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6. Who is doing what – roles and responsibilities

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6. Who is doing what – roles and responsibilities

To what if: Opportunities and recommendations

Who should be doing what: Roles and responsibilities across the system

As we outlined in the first part of this report, it is currently unclear ‘who should be doing what’ across the different organisations, bodies and entities across the system. Based on the suggested ‘missing middle’ infrastructure model and recommendations we have made in this report; below makes a suggestion for high-level responsibilities across the system i.e. ‘who should be doing what’.

Infrastructure learning & collaboration

Data exchange & maturity

Organisational & political leadership

Capacity, capability & skills leadership

Standards

Procurement, contracts & market shaping

Individual councils

Using Learning & Development work to embed digital knowledge & expertise.

Leadership, manager & team development around data innovation & exchange.

Capturing and sharing 'what works' via Institute and other informal forums.

Using individual learning & development work to embed knowledge/ expertise.

Co-development of standards and adherence with them.

Shaping & implementation of procurement best practice at a regional level.

Strategic Centres of Service Innovation

Share learning from place-based innovation work; and connect up learning with other centres.

Focus on data exchange across a region or place, sharing what works with others in the sector via Institute.

Development of place-based leaders and ensuring that ‘Centres’ are staffed representatively.

Bring together multidisciplinary teams to sandbox specific sector-wide issues.

Implementation of agreed standards, set by the institute and central government alongside local government.

Consider collective buying/ influencing across specific service problems (not just technology solutions)

A co-ordinating institute

Aggregating learning from ‘Strategic Centres’ and supporting wider sector to adopt learning

Aggregate learning from centres of service innovation, developing tools, approaches and best practice

Leadership development of digital practitioners and leaders

Develop a shared and joined up workforce plan for the sector.

Convene the sector to develop appropriate standards and act as implementing body.

Represent the sector to influence the software market and develop a procurement centre of excellence.

Local Government Association

Support to convene existing leaders and local government groups to align on set of shared and common challenges to address

Support with the roll out of appropriate data training and guidance.

Integration of digital content developed by the Institute into existing leadership development programmes.

Shared development and roll out of training content, and shared development of workforce plan with Institute.

Supporting the roll out and supporting training in relation to standard setting.

Co-producing procurement best practice guidance and training with the Institute.

Ministry for Housing, Communities and Local Government

Development of shared leadership content & training - including cyber security.

Support with the roll out of appropriate data training and guidance.

Fund & support national learning infrastructure.

Support with national workforce planning and gap analysis.

Implementing relevant audit regime & offering support directly to councils to implement.

National level market shaping - working with Institute to use power of national government to influence.

The ‘Digital Centre’

Provide access to central government learning opportunities and communities of practice to local government staff.

Standard setting around data & data exchange.

Push out central government training, making it accessible to local government

Tailor and reshape existing GDS skills training; and support in national workforce planning.

Work with local authorities to develop suitable and appropriate standards.

Legislation setting.
Where appropriate underwriting risk around innovation/ technology.

Infrastructure learning & collaboration

Using Learning & Development work to embed digital knowledge & expertise.

Data exchange & maturity

Leadership, manager & team development around data innovation & exchange.

Organisational & political leadership

Capturing and sharing 'what works' via Institute and other informal forums.

Capacity, capability & skills leadership

Using individual learning & development work to embed knowledge/ expertise.

Standards

Co-development of standards and adherence with them.

Procurement, contracts & market shaping

Shaping & implementation of procurement best practice at a regional level.

Infrastructure learning & collaboration

Share learning from place-based innovation work; and connect up learning with other centres.

Data exchange & maturity

Focus on data exchange across a region or place, sharing what works with others in the sector via Institute.

Organisational & political leadership

Development of place-based leaders and ensuring that ‘Centres’ are staffed representatively.

Capacity, capability & skills leadership

Bring together multidisciplinary teams to sandbox specific sector-wide issues.

Standards

Implementation of agreed standards, set by the institute and central government alongside local government.

Procurement, contracts & market shaping

Consider collective buying/ influencing across specific service problems (not just technology solutions)

Infrastructure learning & collaboration

Aggregating learning from ‘Strategic Centres’ and supporting wider sector to adopt learning

Data exchange & maturity

Aggregate learning from centres of service innovation, developing tools, approaches and best practice

Organisational & political leadership

Leadership development of digital practitioners and leaders

Capacity, capability & skills leadership

Develop a shared and joined up workforce plan for the sector.

Standards

Convene the sector to develop appropriate standards and act as implementing body.

Procurement, contracts & market shaping

Represent the sector to influence the software market and develop a procurement centre of excellence.

Infrastructure learning & collaboration

Support to convene existing leaders and local government groups to align on set of shared and common challenges to address

Data exchange & maturity

Support with the roll out of appropriate data training and guidance.

Organisational & political leadership

Integration of digital content developed by the Institute into existing leadership development programmes.

Capacity, capability & skills leadership

Shared development and roll out of training content, and shared development of workforce plan with Institute.

Standards

Supporting the roll out and supporting training in relation to standard setting.

Procurement, contracts & market shaping

Co-producing procurement best practice guidance and training with the Institute.

Infrastructure learning & collaboration

Development of shared leadership content & training - including cyber security.

Data exchange & maturity

Develop relevant guidance, tools to unblock data challenges.

Organisational & political leadership

Fund & support national learning infrastructure.

Capacity, capability & skills leadership

Support with national workforce planning and gap analysis.

Standards

Implementing relevant audit regime & offering support directly to councils to implement.

Procurement, contracts & market shaping

National level market shaping - working with Institute to use power of national govt. to influence.

Infrastructure learning & collaboration

Provide access to central government learning opportunities and communities of practice to local government staff.

Data exchange & maturity

Standard setting around data & data exchange.

Organisational & political leadership

Push out central government training, making it applicable to local government

Capacity, capability & skills leadership

Tailor and reshape existing GDS skills training; and support in national workforce planning.

Standards

Work with LAs to develop suitable and appropriate standards.

Procurement, contracts & market shaping

Legislation setting.
Where appropriate underwriting risk around innovation/ technology.

Individual councils

Using Learning & Development work to embed digital knowledge & expertise.

Strategic Centres of Service Innovation

Share learning from place-based innovation work; and connect up learning with other centres.

A co-ordinating institute

Aggregating learning from ‘Strategic Centres’ and supporting wider sector to adopt learning

Local Govt. Association

Support to convene existing leaders and local government groups to align on set of shared and common challenges to address

MHCLG

Development of shared leadership content & training - including cyber security.

The ‘Digital Centre’

Provide access to central government learning opportunities and communities of practice to local government staff.

Individual councils

Leadership, manager & team development around data innovation & exchange.

Strategic Centres of Service Innovation

Focus on data exchange across a region or place, sharing what works with others in the sector via Institute.

A co-ordinating institute

Aggregate learning from centres of service innovation, developing tools, approaches and best practice

Local Govt. Association

Support with the roll out of appropriate data training and guidance.

MHCLG

Develop relevant guidance, tools to unblock data challenges.

The ‘Digital Centre’

Standard setting around data & data exchange.

Individual councils

Capturing and sharing 'what works' via Institute and other informal forums.

Strategic Centres of Service Innovation

Development of place-based leaders and ensuring that ‘Centres’ are staffed representatively.

A co-ordinating institute

Leadership development of digital practitioners and leaders

Local Govt. Association

Integration of digital content developed by the Institute into existing leadership development programmes.

MHCLG

Fund & support national learning infrastructure.

The ‘Digital Centre’

Push out central government training, making it applicable to local government

Individual councils

Using individual learning & development work to embed knowledge/ expertise.

Strategic Centres of Service Innovation

Bring together multidisciplinary teams to sandbox specific sector-wide issues.

A co-ordinating institute

Develop a shared and joined up workforce plan for the sector.

Local Govt. Association

Shared development and roll out of training content, and shared development of workforce plan with Institute.

MHCLG

Support with national workforce planning and gap analysis.

The ‘Digital Centre’

Tailor and reshape existing GDS skills training; and support in national workforce planning.

Individual councils

Co-development of standards and adherence with them.

Strategic Centres of Service Innovation

Implementation of agreed standards, set by the institute and central government alongside local government.

A co-ordinating institute

Convene the sector to develop appropriate standards and act as implementing body.

Local Govt. Association

Supporting the roll out and supporting training in relation to standard setting.

MHCLG

Implementing relevant audit regime & offering support directly to councils to implement.

The ‘Digital Centre’

Work with LAs to develop suitable and appropriate standards.

Individual councils

Shaping & implementation of procurement best practice at a regional level.

Strategic Centres of Service Innovation

Consider collective buying/ influencing across specific service problems (not just technology solutions)

A co-ordinating institute

Represent the sector to influence the software market and develop a procurement centre of excellence.

Local Govt. Association

Co-producing procurement best practice guidance and training with the Institute.

MHCLG

National level market shaping - working with Institute to use power of national govt. to influence.

The ‘Digital Centre’

Legislation setting.
Where appropriate underwriting risk around innovation/ technology.

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