Author: Benjamin Welby (Page 6 of 16)

I’m Benjamin Welby.

I live in Croydon with my wife and two children. I church at Croydon Vineyard. We’ve had season tickets for Bradford City since 2007. I’ve got degrees in History, Post-War Recovery and Public Administration and have spent the last 15+ years working at the intersection of digital transformation and good governance.

I began my career in local government, went on to help launch GOV.UK and most recently worked on defining global standards for digital government at the OECD. I'm currently currently co-authoring a book integrating biblical values with civic life, encouraging Christians to adopt a hope-filled, faith-inspired perspective on democracy and how we are governed.

I’m interested in too many things: being a good husband and father, following Jesus, the theology of governing well, a warm welcome for refugees and asylum seekers, that ‘digital’ leads to fair, inclusive and equitable transformation, exploring the world, League Two football, Pantomime, various England sports teams and Team GB…

Fragile states and digital foundations

October 1, 2015 / Benjamin Welby / 1 Comment

When crisis hits it puts unexpected pressures on infrastructure. In some cases the state or its civil society is resilient and can cope but where the physical, societal or administrative fabric is already fragile then issues are compounded and recovery becomes harder. And then there’s the impact of war.

The world has developed coping mechanisms for dealing with this. Government aid and development budgets kick in, international organisations mobilise and individual donors dig deep to help meet needs. And lots of time, money and thought continually goes into making sure that the quality of those coping mechanisms gets better. But the scale of the need can be overwhelming.

Digital can be a huge enabler and a powerful tool in helping to support those responses. Today is the Techfugees conference. That’s a great response to a crisis that has reached the tipping point in the public consciousness. It’s brilliant that the conversations don’t end today but will be followed by efforts to deal with problems: the Techfugees hack day tomorrow, Ich Bin Hihr in Berlin on Saturday and maybe also Code for the Kingdom in London over the weekend. People are getting together to unify around solving identified needs rather than fragmenting into delivering well meaning, but not yet validated, ideas.

Code for the Kingdom challenge: community

September 2, 2015 / Benjamin Welby / 2 Comments

On the weekend of 2nd October Christians with a passion for digital technology are going to gather in 14 cities* on 5** continents for the first ever global Code for the Kingdom hackathon.

I’m part of the Kingdom Code team organising the London event, we’ve got a great venue (the Westminster Impact Hub) and we’re hoping for a good turn out of both professionals and enthusiasts. With just over 4 weeks to go the anticipation is rising (have you got your ticket yet?).

The team in the USA have already secured world-class virtual mentors and this week announced the six sponsored global challenges (#wearables, #purity, #minorityChristians, #games, #virtualreality, #generosity) for people to aim at.

We’ve also come up with some challenges of our own for London: #Christmas, #spiritualdisciplines and #community.

We’re eager to see what London makes of all nine challenges but personally I’m particularly excited about the #community challenge.

We all know that we’re living through an incredible period of technological advance. The digital revolution has completely transformed the way in which we not only stay in touch with our family and friends but also in how we forge, and maintain, connections with (former) strangers.

Transforming Fiveways Croydon (or the bridge in my back yard)

February 12, 2015 / Benjamin Welby / 3 Comments

The trouble with the A23

If you were designing London for 21st century traffic you probably wouldn’t build the A23. It’s only 53 miles long but because it starts at Waterloo Bridge and finishes in Brighton it’s got five different owners. In the 17 miles from Waterloo Bridge to the M25 it snakes through Kennington, Brixton, Streatham, Norbury, Thornton Heath, Croydon, Purley and Coulsdon.

So it’s hemmed in by residential property but it’s also the main artery for the ‘out of town’ shopping along the Purley Way and it’s the route to and from Gatwick. When Christine and I moved from Brixton we inched along it from A to B and back to A again (more than once). There were several pinch points in that journey but one of the ones we didn’t have to deal with is just to our south at Fiveways. Continue reading

Pride (In the name of GOV.UK)

December 23, 2014 / Benjamin Welby / 1 Comment

On Friday 19th December 2014 when the final agency switched on its pages we celebrated GOV.UK being ‘organisation complete’.

Three years ago one of the four things Baroness Lane Fox told government to do was ‘fix publishing‘. She recognised that hundreds of different publishing platforms could do a good job in isolation but required the public to understand the complexity of government and that approaching similar needs in bespoke ways was expensive and inefficient. It wasn’t the first time government had recognised the complexity of its web estate and we’ve stood on those broad shoulders to successfully replace over 600 websites with just the one.

That achievement is only really the end of the beginning but I’ve been reflecting on my highlights so far, in anticipation of what’s to come. I’ve got seven. Continue reading

Can these bones live?

October 27, 2014 / Benjamin Welby / 1 Comment

This is a post about an Old Testament prophet, but it’s not about theology.

It’s also a post about local government, but it’s not about a local Government Digital Service (GDS).

Last week I sat and watched as one of my colleagues showed off government’s digital wares. Not wares built in the GDS offices in Holborn but the work of people elsewhere in government. It’s going on in almost every department. It’s happening across the country. And it’s happening at pace.

It’s a great party. But it’s invite only, and local government hasn’t been included on the guest list.

And it doesn’t look like local government is going to organise one itself.

There’s a consensus that a radically different approach to local government IT/digital delivery is not just a nice to have but something of an immediate imperative and there’s been a lot of debate about what that might look like and who might start that fire.

Local government digital service and the GDS design principles

June 19, 2014 / Benjamin Welby / 4 Comments

This entry is part 7 of 7 in the series Local government digital service

This is the final entry in a series of blogposts unpacking my opinions about the local government digital service debate. In the first post I set out my opinion that a single entity with the mandate and resource to address the common needs of the public is overdue; in the second I wondered about what that might mean from a democratic point of view; my third wondered about the distinction between building and buying services and my fourth explored how this might work in practice. I hope it goes without saying that I don’t claim to have all the answers and want to know where my assumptions are completely barmy!

In this series of posts I’m expressing an opinion. I find the idea persuasive and the need obvious for a local government digital service. I’m certainly not claiming to have all the answers! I think your position on this matter will have a large amount to do with whether you think Baroness Lane-Fox’s cry of “revolution not evolution” is as appropriate in the local context as it was centrally. I believe it is. Happily, local government doesn’t need to revolt from scratch – GDS doesn’t have all the answers but we’ve got some very useful experience about trying to bring all the things together. I think the GDS design principles are brilliant and so to conclude I’m going to think about what they might mean in a local context.

Start with needs*

*user needs not government needs

Local governments have different priorities, different political makeups, different challenges and different histories. They are all unique. And our experiences as citizens can’t be separated from the characteristics of where we live.

But are our needs unique?

The Local Government Services List says not always. It’s imperfect but it is a helpful starting point for the user needs of a resident in any given postcode: if services or information can be described in a consistent fashion then why can’t they be surfaced and accessed in a consistent fashion?

Do less

Local government digital service: how might it work?

June 19, 2014 / Benjamin Welby / 0 Comments

This entry is part 6 of 7 in the series Local government digital service

In this series of blogposts I’m unpacking my opinions about the local government digital service debate. In the first post I set out my opinion that a single entity with the mandate and resource to address the common needs of the public is overdue; in the second I wondered about what that might mean from a democratic point of view and in the third I gave some thought to where services come from already, and could come from in future. In this post I ask how it might work in practice and finish off the series by considering the relevance of the GDS design principles in the context of local government. I hope it goes without saying that I don’t claim to have all the answers so please comment and tell me where my assumptions are completely barmy!

I don’t think I know the answer to this piece of the puzzle but but from my standing start I think there are a few possibilities for how you might create a local government digital service.

Fundamentally this must start with someone having enough mandate to formally recognise the activity that already exists and do a proper Discovery about what 21st century local government digital services could, or should, look like if they were being created from scratch. The Discovery phase of a project is the place to get all the hopes and concerns expressed and understood. It neither prescribes, nor proscribes, a particular approach but gives the space to test some ideas and come up with an idea of what your prototype might look like.

It was interesting that DCLG hosted the event that they did and that the department’s digital leader commented on the resistance to the idea of GOV.UK. So perhaps central government is beginning to think about funding something centrally from the top down to create something akin to GDS. Such an approach would need to work alongside the experience and expertise within councils and make sure it isn’t felt to be an imposition on local authorities whilst still maintain its ability to achieve the disruption it needs to. A centralised approach may be effective in delivering services free from the legacy overheads but it may prove difficult to build the relationships between local authorities that will actually result in consistently world class service design.

Local government digital service: build or buy?

June 19, 2014 / Benjamin Welby / 0 Comments

This entry is part 5 of 7 in the series Local government digital service

In this series of blogposts I’m unpacking my opinions about the local government digital service debate. In the first post I set out my opinion that a single entity with the mandate and resource to address the common needs of the public is overdue and in the second I wondered about what that might mean for democracy. In this post I think about where services come from and in the others I wonder about how it might work in practice and finish off the series by considering the relevance of the GDS design principles in the context of local government. I hope it goes without saying that I don’t claim to have all the answers and want to know where my assumptions are completely barmy!

In the debate about meeting localised user needs in a coherent fashion it can be forgotten that it’s something that actually happens every day. There is a precedent for local residents to administer very postcode specific activities through a single product that is managed and delivered centrally.

They are not perfect examples of services that would be given the Digital by Default Service Standard seal of approval but that’s even better – they give the local government digital service lessons to learn and opportunities to iterate.

A first example would be the Blue Badge service. It is a piece of policy owned by the Department for Transport but which is administered by local councils. The digital service gives a consistent experience to the person who wants to apply for, change or renew their blue badge. That is a veneer on top of a complicated process but the complexity is hidden from the public allowing the service to be administered according to the local characteristics of the relevant council. The service is showing its age and has certain usability issues but here is a common user need served by a common digital service to administer a central government policy in a very localised way.

Local government digital service: democracy

June 19, 2014 / Benjamin Welby / 0 Comments

This entry is part 4 of 7 in the series Local government digital service

In this series of blogposts I’m unpacking my opinions about the local government digital service debate. In the first post I set out my opinion that a single entity with the mandate and resource to address the common needs of the public is overdue and here I wonder about what that means for democracy. In the other posts I thought about the distinction between building and buying services, asked how it might work in practice and finish off the series by considering the relevance of the GDS design principles in the context of local government. I hope it goes without saying that I don’t claim to have all the answers and want to know where my assumptions are completely barmy!

In the fanfare and celebration of what has been done in the last two years it can be forgotten that central government had brilliant pockets of service design being delivered by exceptional civil servants. UKGovCamp had been instrumental in joining the dots between those people and created the conditions where GDS could thrive. It is absolutely not the case that everything was rubbish and suddenly GDS made all things new.

And one of the brilliant things about an event the Department for Communities and Local Government recently hosted to stimulate the debate about collaboration between councils was getting to spend the day with a room full of people committed to public service delivery. Whatever might happen in transforming the approach of local government it must acknowledge that the commitment and self-organisation of those brought together by UKGovCamp for central government is exemplified by LocalGovDigital who are dragging their sector forward in the margins of their day jobs.

On a local government digital service

June 19, 2014 / Benjamin Welby / 1 Comment

This entry is part 3 of 7 in the series Local government digital service

I think local government would benefit hugely from a disruptive approach to providing digital services and meeting user needs. I’ve thought this for some time. This is the first of a series of blogposts where I unpack why I think what I think; the second talks about the threat such ideas have to local democracy ; the third about the provenance of services themselves; the fourth about how such an organisation might work and the final post considers the GDS design principles in the context of local government. I hope it goes without saying that I don’t claim to have all the answers and want to know where my assumptions are completely barmy!

There is a conversation about digital government that does not go away. It is all the fault of alphagov.co.uk and the birth of the Government Digital Service. Does local government need a digital service for itself?

It’s an opinion polarising conversation.

While I was working for Hull City Council I wrote a couple of things that led to my joining GDS. GDS has a very specific focus on central government, and central government only. And there is plenty to keep us busy. I’ve worked on different projects and learnt huge amounts but there is an obvious gulf between the mandate we have to support digital service design across our sector and the inconsistent patchwork of innovative practice in local government.

The trouble with the A23

Start with needs*

Do less

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