In today's rapidly evolving digital landscape, technology has become the backbone of nearly every service, and local government is no exception. As a founding partner of RPNA with over 30 years of experience in IT and technology, I've witnessed firsthand the critical role that IT plays in enabling public sector organisations to deliver effective and efficient services. However, achieving sustainable change in local government IT requires more than just adopting the latest technology—it demands a strategic approach that prioritises long-term outcomes over quick fixes.
The Role of IT in Local Government
When we talk about IT in the context of local government, we're not just referring to computers and software; we're talking about a service that enables the smooth operation of everything else. From managing social care to processing benefits, every facet of public service delivery is now intertwined with technology. This makes IT a critical area that local authorities must get right if they are to deliver cost effective and efficient services to their citizens.
However, many organisations find themselves in a "boom and bust" cycle when it comes to IT transformation. They recognise that their current systems are not serving them well, invest heavily in a transformation programme, only to repeat the same approach of under investment and end up back where they started. Whilst investment in IT might appear difficult in the face of continuing austerity, wise investment will unlock many times the cost in savings elsewhere.
The root cause of this cycle often lies in a failure to approach IT as a strategic enabler. Instead of aligning IT with the organisation's overall goals and objectives, many local authorities treat it as a separate entity, focusing on short-term fixes rather than long-term sustainability. This approach is not only ineffective but also costly, as it leads to a patchwork of systems and processes that are difficult to manage.
IT as a Service: Not So Different After All
Contrary to popular belief, IT is not fundamentally different from any other service area in local government. Yes, it involves technology, but at its core, it's about people, processes, and skills. Successful IT services focus on these elements, ensuring that technology supports the organisation's overall goals rather than driving them. When IT is aligned with business needs, it acts as a key enabler, helping other areas of the organisation to thrive.
One of the most important outcomes for any IT service is to be frictionless. In other words, systems should work so seamlessly that employees and residents can achieve their desired outcomes with minimal effort. This might involve ensuring that residents can access services online without having to repeatedly enter the same information or making sure that systems are available 24/7 to meet the demands of today's always-on world.
Achieving frictionless IT services requires a deep understanding of user needs and expectations. This means going beyond simple surveys and focus groups to truly immerse oneself in the user experience. It means shadowing employees as they use systems, observing residents as they navigate online services, and continuously gathering feedback to identify areas for improvement. Only by putting the user at the centre of the design process can local authorities hope to deliver IT services that are truly frictionless.
Strategic Technology Considerations
To achieve frictionless IT services, local authorities need to approach technology strategically. This starts with a clear understanding of where they want to go and what outcomes they want to achieve. It doesn't necessarily require a full-blown IT strategy—though that can help—but it does require clarity and focus. Authorities need to know where they're starting from, where they want to get to, and how they plan to bridge that gap.
An effective approach to this is gap analysis. By continuously assessing the current state of IT services against the desired outcomes, authorities can identify where improvements are needed and prioritise their efforts accordingly. This might sound daunting, but it's a straightforward process when integrated into day-to-day management. The key is to maintain a baseline understanding of your IT capabilities, including skills, supply and demand, and partner relationships. This allows for continuous improvement, ensuring that IT services evolve in line with organisational needs.
Another critical consideration is the role of technology partners and suppliers. Local authorities don’t always have the scale to invest in all of the expertise needed to deliver complex IT transformation programmes on their own. They need to work with external partners who can bring specialist skills and knowledge to the table. However, managing these relationships can be challenging, particularly when it comes to ensuring that partners are aligned with the organisation's goals and values. This requires a strategic approach to procurement and contract management, as well as a willingness to invest in long-term partnerships that deliver mutual value.
Engaging with Users and Citizens
Engagement is critical to the success of any IT optimisation effort in local government. This means involving users and citizens from the very beginning, as you begin defining the approach you need to take.
It's important to remember that councils exist to serve their communities, and IT exists to enable councils to deliver those services. There's little point in creating solutions that nobody wants to use, so understanding the needs and preferences of your users and citizens is essential. By involving users in the design and implementation of IT services, authorities can ensure that the solutions they develop are both relevant and effective.
User engagement should not be a one-off exercise. It needs to be an ongoing process that is embedded in the culture of the organisation. This means creating regular opportunities for users to provide feedback, whether through formal channels like user groups and forums or informal channels like social media and online communities. It also means being transparent about how that feedback is being used to drive improvements in IT services.
Looking to the Future
As we look to the future of IT in local government, there are several key areas that are generating a lot of interest. These include artificial intelligence (AI), data analytics, and cybersecurity.
AI and data analytics offer significant opportunities for local authorities to deliver more efficient and effective services. For example, AI-powered chatbots could help to reduce the burden on customer service teams by answering routine queries, while predictive analytics could help to identify residents who are at risk of falling into arrears or requiring social care support. However, these technologies also require substantial groundwork, particularly in terms of data quality and integration. Local authorities must ensure that their data is clean, accessible, and free from bias before they can fully realise the benefits of these technologies.
Cybersecurity, meanwhile, is a critical area where the stakes are incredibly high. With the increasing digitisation of public services, local authorities are prime targets for cyber-attacks. They must find ways to protect their systems and data without compromising the user experience, which can be a delicate balancing act. This requires a multi-layered approach to security that encompasses everything from technical controls like firewalls and encryption to human factors like staff training and awareness.
A Path Forward
Optimising IT for sustainable change in local government is a complex and ongoing process, but it's also an essential one. By approaching technology strategically, embracing continuous improvement, engaging with users and citizens, and looking to the future, local authorities can break the "boom and bust" cycle and deliver the frictionless, sustainable IT services that their communities need.
The advice for local authorities is simple: do the basics well. Build a robust foundation and build upon it. This means being clear about where you are, where you want to go, and how you plan to get there. It also means engaging with users throughout the process, from initial planning to implementation and beyond. By taking this approach, local authorities can ensure that their IT services are not just fit for purpose today, but also capable of supporting sustainable change in the future.
Of course, this is easier said than done. Delivering sustainable change in local government IT requires a significant cultural shift, as well as investment in skills, processes, and technology. It requires leadership at all levels of the organisation, from elected members to frontline staff. And it requires a willingness to challenge the status quo and embrace new ways of working.
But the rewards are worth it. By optimising their IT services for sustainable change, local authorities can not only deliver better outcomes for their communities but also build a more resilient and adaptable organisations that are ready to face the challenges of the future. And that, ultimately, is what public service is all about.
September 4, 2024
Ashley Roper - Founding Member - RPNA
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