Turning up the heat in DDaT Luton
While many of us enjoyed a well-earned break (including my first go at parasailing in the South of France!) activity across DDaT certainly hasn’t slowed down.
In fact, the last few months have been some of the most significant in our journey towards delivering our Digital 2040 ambitions, strengthening our services and preparing the organisation for the future.
Moving from strategy to delivery
One of the biggest shifts we’ve made this summer has been moving from planning to delivery. We’ve been making tangible progress across a number of fronts, whether it’s:
- support for capital funding for infrastructure modernisation and data transformation
- launching our first low-code applications
- reducing Service Desk demand in Children’s Services
- replacing printers
- progressing our data transformation programme
- trialling new meeting room technology
- our Network team improving and reorganising our networking infrastructure, as displayed in the image below
Image showing the improvements to our network infrastructure – from a chaotic mess to neat and tidy!
Low code platform is live!
A particular milestone has been the launch of our first services on the Liberty Create low-code platform. Complaints, FOIs, subject access requests and data breaches are now live, and Member Enquiries will follow closely on thier heels.
These new solutions provide:
- improved user experience
- better reporting
- improved collaboration
- more consistent processes
- less manual administration
This is about much more than individual applications. It represents a new way of:
- delivering digital services
- allowing us to develop solutions faster
- responding to change more quickly
- providing better experiences for both staff and residents
Shaping the future of DDaT and supporting skills development
Alongside delivery, we’ve also been focused on the future shape of DDaT.
The summer has seen significant work on our Target Operating Model and consultation on the restructure of our operational teams. At our recent Away Day, colleagues:
- helped shape how DDaT should operate in practice
- discussed service ownership, governance, decision-making and how teams can work together more effectively
At the same time, we’ve continued investing in capability and culture. Our Digital Champions programme now has 181 champions, comfortably exceeding our year-one target of 100. The feedback has been incredibly positive, with colleagues gaining confidence and discovering new ways to use digital tools in their everyday work.
As I often say, technology is only part of the equation. It is our people who ultimately make transformation successful.
To strengthen this even further, we’re delighted to have welcomed our new Digital Change and Adoption Manager. This role will help us ensure that as we introduce new tools, services and technologies, colleagues receive the support they need to embrace new ways of working and realise the benefits of our investment.
It’s the first time we’ve had a role dedicated to digital adoption and I’m really excited about the difference it can make.
Image showing the DDaT team members who chose to attend the Target Operating Model session at our recent Away Day.
Exploring AI and building new ways of working
Artificial Intelligence (AI) continues to be one of the most exciting opportunities available to us. However, our focus remains firmly on practical use cases that improve services and make life easier for colleagues and residents.
We now have over a third of the organisation regularly using Copilot Chat, helping us understand where the greatest benefits can be realised.
At our Away Day, colleagues also took part in a Microsoft and Kubrik-led Agentathon, creating 14 AI agents on the day. The team:
- explored how agents could support council services
- gave us valuable insight into the governance, skills and support arrangements needed before wider adoption
At the same time, we’ve been developing a new way of working through multidisciplinary teams. By bringing together colleagues from DDaT, Transformation and service areas, we’re already seeing benefits in projects such as the:
- Council Tax review
- development of new digital services
Combining different skills and perspectives helped us solve problems faster and design better outcomes. We’ve had great feedback from colleagues about how different and positive this way of working has been.
Strengthening partnerships
Collaboration has been another major theme of the summer.
I’ve had some great conversations with neighbouring authorities, including colleagues at Milton Keynes and Central Bedfordshire, about opportunities to:
- collaborate
- share learning
- avoid reinventing the wheel
We are looking to build on these relationships through more regular regional collaboration.
We have also strengthened our partnership with colleagues at the University of Bedfordshire. Together we have been exploring opportunities around:
- AI
- digital innovation
- skills development
- the longer-term ambition of positioning Luton as a centre for digital innovation
Discussions around the AI Growth Zone and the concept of an AI Campus for Luton have been particularly exciting, and while there is much more to do, the potential opportunities for our town are significant.
Looking ahead
The foundations are now in place. The challenge ahead is to build on this momentum and turn delivery into measurable outcomes.
I am incredibly proud of everything the team has achieved over the summer. From low-code delivery and digital adoption to AI exploration, organisational development and new partnerships, there has been a huge amount of progress across DDaT.
The next chapter of our DDaT journey is beginning, and I am excited about what we can achieve.
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