Local Government in the “New” Economy

Understanding the bigger picture…. Modern local government Navigating the “New” Economy local e-government now IDeA’s response

Modern Local Government Role and nature ….. councils empowered to lead communities efficient, transparent and accountable decision making continuous improvement in services involving and engaging the community power to promote and improve the well-being of the area

Modern Local Government Working in new ways 1 …. ‘open all hours’ policy to include all citizens in the ‘information age’ free internet access and in libraries local service information via choice of channels solutions for data security and authentication

Modern Local Government Working in new ways 2 …. smart cards in use for transport, school meals, authentication for voting ‘paperless’ council offices contact centres dealing with most enquiries at ‘one stop’ flexible/teleworking council staff co-ordinated public services based on ‘life episodes’ and citizens needs

Which means Councils being built around  e-service: the interface and relation with customers  e-commerce: cash transactions and procurement  e-policy: informed public interest decisions  e-democracy: political dialogue with citizens and communities  e-management: improved management of people,organisations and resources.  e-infrastructure: underpinning technical and operational structures to deliver the above.

Local Government in the New Economy

Envision Identify what the vision is for the Local Authority to play an effective role in the New Economy –having a vision –taking the first steps –shifting the mindset: from to

Education Establish the importance of ensuring that Local Authority members, managers and workforce have the necessary Knowledge and Learning skills to equip the authority for working in the New Economy –grounding in community –equipping community members

Economy The authority develops the capacity to build effective economic partnerships that will help it to deliver Best Value services through the use of new technology –amplifying relationships rather than productivity

Expectations Developing an understanding, locally, of citizen and other stakeholders’ priorities for e-enabled local government, within the context of the Government’s target for 100% transactions online by 2005, BVPI57, Community Plans and the community leadership role, Best Value, Neighbourhood Renewal, etc. –doing the right things rather than doing the same things better

Evaluation Constructing the knowledge building blocks about: the current state of progress of e- enabled local access; appropriate typologies of citizen/customer-centric, outcome-focused local government; and the core implementation processes needed –think big, start small, scale fast

Engagement Developing the organisational characteristics, capabilities and processes necessary to engage with citizens and businesses, in order: to consider all the options for e-enabled front office access; and to commission and deliver front and back-office services –engaging citizens as ‘producers’

Evolution Choosing appropriate models of organisational change to develop the culture and structures needed to underpin local e-government –strategy-making as ‘improvisational theatre’

Enabling Building the decision-making, staffing, partnership, technical, financial and information infrastructure –managing on the edge of chaos –turning traditional service delivery on its head –partnering with the community, different levels of government and the private sector

Empowerment The need to empower the organisation by accessing the right supporting frameworks, tools, resources and help with the e-agenda –developing peer learning –collective leadership and management –providing the ‘kit’

IDeA/SOCITM Report local e-government now - Spring 2001 Key Messages...  20 or so councils at the leading edge  Majority will struggle to achieve 100% by  Mainly front-end web sites - little or no back office re- engineering.  Limited awareness of e-government amongst members & chief executives  Critical success factors that need to be addressed - vision, leadership, management and infrastructure

local e-government now - Spring 2001 Critical Success Factors Vision to see what is possible and how the possibilities can shape the future Leadership to create the momentum to deliver the vision Management competencies throughout the organisation to introduce and sustain the programme of change Infrastructure to provide the capacity and resilience to support an electronic way of working

local e-government now - Spring 2001 e-Assessment template

local e-government now - Spring 2001 Key recommendations Research priorities - better understanding of the levers for successfully implementing local e-government, including: –obstacles and opportunities –citizen and customer perceptions, needs and demands –members’ and staff’ attitudes, behaviours and skills

local e-government now - Spring 2001 Key recommendations - cont’d Develop local government’s role in providing universal access to government services by 2005 and Electronic Service Delivery through UK Online Consider funding arrangements and incentives to secure engagement of local government in national infrastructure projects Develop a comprehensive business case for local e-government Dissemination to be rethought

local e-government now - Spring 2001 Areas for action  Help local government to develop a strategic focus on the agenda  Extend awareness of what is possible  Disseminate e-government best practice  Support research and development  Extend e-government knowledge and learning  Sustain the development of an infrastructure for local e-government

IDeA’s local e-government commitment Our vision - that local government becomes an exemplar in community leadership, service delivery, social inclusion, business transformation and economic development in the wider “new” knowledge based economy. Our goal - that IDeA in partnership with others delivers:  practical help to individual authorities,  facilitates networking and dissemination,  promotes and encourages innovation ;and  drives forward the roll-out of national projects that support local government as a whole.

Information Age Practice Working through the Local Government Information House …..  To work on behalf of the whole of local government  To develop and promote standards  To create the national infrastructure to join up local government  To pay for the connection of local authorities to national infrastructure  To create investment to change the local authority back office

Developing and Delivering National Infrastructure Projects NLPG/NLIS Electoral Registration

idea Objective …. to provide an e-procurement service that is:  comprehensive and inclusive  free to access and easy to use  a one-stop shopping mall for goods and services  able to enhance the effectiveness and efficiency of local government procurement

idea  Single port of call - for decision-makers, managers and policy officers in local government  Improvement toolkits - information, guidance and resources on key performance and practice issues  Quality controlled - through peer review  Joined up - networks, communities of practice, pathfinders, pilots and individuals

idea Connected to Learn …..  An e-learning service based on the peer to peer concept  A network that will connect local authorities  Enable them to to develop their own content  Share others'  Builds on what we do well and what we already have  Avoids duplication

IDeA local e-government : the next steps  Help to individual authorities... ESD Toolkit, LGIP, Performance Support & Consultancy.  Networking & dissemination of best practice... Working with Pathfinders, Beacons and UK online partners to fast-track e-best practice and the key links to best value.  Promoting and encouraging innovation... idea, Knowledge,Learning, e-incubators & the “virtual” council - focus on front/back office interface.  Development and roll-out of national projects... Such as NLPG/NLIS creating the infrastructure for one stop fulfilment and joined-up seamless access.