Digital by Design Strategy
2015 - 2017
Table of contents
1. The Digital Revolution…. How, Why, When
2. Strategic context
3. Our Vision
4. Where are we now?
5. Where do we want to be - Strategic Work streams
#1: Transforming our services
#2: Transforming the way we work
#3: Transforming how we engage
#4: Breaking down barriers to digital transformation
6. What does success look like?
7. How do we get there? - Governance, Investment , Communications
8 Delivery plan
Eastleigh Borough Council Digital by Design 2
Executive Summary
Since 2007 Eastleigh Borough Council has
made a significant investment to ensure it
has a fit for purpose technical infrastructure
to deliver services to its customers, residents
and community. We are now entering the
digital age where our service users expect
more interaction and engagement with the
Council when accessing services and a more
powerful voice to influence and change.
This is Eastleigh Borough Councils first
digital strategy, bringing together technology,
information, customer experience and access
to services.
§
Services will be expected to redesign
their services digitally wherever possible,
reducing costs and process waste.
Our digital customer portal myeastleigh.gov.
uk has seen a significant increase in usage,
for example, Parksport saw a 92% shift to the
digital channel (on line booking) away from
telephone bookings.
§
Creation of digital Eastleigh, the strategic
positioning and promotion of the
Borough as a centre for digital excellence
The digital age has transformed profoundly
how we create, consume, distribute and
access information. This revolution requires
an equal transformation in the way the
public sector interacts with its customers
and community.
§
The strategy focuses on actively migrating
customers to more cost effective digital
channels and promoting digital as the
default channel
§
The creation of a multifunctional agile
workforce is fundamental to ensuring
economies of scale are maximised and
becoming more reactive to customer
demands
§
A multi-channel approach to delivering
services and customer engagement with
a seamless flow across all channels is
required
The digital strategy is a key priority within
the Future Eastleigh business transformation
programme and supports the People strategy,
Commercialisation and Cultural change
work streams.
Digital is an umbrella term used to
capture a broad base of online or web
accessible media, channels, technologies
or devices such as websites, portals,
social networks, digital signatures,
mobile and more…
Eastleigh Borough Council Digital by Design 3
The Digital Revolution….
How, Why, When
Access to high speed internet networks
and consumerisation is underpinning
the surge in digital technology uptake.
Wearable technology, “the internet of things”
(anything from PCs , printers to heating
controls and fridges) and the maturing
of social networking are just some of the
technologies pushing the barriers to digital
transformation.
Customers have moved from static
technologies to mobile and multitasking
and are becoming increasingly connected
but impatient. A recent study conducted
by the DVLA as part of their digitisation
programme found that younger consumers
are too impatient to even complete on line
forms and hence are having to find more
innovative ways to capture information.
Digital customers expect to hold
conversations across a number of channels.
A self-service search can result in a web
chat, followed by a mobile call and resulting
in an email to confirm. Customers expect
a standard and consistent service across
all these channels. Again a multitude of
devices can be used to engage - tablets,
smartphones, PC’s, laptops.
The UK is now the world’s first major
economy to spend more on digital
advertising than on TV – currently, the
internet takes 23% of all advertising
spend, compared with 21.9% for TV
Red Ant consultancy 2014
74% of consumers use at least 3
channels when interacting with a
company - Ovum study
Eastleigh Borough Council Digital by Design 4
Strategic Context
Financially we are in unprecedented times
with a move towards self-funding and a
more commercial approach to delivering
services. The Council as a whole has to
identify a further £4.7 million in savings or
see an increase in income generation from
its commercial services. Organisational
agility is becoming more prevalent with
decreasing resources and increasing
demand. The ability to develop and
deliver customer focused, intuitive systems
with shorter development timescales will
have to be factored into service delivery
implementation.
The “Internet of things” is a concept that is
widely accepted as the next leading edge
technology. Eventually all devices such as ,
PC’s, fridges, vehicle management systems,
sensors, CCTV cameras and heart/blood
pressure monitors will be connected to the
internet.
Technology is moving into the digital age
with the proliferation of the Internet and
ever more intuitive offerings. Individuals
are regularly using 2-3 devices to access
information and services now. Social media
is maturing and becoming a key channel
across which conversations are being had.
To provide effective customer engagement
these channels are being leveraged by the
private sector, raising expectations generally
across all sectors.
Leading the way in digital innovation, the
private and voluntary sectors are setting high
standards in their drive to deliver efficiencies
and customer focused services. Customer
journey mapping and customer data insight
is being used to tailor services and enhance
customer engagement. On line retailers
are using digital channels effectively to
promote and deliver products and services
to customers, realising significant savings
and improving customer experience. Online
tracking and feedback capability has been
introduced to maximise customer experience.
The banking sector has moved forward
with the introduction of intuitive digital
payment channels that deliver robust and
secure platforms for financial transactions.
These business models can be translated to
the public sector delivering services more
aligned to customer needs.
Big data is driving a more complex look at
demand led, evidence based service design.
Information and data and accessibility to
these resources are becoming increasingly
important. Mobility and access to
information anytime, anywhere is increasing
customer expectations for services that
deliver 24*7.
Central government has delivered significant
savings with its first phase of digital by
default programme setting the agenda for
local government. Local digital working
groups (e.g. DVLA) have shared outcomes
from research and pilot projects, developing
a collaborative approach to digital design.
Eastleigh Borough Council Digital by Design 5
Our Vision
“
Eastleigh Borough Council’s vision is to fully embrace
the opportunities that digital technology enables to
provide more customer focussed, efficient services;
to deliver digital by design services in partnership with
our customers and promote Eastleigh economically as
a centre for digital development
”
Target Outcomes
A
All services have embraced digital
technology and the opportunities it
provides in service delivery
B
All front line services offer multiple
channels of delivery including self-service
where practical
C
High levels of customer satisfaction with
the Council’s services and the different
routes to access them
D
An agile and flexible workforce where
staff have the skills to take advantage of
digital opportunities in carrying out their
role and delivering customer focussed
services
G
Eastleigh Borough is recognised as
centre for digital business
We will achieve this by ;
§
SO1 Actively promote a Digital First
approach for all services
§
SO2 Digitally redesign all priority services
by 2017
§
SO3 To actively migrate customer
interactions to a digital channel and
manage customer demand
§
SO4 Transform Eastleigh Borough into a
digitally enabled organisation by 2017
E
Data is managed and coordinated across
the council to help plan for the Borough,
design services and meet demand
§
SO5 Engage with our customers/
suppliers/partners to co-design services
and enhance participation in local
government
F
Significant financial efficiency savings are
achieved in service delivery enabled by
digital technology and platforms
§
SO6 Remove barriers to digital
transformation and support our
community and staff to learn and grow
Eastleigh Borough Council Digital by Design 6
Where are we now?
Eastleigh has invested heavily in its ICT
infrastructure; its digital platform has already
delivered a number of key services such as
Park sport and Residents parking permits.
The multi-channel approach has proved
highly successful to date, delivering ever
more cost effective services via Myeastleigh.
Digital maturity varies across units within
the authority, some units already engage
digitally with their customers/suppliers /
partners effectively, whereas others are
still experimenting.
§
Usage of social media channels
e.g. Facebook and twitter require
review to ensure we are maximising
their potential as an engagement tool,
overall ownership of the web requires
re-emphasising to ensure consistency
for customers. Our twitter channel has
seen numbers triple over the last two
years from 1,151 followers (2012) to
4,025 (2014) with 6,000 + tweets and
retweets. Facebook currently has 337
followers.
§
There is an opportunity to enhance
and build upon digital skills within the
authority, this should be seen as a core
competency during the recruitment
process. There are opportunities to
maximise potential partnerships/support
for learning and skills development
(Techub, Barclays digital eagles, IBM),
§
Local Authority networks require PSN
security compliance, which can impact
accessibility within units trying to provide
leading edge services to their clients/
customers.
§
Although superfast broadband is
available across most of Eastleigh, some
black spots remain
§
Sharing information/images/data across
the authority requires a framework
which is tailored to all units, providing
a balance between security and
accessibility.
§
Further corporate investment is required
for digital tools and equipment (tablets,
laptops etc)
Eastleigh Borough Council Digital by Design 7
Digital Eastleigh Economy
Following on from the Culture unit’s digital
strategy, which sets out a clear vision of
elevating Eastleigh’s reputation for digital
development, this strategy builds upon
and supports that vision. There is a clear
opportunity to build upon the Creative
Eastleigh Network brand in promoting
and encouraging businesses to invest
in Eastleigh.
The culture unit utilises digital technology as
part of the creative process developing areas
such as green screening, augmented reality
and digital sound.
Board support is in place with Solent,
Winchester and Portsmouth universities,
IBM and digital businesses. Eastleigh
should position itself as a centre for digital
development, encouraging investment and
supporting the creative industries.
To enable digital development, further
investment in high speed digital networks
is required. It would be useful to assess
business requirement across Eastleigh
to ascertain if this is an opportunity that
requires further promotion. Further funding
opportunities should also be investigated to
maximise investment.
This vision should also form part of the
Town Centre Regeneration strategy in order
to provide a coherent approach to strategic
development.
Where do we want to be?
Strategic work streams
The workshop led consultation identified
a number of actions which have been
developed further into four key work streams
to support the strategic objectives and aims
identified above. A number of the actions
identified services in general, integrating,
streamlining and migrating to a digital
channel. Secondly to embed digital working
we would have to transform the way we work
as an organisation, better collaboration,
building agility in resources and flexible
working. Thirdly, there is scope to better
engage with our customers and residents and
fourthly we need to support digital innovation
and service by removing the barriers which
exist, to support individuals and staff.
Eastleigh Borough Council Digital by Design 8
#1: Transforming our services
This work stream supports strategic
objectives SO1, SO2 and SO3. The Council
has already invested in a platform to deliver
digital services and is well placed to build
further on My Eastleigh. The digital strategy
workshop identified further areas where
digitisation of services would benefit our
customers/partners/businesses.
This work stream will have a significant
impact on administrative processes, leading
to a reduction in admin resource across the
Council. The digital strategy will deliver year
on year revenue savings across all services.
Managing customer contact and interactions
via one channel will enhance the service
we provide to our customers. Currently the
CRM system is being used by the majority
of frontline services but has not been
implemented across all services. This would
allow a single verification of customers
and provide a single point for managing
customer records.
However to ensure we maximise efficiencies
and promote digital channels each
service should undergo a digital re-design
exercise with an emphasis on end to end
process re-design. The approach should
be led by service managers responsible for
overseeing the design, delivery and ongoing
management of each service. Building
digital capability and expertise at all levels
within the Council will future proof services
and embed a digital first culture. Services
could be prioritised based on set criteria
such as volumes of transactions and/or
maximum impact on customer service.
Wherever possible, customers should be
encouraged to liaise with the Council
via digital routes. Enquires, registration/
verification, payments, tracking and
feedback should be via digital routes.
Digital design principals
§
Digital by default
The re-design should be supported by agile
software development, ensuring proof of
concept/pilot models are delivered quickly
with a view to an iterative customer focused
process being implemented. Services
need to consider mapping the customer’s
journey to fully understand the implications
of service change on the customer. Where
the service is being delivered at a remote
location, access to information should be
fully available via suitable devices and
information capture should be automated.
Payments for services should be digitally
accepted with digital signatures being
incorporated.
Digital first
-
Agile development
§
Keep it simple
§
Customer focused
§
Create a social community for focus,
feedback and testing phase
§ Iterative and prototyping – learn from
the journey
§ U
se customer segmentation profiles
to tailor services
§
Use evidence based research to
shape services
§
Encourage Transparency
-
Customer focused
-
Automation
Eastleigh Borough Council Digital by Design 9
#2: Transforming the way we work
This work stream supports strategic objective
SO4. In order to take full advantage of
the digital technology available now,
we have to transform the way we work.
Creating a digital savvy organisation
will require enhanced digital skills and a
clear understanding of what our customer
expectations are. Working within a rapidly
changing digital environment will require a
more agile approach to system and process
design.
and reactive to demand. Single data entry
and verification will enhance the customer
experience and allow for a more efficient,
streamlined service.
Sharing data across units and collaborative
working will ensure we can provide
customers with the information they require
and support staff productivity. Making
data and information more transparent
and accessible will be key to delivering
an organisation which is agile, flexible
With limited resources and financial
pressures a multi-functional agile workforce
could lead to more productive services,
fulfilling a number of functions whilst within
the community. With the right technology
mobile staff could deliver a range of
services.
Agile development supports an iterative,
customer focused approach to systems
design, delivering faster and better results
for our customers. Adopting the agile
development methodology will quicken the
pace of change and ensure processes are
underpinned by effective systems.
Collaborative working - Multi-functional mobile workforce
- Access to electronic information and data
#3: Transforming how we engage
This work stream supports strategic objective
SO5. Digital communication is by far the
most cost effective way of engaging with our
customers. But the key element—rated as
most important—is to listen to our customer’s
needs. Customers want us to treat them as
partners in the relationship and to “be like
them”, responding quickly and appropriately
to their needs. Social media and other digital
channels are key in enhancing customer
engagement and nurturing communities to
participate in service design
Eastleigh Borough Council Digital by Design 10
It no longer matters to a customer which
channel they use to communicate with
an organisation. Conversations can take
place across a range of channels, with
the customer expecting a seamless service
across any of those channels.
e.g. recycling - the story from start to finish.
Greater emphasis needs to be given to our
website, whilst the infrastructure is still up
to date, the design requires updating and
refreshing. A new intuitive customer focused
style is required to ensure customers can
find relevant information quickly and interact
with the Council in an effective manner. Our
website could be used to raise awareness
and support community education
Digital communication
-
Connecting partners, suppliers, customers
and key stakeholders with information and
services via digital channels can streamline
services and also increase engagement and
awareness. Business to business interaction
can be enhanced further if access to systems
and information is automated and accessible
e.g. Invoice tracking for our suppliers can
reduce the number of queries generated.
Customer feedback/insight is vital to
the decision making process and digital
engagement is a cost effective way of
providing this to support decision making.
Multi- channel strategy
-
B2B
#4: Breaking down barriers to digital transformation
This work stream supports strategic
objective SO4 and SO6. Sharing data and
information across the Council is one of
the key barriers to digital transformation. It
not only diminishes the service we provide
to our customers but increases the cost of
service. The quality of data and information
is also paramount and creating strong
data ownership within services is central to
effective information governance.
System integration and managing supplier
relationships will have to become more
rigorous to allow technical infrastructure/
systems to underpin the digital agenda.
Internal cultural change and effective
leadership will be required to drive digital
transformation internally. Services will need
to identify processes which are suitable for
digitising and drive implementation forward.
Cultural change supported by digital skills
enhancement will future proof the Council
and its services.
Digital inclusion is paramount to delivering
digital transformation. Services should be
simple and easy to use and designed around
the customer. There will inevitably be a
section of the community who due to ability
or skills are not able to engage digitally
Eastleigh Borough Council Digital by Design 11
with the Council. It is important the Council
caters for this section by encouraging and
developing skills possibly by using partner
organisations or the voluntary sector.
(Barclay’s digital eagles program)
Staff should have access to up to date
technology suitable for their job function.
Access to information and data should be
available from any location at any time.
What does success look like?
To measure the success of the strategy key
performance indicators, outlined below have
been identified. These represent the four work
streams above and are based on existing
performance data. Further KPI’s for individual
projects will be ascertained at project
initiation stage.
Key performance indicators
#1: Transforming our services
Indicator/objective
KPI 1. Channel shift
Channel shift from telephony to digital
Measure
Solidus stats/
CRM stats
Target
50% of total telephony calls
Channel shift from face
to face to telephony
40%
Channel shift from face
to face to digital
30%
KPI 2. Digital Payments – reduction of
cash and cheque payments
CRM/Finance
system
90% year 1, 100% year 2
Eastleigh Borough Council Digital by Design 12
#2: Transforming the way we work
Indicator/objective
Measure
Target
KPI 1. Increase customer transactions
delivered across services via single CRM
channel
CRM system
Increase by 50% - Year 1
KPI 2. Increase in corporate scanning
IDOX
95% of mail to be directly
scanned (exc junk mail)
KPI 3. Increase digital skills across the
organisation
HR
90% of staff
undergo training
#3: Transforming how we engage
KPI 1. Increase social media
participation on quarterly basis
Website/tools
Increase number of followers
by 15% each quarter
KPI 2. Increase number of retweets
and shares
Website/tools
10% increase
KPI 3. Increase engagement - Page likes Website/tools
20% increase
#4: Breaking down barriers to digital transformation
KPI 1. Number of customers/residents
receiving training via partners
Manual
KPI 2. Cultural shift towards digital
Surveymonkey
120 customers per year
60% of staff understand
digital and its application
within the public sector.
Eastleigh Borough Council Digital by Design 13
How do we get there?
To ensure we can deliver the strategy a
number of key areas have to be considered;
Resources, do we have sufficient resource to
deliver the strategy over the next two years?
The investment summary below indicates
additional resources and finance which will
need to be in place for successful delivery.
Governance will shift from a technology
focus to a business focus with the Digital
programme board replacing the ICT
programme board. Communications with
our customers/residents is imperative to
maximise digital uptake, specific campaigns
will be promoted to migrate customers to
digital channels.
Governance
Currently the ICT Programme board governs
all IT related projects and administers the
project register. However the digital strategy
is more focused towards how the Council
operates as a business and how it engages
with customers and partners.
Therefore it is recommended the digital
programme board replaces the ICT
programme board to govern the digital
agenda with representatives from key service
areas. This will also facilitate the digital redesign project where services themselves will
lead the process and engage with the board.
Individual projects will present their business
cases to the board for approval where
required.
The board will comprise of; Portfolio lead –
Ann Winstanley , Programme Sponsor –
Alex Parmley
Finance lead , HR Lead , Communications
Lead ,Technology lead , Service Leads –
various
Investment
Future Eastleigh will act as the mechanism
for delivering the benefits associated with this
strategy. The strategy aims to contribute to
the £4.7 million financial savings identified
by the efficiency board. Financial benefits
realised from the programme will be
accounted for within the Future Eastleigh
business case. The digital strategy will
require capital resource to ensure project
deliverables and benefits can be realised.
Existing members of the IT team are being
re-focused and formed as a separate (Digital
solutions) team to drive the programme
forward, however to ensure the programme
is delivered within a two year timescale it
may be necessary to acquire additional IT/
Analysis resource. Additional resource will
be required within service units to ensure
ownership of processes whilst re-designing
services.
A report will be presented to February
Cabinet for approval, outlining costs
associated with delivering the strategy.
Eastleigh Borough Council Digital by Design 14
Communications plan
The plan below outlines the
communication required to engage and
raise awareness of the strategy and to
create ownership across the Council.
The need for quarterly updates to maintain
communications around strategy progress
is important to ensure the strategy retains a
high profile.
Communications plan for launching the strategy
Activity
Responsibility/
Timescales
Audience
Set up of steering group
JC/ 14th November
2014
Service reps
Intranet update
JC / 17th November
2014
All staff /Councillors
Presentation of draft strategy
JC / 27th November
2014
Senior managers
Identify digital champions
December
Presentation to Mgt team
January 2015
Management Liaison & Cabinet
January & February
2015
Key summary EBC Connect
February 2015
All staff
Key summary points - newsletter
February 2015
Councillors
Borough news – digital campaign
March /April 2015
All staff
Management team
Councillors
Customers and partners
Eastleigh Borough Council Digital by Design 15
High level delivery plan
2015
2016
Agile/rapid systems
development
2017
2018
Digital inclusion
Channel Migration
Service re-design
Agile workforce
Shared information and data usage
Skills Development & collaboration
Digital customer engagement
Communications and engagement strategy
Eastleigh Borough Council Digital by Design 16