Digital Analytics Programme
- 24 November 2017
- Posted by: Helen Nicol
- Category: Features
Introducing the PSTA Digital Analytics programme
The time is fast approaching when those who can self-serve will have to use digital channels so your human workforce can focus on those in most need of their skills. Making this happen means we must create intuitive and easy to use self-service propositions that customers want to use and that’s not always easy.
The digital analytics programme is a peer-to-peer knowledge sharing network for local authorities aimed at helping members implement new customer contact and service delivery models and realise benefits from digital technology.
Our aim is to support members in achieving the step change they need in contact channel use and implementing new delivery models.
If you would like to find out more about membership contact us here.
You can read more about the service in our pdf.flyer: Achieve streamlined self-service with PSTA Digital Analytics
Planned workshop events:
- Exploiting information and avoiding overload: metrics, milestones, and KPIs – click here to download PDF
- Wicked approaches to intractable problems: Using evidence and lateral thinking to navigate complex transformative change – click here to download PDF
- Culture eats logic for breakfast: understanding the ‘soft’ side of managing transformative change – click to download a PDF
Papers and publications:
The much cited papers below set out the thinking behind the programme and explain the history of the tools, their Cabinet Office origin and how they can be used to achieve more efficient and effective service delivery models.
- Delivering the Digital Dividend or if online delivery is so cheap, why are our delivery costs not falling faster?: (Click here to download a PDF)
- Channel Shift: Realising the Benefits – click here to download a PDF
If you would like to find out more, please let us know when would be a convenient time for a brief call. Contact us here.
Our aim is to offer a conversation with all prospective participants to ensure they understand how the group will work and how to get the most from it.
One instant change is that we have used the data to make a case for changing some of our service KPIs that are out dated, but have been seen as ‘not to be touched’ by senior figures. The benchmarking data has helped make the case.
Andrew Fellowes, Sheffield City Council