Innovation In Local Government: We’re Just Getting Started
Local Government lost one of its true innovators recently – and one whose vision for digital innovation in local services will live on for decades to come.
First of all, Michael Jennings was, among many achievements, the man responsible for ensuring the digitising of Ordnance Survey mapping for local government in the early 2000’s, ensuring local government had widely embedded GIS mapping for services years before any other sector. He was for many years a director at Surrey CC – but perhaps more notably he was one of those of officers who gave as much commitment to sharing best practice and innovation as he did to his day job. He represented the whole of British local government in using computerised mapping to improve services.
Under his oversight, we invented the standard for referencing property, created the means by which a national dataset, is maintained on a daily basis, and created what became the benchmark by which all service data across all local public services is brought together. As a sector we have lost a wonderful representative of local services – but I think Michael would be delighted to see the legacy he left. As a not for profit, iESE was founded to research and share best practice.
Local government innovation is still happening as it continues face unprecedented financial challenges
iESE has been investing in new tools that can be used to modernise the transformation process. We have been working with partners, not just the UK but around the world, tools that allow us to rapidly model ways of organising services and see the differences in the bottom line.
On top of this we have been researching best practice on how local public services are organised. Therefore, when we bring these tools and research together it creates new opportunities. We can model these as is, but also rapidly model the different best practice and innovation options and tailor them to our circumstances.
The combination of digital tools and research takes sharing best practice to a whole new level – you can rapidly model new ways of working, understand the financial implications and the tools, then become a means to manage the transformation itself.
The digital modelling of public services to improve efficiency and effectively target our increasingly-scant resources shows that local government innovation is still happening as it continues face unprecedented financial challenges.
All in all, I think Michael would be pretty proud of that.
Read more about the iESE Transformation framework here.
Please note you can unsubscribe at any time.
What is your biggest challenge right now?
Financial Resilience
Building financial resilience during current financial climate to tackle budgetary pressures ensuring efficient and effective spend tax-payer’s money.
Digital Transformation
Digital transformation key to meeting the changing needs of residents and enabling local areas to thrive using new tools and technology.
Social Care
Better manage the cost of care to tackle the reduction in local government funding and increasing demand for social care services.
Strategy
Improve your strategy and strategic leadership to achieve efficient and effective service delivery that is sustainable in the long term.
Demand Management
Understanding customer demand and assessing customer focus is key to driving whole organisation efficiency using a community-enabling approach.
Capacity and Change
Identifying capacity using behaviour-led approach to public service transformation and ensuring successful culture change through behaviour assessments.