Digital Understanding

Lord Scriven Excerpts

Thursday 7th September 2017 Lords Chamber

[Lord Scriven (LD)]

My Lords, I thank the noble Baroness, Lady Lane-Fox, for this debate and I declare my interests as laid out in the register, particularly as a vice-president of the Local Government Association.

The potential for public services to use information technology to provide opportunities to improve lives and empower people is great but the reality is that, here in the UK, this is grinding to a halt. We started well but now we have moved into the slow lane. There is now a focus on measurement, cost efficiency and the model of new public service management—on digitising the back office and self-service—and not on how to improve lives and deal with long-held social ills and lack of opportunities for people to reach their potential.

A Deloitte report in 2015 might shed light as to why. It is clear that those leading in the public sector do not really understand the digital world—they see it as a way of doing what we do now but just via a different platform. Some 89% of leaders in the public sector say that they see digital as a way of cost-cutting and not transformation, and 25% said they do not even have the skills to execute the limited plans now being undertaken.

IT is here for the public sector to take advantage of, yet the lack of a design-led and innovation culture, knowledge, governance rules, legislation and digital leadership for doing so is now sadly missing for the next step of a digitally led facilitating and networking public service. For our public sector to transform, we need to address the following. We need leadership at both political and managerial level, building a network of people with the skills, knowledge and understanding to guide the new world, not a governance model of regulation that is concrete and suited to Victorian ideas of government built on siloed pillars. But we also need to build a network for citizens who can support each other and empower each other to understand the risks and the opportunities that technology brings, not a top-down paternal approach that is so yesterday. Data should be seen as for the citizen and by the citizen. Look at Estonia, which is changing the power between state and citizen. The reason why a lot of people do not understand is because citizens are seen as passive and not holding power, but they could be empowered. A new HR strategy is needed to look at leaders who are design-led—networkers and co-producers, not technical experts—and who know the offers of IT transformation that are real, as well as the ones to be avoided. For this to happen we need a clear path—a direction to go forward with. That is vital if we are to transform people’s lives.