systems and electronically discreet phone lines in case of the above attacks.

Whilst Utopia would be that customers can deal with you all electronically, residents, who after all are the main bulk of customers, do not all have

digital skills or digital means to contact you. There is a danger due to the rush of supposed savings and the cut back of staff is that those residents

who are unable to deal with in any other manner than face to face (or telephone / written) get a poorer service. They get left behind -

organisations sometimes forget whilst the younger generation expect to do everything electronically (and we SHOULD be providing the means to

do so) there is a real danger of becoming faceless, unwelcoming organisations that is disengaged with its clients (a good example are banks - they

are keen to close their branches due to low use but there are many that need to facilities). Going online doesn't always mean you provide a

better service and it should be done for the right reasons (to provide a better server not just to save costs as it may cost more later - where you

have had to invest heavily in a software solution maintenance costs down the line can be expensive).

The sooner I can retire, the happier I`ll be. Just a shame that Local Authorities waste such a lot of money on this stuff.

how is digital transformation changing the delivery of ... · digital transformation is about...

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