This project, led by The Future Governance Forum, explores the question: What role should digital and data play in supporting local place-based, public service delivery and reform?
Since July 2024 we have engaged with people from across and adjacent to local government; from chief executives, heads of service, digital practitioners and suppliers to the sector. For the first time (publically) bringing together a snapshot of many of the challenges and opportunities that we all see and feel in relation to the reform and modernisation of local government.
However as you will see, many of these challenges that we highlight in this work, unfortunately aren’t new. Challenges that go far beyond the ‘tech’ and include deep rooted problems like: a lack of long-term talent pipeline, a lack of diversity and representation in our workforce, no sustained infrastructure to support sector-wide collaboration, few ways to lower the risk of innovation for individual councils, and the technical, cultural and political barriers associated with data sharing. All of these challenges are set within (and often driven by) a backdrop of an ongoing and sustained financial crisis in local government – making advancing longer-term thinking and innovation harder and harder for those in the sector.
However, even in the nine months since we started this work, there have been promising signals of renewed energy and political attention around the digital government agenda. Including work happening to create a new Digital Centre and blueprint for government. However, as we’ve heard from many across the sector, much of that work still leaves a gap and a question on what this means for the future of local government.
At its heart, this work is a call to develop a blueprint for a modernised local government. One that is developed collaboratively by the sector, for the sector. Acknowledging that setting a new and shared direction for local government, can’t be left to chance; and shouldn’t be an afterthought to central government plans. It is a call to bring together the whole sector and set a new north star, and strengthen the story for digital in local government that focuses on delivering modern, 21st century and world leading public services.
This report provides a response to that gap. It is a starting point for a blueprint that we can build on and get going with – as a sector. As you will see, many of these ideas and recommendations are not new, however now feels like the right moment for many of them to stick. Making the most of new devolution plans; tapping into the Test, Learn & Grow work happening across the country; and building on some of the brilliant work happening in areas like Open Digital Planning.
One of our biggest takeaways from this work is that there is a ‘missing middle’ in our innovation, data and technology ecosystem across government. A gap in the formal and informal infrastructure between central and local government; and between local government and the software market) that is leading to huge amounts of fragmentation, duplication of efforts and confusion about ‘who should be doing what. Above all though; a gap that is preventing the sector from effectively learning from one another and addressing common and shared problems at the pace we need.
The proposal below (which we detail more in this report), makes a suggestion for what this missing middle could look like. Responding to the question:
What is the right approach to building and sustaining the connective tissue that connects all parts of the whole government eco-system? What infrastructure and type of governance model can support the sector (and those adjacent to it) to more easily collaborate, standardise (the right things) and act collectively as a whole; whilst being able to adapt and flex to the specific make-up and needs of a place, region or footprint?
We have proposed it should be made up of two ‘parts’:
There are a number of issues linked to digital and local government. However, as we heard time and time again through this work – we need to address the root causes of these issues; not just the symptoms. Addressing the ‘missing middle’ is only one part of the puzzle.
Some of the other priorities that we should focus on making happen include:
Develop a sector-wide workforce plan (for local government) that addresses digital skills and systemic issues around diversity and representation; as well as creating clear routes to bring in new talent into the sector – including national digital apprenticeship schemes
Create structured pathways for digital practitioners to progress into key leadership roles that traditionally aren’t held by those with digital backgrounds (i.e. chief executives)
Create the infrastructure, incentives and aircover for councils to de risk innovation and shape the software market via collective buying, sandboxing and shared procurement frameworks across appropriate footprints
Bring together multi-disciplinary teams to develop appropriate digital service standards and incentivise (rather than penalise) their adoption
Make data sharing and exchange a default rather than the exception by providing coordinated training, support and guidance to address both the technical and cultural issues that prevent information sharing
Over 60 recommendations to form a new local government blueprint
In total this report details over 60 recommendations that have come from those working within, across and alongside local government. They are categorised into six themes, and can form the basis of a new local government blueprint.
A summary of these recommendations is set out below:
By 2030 our vision is… We have tested regional and place-based approaches to innovation and learning through the set-up of five Centres of Service Innovation aligned with current devolution plans. As well as establishing a single institution responsible for spreading learning, standards and practice
Test out a regional place-based innovation model aligned with existing combined authorities or new strategic footprints
Create a single coordinating institution to support sector wide collaboration, innovation and modernisation efforts
Building & grow a library of ‘common components’ and develop the infrastructure for councils to adopt them
By 2030 our vision is… We have 15 successful examples of effective standards-enabled, cross-institutional data exchange/ sharing; with learning and process effectively turned into established practice for the wider sector to adopt; overseen by a sector-wide governance approach.
Addressing issues of trust & transparency related to data sharing & exchange
Support local government to move towards responsible data sharing using a test & learn approach
Support to increase overall data literacy and maturity across councils
By 2030 our vision is… There are at least ten new individuals from ‘digital practitioner’ backgrounds in local government ‘Chief Executive’ positions AND there are at least ten individuals with direct local government experience placed into influential central government or arms length bodies roles (secondment or permanent).
Coordinated leadership development activity/ programmes for ‘non-digital’ leaders
Structured learning and development routes for digital practitioners into leadership roles (with an explicit focus on equity & diversity)
Grow understanding & awareness of digital amongst political leaders
By 2030 our vision is… We have a shared digital workforce plan for the sector which includes digital skills, an inclusive apprenticeship scheme; and have achieved a 20% increase of those from an underrepresented background in the ‘digital workforce’.
Address short-term and long term challenges of diversity of representation across the sector
Create a sector wide, coordinated future workforce plan (inc. a national apprenticeship scheme)
National digital skills and careers strategy with a focus on emerging and established technology
By 2030 our vision is… There are a set of established and trusted service standards & patterns that are being used and adopted by 70% of councils; with rewards and incentives offered to those who are actively adhering to them; with a suitable audit regime in place to assess levels of compliance.
Codesign of service, technical and quality standards
A measuring function to check on progress against standards
Align standards with other regulation and audit regimes
By 2030 our vision is… We have best in class procurement and contract management capability and process in the sector; making it easier to invest in innovative solutions, encouraging more SME entrants to the market, and holding suppliers to account for delivering outcomes.
Improving ‘buyer’ side behaviour & culture
Supporting and shaping the ‘right’ supplier ecosystem to emerge
Collectively influencing & shifting ‘big supplier’ behaviour – i.e. vendor lock-in
We recognise that there is a huge amount in this report. However seven immediate things we think should happen next include:
It isn’t clear ‘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 is our suggestion for high-level responsibilities across the system i.e. ‘who should be doing what’.
