Public health teams, policy-makers, councillors and NGOs often need facts about a specific area. If they’re looking for data on things like the number of smokers, the demand for hospital beds, or the birth rate, they turn to their regional Health and Wellbeing Board.
These local authority committees are required to produce a document known as a JSNA (Joint Strategic Needs Assessment) every few years. It’s a snapshot of the demographics and healthcare needs of the local population, and is used by a variety of stakeholders including policy makers and strategy groups.
Like most local authority committees, the London Borough of Hackney and the City of London Health and Wellbeing Board have previously produced their JSNA as a simple read-only PDF document. But, in the digital age, they knew that there was more they could do to make this document accessible, useful, and engaging.
That’s when they called us in — not to build the final digital version of the JSNA, but to help them understand the possibilities and ensure that they were heading down the right path.
We’ve written up the whole process in a case study, so, if you’d like to know more, read on.
A few months ago we won a contract from Parliament to review its digital service provision (brief advertorial – we can do this kind of work for your organisation too).
Today Parliament has published that review. Here are a few comments:
- It’s great news that the Management Boards in Parliament have agreed to implement the two recommendations contained in the report. Reviews are one thing, actions another.
- It’s great that Parliament chose to publish the review at all. They didn’t have to, but they chose to without any prodding. Big thumbs up.
- We interviewed a lot of parliamentary staff (dozens and dozens of people). They’re a fantastically dedicated, interesting bunch working under often absurd pressures, and we think Parliament overall would probably have a better reputation if they had as much visibility as the elected members. Time for a docusoap, maybe?
- The review contains only two recommendations, even though there were hundreds of good ideas floating around. The reason for such extreme minimalism was to ensure that there was no ambiguity whatsoever about what we believe to be the essential reforms*. Once those reforms are enacted, the ground will be much more fertile for specific digital projects.
- My colleagues Ben Nickolls, Dave Whiteland and Mike Thompson did the majority of the real work on this review, conducting interviews and analysing data. My thanks to them for a job well done.
Parliament is encouraging public feedback on the review. Let them know what you think via NewDigitalService@parliament.uk
* If you want a digital review filled to the brim with lots of recommendations, try this 25 point action plan from the US federal government instead. Just remember that it was published roughly three years before this.
Photo by Greg Dunlap (CC)
Over the last 6 months or so, mySociety has been doing increasing amounts of work with local councils, not only helping them with problem reporting and online petitions, but also advising them on the impact of digital by default and how changing customer expectations are affecting digital service provision. To paraphrase Tom, for an ever-increasing number of customers, “local councils don’t have websites, local councils are websites”.
More specifically, we’ve been helping councils use user-centred techniques to kick-start the process of digital transformation: taking existing services that cause unnecessary frustration, figuring out how they should work for the customer in an ideal world, identifying the process changes needed, and helping make them happen.
How do you know where to start?
Most consultancies in this area will publicise their patented 5-step approach, or shower you in platitudes about talking to users and involving service managers, but I thought it would be more useful to walk through in detail what we actually do on a project like this. In this post, I’m going to describe only the first step (I’ll talk about others in future posts): given all the stuff that councils do, how do you know where to start?
Clearly, not every council service is susceptible to digital transformation. If you work in children’s services or benefits advice, your service is more likely to rely on cups of tea and conversation than on your website. But there are high volume transactions that involve exchanges of information or of money that do not, or rather *should not*, require any human intervention. Unfortunately, because of mistakes in how websites are structured and processes organised (that often go right back to decisions about management structure and procurement priorities), unnecessary demand is placed on contact centres.
What are your users trying to do?
So if you want to know what mistakes you’re making with your online presence, the first place you should look is the volume of calls to your contact centres and what questions the callers are asking. Here’s a complete list of all the places you can look for useful data on what your customers are actually trying to do and what you might be doing wrong:
- Contact centre logs: the records of what people who call you are actually asking about. This is the best place to look to identify the areas where your web presence is under-performing.
- Internal site search terms: the things people type in most often in the search box on your website. Generally speaking, use of search on a website is an indicator that your navigation and page structure have failed. Therefore the search terms people use on your site are another very interesting indicator of things you’re not doing well enough.
- Referring search terms: the most frequently used search terms that drive traffic to your website. What are people looking for and what words have they actually put in to Google (or indeed any other search engine) for to arrive at your website?
- Popular pages: data on the most frequently visited pages and sections of your website doesn’t tell you what you should improve or how, but it does give you a feel for where the demand is.
If you look at all of those things, you’ll have a lot of data to go through and make sense of. If you’re short on time, focus on the first one – it’s the juiciest source of insights.
Talking to service managers
Another approach we pursue in parallel to this one is to talk to a group of service managers and ask them for their opinions: if the decision on where we should focus our redesign efforts was up to them, what single thing should we start with that would make the biggest difference? How this actually happens in practice is that we get a group of people in a room together and ask them to write down (almost certainly on post-it notes) the top 3 – 5 services that they think are in need of a digital redesign. We then discuss and consolidate all of these before grouping them, trying to identify those that are the most susceptible to automation and where the complexity of the change needed internally is low enough to be approachable.
The final part of figuring out where to start is to make a decision: which of these areas are you going to start redesigning first? You now have two sources of data on where to start: the results of your analysis of customer behaviour and the views of your employees who are closest to the action. Here we’ll make a recommendation, but leave the final decision to our council client: they know their organisation a lot better than we do.
With a focal point for the transformation efforts decided on, so begins the daunting-yet-exciting task of researching and designing the changes to be made: the bit where you actually talk to users, make prototypes or mockups of what the service’s digital touchpoints should look like (no specification documents here please) and then figure out together what process changes need to be made for it all to work in practice. Which, of course, are the topics for future blog posts.
However, we’ve never made public a simple, free, useful version of our slidy-swooshy Mapumental journey times technology. Until today.
Today we pull the wraps off Mapumental Property , a house-hunting service covering England, Scotland and Wales, designed to help you work out where you might live if you want a public transport commute of a particular maximum duration. Have a go, and we guarantee you’ll find it an oddly compelling experience.
We think it’s a genuinely useful tool – especially since unlike some of the other players in this space, we’ve got all the different kinds of public transport, right across the whole of Great Britain. We hope that some of you will find it helpful when deciding where to live.
However, this launch doesn’t mean mySociety is bent on taking over the property websites sector. Mapumental Property isn’t a challenger to the likes of Rightmove, it’s a calling card – an advertisement for our skills – which we hope will help mySociety to attract people and organisations who want beautiful, useful web tools built for them.
In particular we’d like people interested in Mapumental to note that:
- We like to build attractive, usable web tools for clients of all kinds.
- We know how to use complex data to make simple, lovely things.
- We can do some mapping technology that others haven’t worked out yet.
I’d like to thank quite a few people for helping with this launch. Duncan Parkes was the lead developer, Matthew Somerville ably assisted. Jedidiah Broadbent did the design. The idea originally came from the late Chris Lightfoot, and me, Tom Steinberg. Francis Irving built the first version, and Stamen came up with the awesome idea of using sliders in the first place (and built some early tech). Kristina Glushkova worked on business development, and Zoopla’s API provides the property data. I’m also grateful to Ed Parsons of Google for very kindly giving us a hat tip when they built some technology that was inspired by Mapumental. Thanks to everyone – this has been a long time coming.
We’ll follow up soon with a post about the technology – and in particular how we got away from using Flash. It has been an interesting journey.
We’re busy as bees, lots of things happening, increasingly many of which are commercial, and we can’t talk about until they’re released.
Commercial? But you’re a charity! Yes – but just as Oxfam have a trading subsidiary company which runs the second hand clothes shops, we have a trading subsidiary company that sells services relating to the websites that we make (structural details here).
Everything from other small charities to large media companies are buying our services – which range from customised versions of FixMyStreet, through to strategic consulatancy. If you’ve got something that you think we might be able to help with, email Hello@mysociety.org – easier to talk to than us geeks.
Meanwhile we’re cracking on with our free services for the public, which are increasingly funded by this commercial work.
TheyWorkForYou recently launched a Scottish version, thanks to volunteer Mark Longair, and Matthew. More goodies in store as the Free Our Bills campaign unfolds. We’ve started a sprint to get a photo for every MP’s page. If you work for or are an MP or have copyright of a photo of one that we’re missing, then email it to us.
WhatDoTheyKnow is getting lots of polishing – the new site design that Tommy has been working on is nearly ready. Today I just turned on lots of new email alerts and RSS feeds, so you can get emailed, for example, when a new request is filed to a particular public body, or when a request is successful.
Our super ace volunteers have been busy adding public authorties to the site, and we now have 1153 in total. We’re getting a steady trickle of good requests (pretty graph) coming in. Blogs such as Blind man’s buff and confirm or deny are sorting the wheat from the chaff. Do blog about and link to any interesting requests that you see!
Other things in the works are a much needed revamp of www.mysociety.org, some interesting things on GroupsNearYou, and no doubt squillions of other things. I’ll let Matthew post up anything I’ve missed 🙂