Open Data Scotland Programme Review A note from Digital Scotland...

The Open Data Strategy sets out our ambition for making public data in Scotland open and available for others to use and reuse. In doing so we will Open Data Scotland is a programme which has involved four of provide a societal asset which offers significant benefits and supports: Scotland’s local authorities since Spring 2014 - Edinburgh, Aberdeen, East Lothian and Clackmannanshire. Public bodies making better use of data in service design and delivery,

Accountability, transparency and civic engagement on public services,

Jackie McKenzie Project Lead Wider social and economic benefits through Nesta innovative use of the data.

Aberdeen and Edinburgh City Councils have been at the leading edge of the nascent open data work in Scotland and can be seen as ‘mature’ players, Aligned with the G8 open data principles, the strategy sets out how we can take an intelligent approach willing to share their knowledge and expertise with to making our data open. We have identified a number of national actions which will help to support others. East Lothian and Clackmannanshire came organisations as they implement their own Open Data publication plans. to the programme with little or no experience of open data, but with an ambitious attitude and a We have established an Open Data network and are in the process of developing a supporting resource willingness to experiment and embrace innovation. We have been fortunate to be part of the wider pack. If you are interested in joining our network, contributing to the resource pack or in finding out more ‘Code for Europe’ programme which has involved please contact Tabitha Stringer [email protected] or visit our web pages Each local authority was appointed a ‘Code Fellow in designers and technologists across Europe working www.gov.scot/Topics/Economy/digital/digitalservices/datamanagement Residence’ (a technologist) who has worked intensively with civic authorities to increase the use of open with the local authority staff over 12 months to open data sets to enhance civic transparency and improve up data sets, publish these on a portal so they can decision making. Our learning from our work in be re-used and created new digital public services- Scotland as well as in Europe has been shared in apps and web content to enhance both citizens and this booklet in order to increase understanding visitors experiences of the local authority. A ‘Designer and the uptake of this emerging field. in Residence’ also worked with the technologists and local authority staff across the four authorities. We hope this is of use. Andrew Sage Technologist in Residence Aberdeen City Council

From the outset it was decided that we should take a multi-phased approach:

Build an infrastructure first

Use this infrastructure to create something that the public desired and wanted to use

Initially the plan was to create an Open 311 based portal to allow the citizens of Aberdeen to submit and query non-essential issues. However it rapidly became clear that this would not be possible due to the way Aberdeen City Ian Watt Aberdeen City Council worked and the entire project would have finished before the necessary access was in e-Government Manager place to the systems we had planned to interact with. Aberdeen City Council Part of the thinking behind using a Code Fellow working with rather than for Aberdeen City Council meant that failure was an option at any of the stages of development and if failure occurred the direction What we did Some challenges and benefits could rapidly be changed to find alternative solutions Key to getting that public backing was to hold the We began by outlining three phases for the Working with an independent, external developer, or direct attention to different problems. Had this been CodeTheCity hack-event in Aberdeen within the first programme; an infrastructure phase and two rather than a contractor, adds a welcome a traditional project then meeting after meeting would few months of the project. Using the data in our application development phases. We then level of challenge to assumptions. have been called to decide on what to do after the newly developed Open311 system as an example, we first problem was hit and time would have ran out. Council drew up a shortlist of potential projects, and demonstrated to members of the public and Aberdeen City canvassed the support of Services for those. We You need a robust Open Data platform to underpin your Council the kind of things that could rapidly be developed. selected the ones for which we had organisational projects. Don’t underestimate the technical input needed The response to the Open 311 set back was to develop As a result of this a need for a central resource to allow support with data on which we could build. to set one up, even if it is a popular Open Source one. a read only Open311 server populated with data people to find sporting & fitness activities was identified. In the same way, consider the need for a designer when about schools, community centres and car parks. We linked each phase of our programme creating mobile applications, and budget for that role. A server based solution, called MatchTheCity, was with a hack weekend under the CodeTheCity Key to the success of this project was ensuring that developed to hold a standardised set of data about (CTC) banner. This allowed us to have large Consider the long-term challenge of adopting and we had interest from the public in what we were venues and activities taking place at these venues. Initially groups of people experimenting with ideas maintaining externally-developed apps. These are delivering, after all there was no point in building the data was captured via scrapping from websites and rapid prototypes. We incorporated the often built on non-standard platforms which Local some big shiny application just because someone and manual entry. However this worked as a very good best of these back into our programme. Authorities don’t support, or use modern coding in the council thinks it is a good idea and no one demonstration to encourage other data holders to languages which are rarely seen in local government. in the outside world actually has a desire for it. make their data available. Further development of the We devised and prototyped our Mobile App for MatchTheCity engine formed a major part of the project. sports and active lifestyle at CTC. It was then developed into a full product with our Code Fellow. My hopes for open data in public services MatchTheCity, was Using MatchTheCity as the data source, a native To begin with volunteers scraped the data at CTC developed to hold a mobile app was developed for iPhone and Android. to test concepts. Then more robust processes We need to develop Open Data (OD) eco-systems at a standardised set of data The app, Active Aberdeen, allows users to find were put in place. We crowd-sourced additional national and local level. These need to engage a range of about venues and activities activities to do based on their preferences. data to enhance the official open data (OD). parties such as local government, health, the 3rd sector, taking place at these venues Academia, SMEs, individual developers and designers. MatchTheCity has been enhanced to allow people In the same way, we built the MatchTheCity engine These will fuel the demand for OD to be made available to create their own organisations and add their own and refined it over successive CTC weekends by adding as standard, in easy-to-consume formats. They will events for people to find out about. However in order extra data and functionality. This platform supports also provide use-cases for innovation based on OD, and PROJECT LINKS to ensure quality of data, a mechanism has been the sports app and several other applications. demonstrate the economic case for sharing data openly. put in place to allow organisations to be verified http://open311.xoverto.com so the consumers of data can trust the data. We made a mobile application to show empty car The publication of the Scottish Governments first Open https://github.com/andrewsage/open311server parking spaces in real time. This uses both council Data Strategy on 24th Feb 2015 will support that Opening data in government agencies brings with it both and private sector data. We can’t currently launch change. Finally, we need to support organisations such http://matchthecity.org source benefits and challenges, although the challenges present it, but will do so once we replace the back-end as the ODI, and in turn be supported by them, and opportunities for fast moving independent developers https://github.com/CodeTheCity/matchthecity council system on which it depends for data. work with them to educate all stakeholder groups in like myself working with these government agencies. the importance of OD in public services and beyond. David Morrison Technologist in Residence East Lothian Council

Our first task in East Lothian was to assemble an open project to drive the adoption of the open data practices data stakeholder group to feed ideas, requirements and across multiple departments. We simultaneously began constraints into the project. This gave us access to to develop the app and gather the necessary data. people inside the council who were enthusiastic about open data. From this group, we identified a number of Unfortunately it became evident that the council lacked departments to act as internal clients for our project. the resources required to keep a data set of this kind By targeting our work at specific departments, we up-to-date. For this reason we pivoted, identifying a new hoped to address problems that had already been internal client in the Landscape and Countryside Service clearly identified and also to ensure that the outcomes and producing Go Explore, an app for wildlife spotting of the project were sustained past its conclusion. along the county’s core paths network. This change in direction was only possible because of relationships Like many of the engagements, our project broke built up at the monthly stakeholders meeting. down into three parts; a data portal, based on CKAN, to host open data from within the organisation, Another outcome of the stakeholders group was the a mobile app that showcases the data in use and creation of the East Lothian Open Data Strategy. The a number of small experimental projects. council’s Corporate Policy and Improvement Unit undertook this, members of whom had been attending East Lothian Matt Jones Early on we wanted to demonstrate that software our stakeholders meeting. The document ensures could be made quickly and used to solve small that there is a strategic legacy from the project. Web Manager specific problems. East Lothian is a relatively rural East Lothian Council county where the availability of high-speed Internet connections can be limited. In a couple of days we created a map of all the public Wi-Fi hotspots Key lessons in the county and got it online. We then accepted Open Data was a new concept to many at East The first project was in response to the council’s submissions from local businesses such as cafes and Lothian Council, and the opportunity to work Digital Inclusion strategy which highlighted the bookshops. So far we have 34 networks mapped Assemble a stakeholder group as your first task with Nesta was both a challenging and rewarding need to get residents without home internet that are free for members of the public to use. experience which led to new ways of working access online. We produced a web-based map that Demonstrate value early in the project

Council within the authority, and useful and exciting showed all council-owned wifi spots and internet For our larger product, we began working on an technology being developed for our residents. access locations across East Lothian. Then we app to help tourists and residents of the county to Ensure the organisation has the capacity to provide reached out to the local business community plan trip and days out. This had two motivations. The first challenge of the project was to sell to invite those businesses with free wifi spots necessary data sets and maintain them Firstly, we had identified the Economic Development the idea of Open Data to staff within the to have their details promoted on the map. department as our internal client and this addressed organisation by highlighting the benefits and Work on the data before working on the app. their objective to increasing commercial activity outside promoting showcase examples of projects and The second project involved working with colleagues the main tourist centres. Secondly, to achieve this applications that had been developed by other across various service areas to produce a tourism would require a large amount of information about authorities in the UK and across Europe. mobile app to encourage residents and tourists to attractions, places, local events and the transport explore the stunning coast and countryside in East infrastructure to be made open. We hoped to use to On the back of the enthusiasm generated by seeing Lothian. The app pulled together GIS data of the core Project links what could be achieved, we set about creating an paths network and wildlife data from a paper based inventory of the data sets we held, and looked at publication. Together, these two data sets formed an Find Open Wifi the problems that could be solved through using easy-to-use mobile app, which lets the user choose a http://eastlothian.gov.uk/findopenwifi these data sets to produce innovative technology. path from areas around the county, giving the distance and route, and showing what wildlife can be spotted. C-Kan One of the main outcomes that I hoped to achieve https://opendata.eastlothian.gov.uk for East Lothian was a culture change in the way the It is my hope that the Nesta project will act as a organisation worked with public data. The green catalyst for continued Open Data development Go Explore! shoots of this culture change have begun to emerge both in East Lothian and throughout other http://goexplore.eastlothian.gov.uk through the drafting of the Council’s first Open Data Scottish Local Authorities and organisations, http://github.com/davemor/goexplore-android Strategy, backed up with a showcase Open Data Portal. through a joined up, collaborative approach to http://github.com/davemor/goexplore-ios ensure common standards and practices. Throughout the project, a recurring challenge has been trying to ‘sell’ the idea of Open Data to already extremely busy departments. The best way to sell the concept was to produce workable, functional examples, and we did this through two web and mobile applications developed by our Nesta fellows. City of Edinburgh Sally Kerr Digital Services Manager City of Edinburgh Council

Our project for the Open Data Scotland programme Lessons we’ve learned: was ambitious, to deliver a new digital service that offers a fresh approach to creating future heritage. We • It’s essential to have a sponsor who can support the have largely delivered this with Edinburgh Collected, a project and sustain it post delivery platform where individuals and groups can contribute material related to their daily lives past and present, • Project scoping is critical as there is a resource their working life and the areas where they live, commitment for the project beyond paid for expanding Edinburgh’s digital heritage. developer/designer time. Scope should be as detailed

Council as possible and potential dependencies such as user testing, meetings and external commitments for team members • Make sure your entire team is in place and committed from the start – you will lose valuable time catching up and coping with delays if not • Agile planning techniques are great for this type of project but you must allow time in the project plan for the regular stand-ups, iterations and reviews • Build a responsive web solution first – it avoids support implications of multiple apps Alan Gardener • Have a clear plan for marketing, embedding and Technologist in Residence sustaining your project City of Edinburgh Council • Have a wider strategy that your project sits within, to achieve maximum benefit What was achieved? What did we learn? Benefits The main focus of the engagement was Edinburgh 1. If I could start over I would probably prefer to As a result of this project we are: • Working with Nesta is a great opportunity to learn Collected (https://edinburghcollected.org), a responsive implement a number of smaller projects and use the new approaches to projects, digital and open data web application that enables citizens of Edinburgh experience of building and launching those to inform the • sharing existing open data from our Capital Collections • This is a great way to build digital products, building to share their memories of the city. Citizens can Local Authority’s overall policy towards open data and digital repository ownership and delivering a quality project add their own memories, browse those belonging to application development. This is kind of a “teach a man to others and gather memories together in scrapbooks fish” scenario. Instead of just building a product, build the • crowd-sourcing new heritage data • You will learn and share new skills and make some that can then be shared. The content is searchable process and environment in which successful products can great contacts who will help your work in the future • writing and sharing newly produced open data and is fully moderated by the Libraries division. It be built after the engagement completes. It was for this • offering a platform and digital support to • You will learn new approaches and thinking that will allows citizens to add to the city’s open data store, reason that we dedicated time in Phase 2 to put together organisations and groups across the city for their own drive innovation and change in your organisation which can then be used through an API by developers a guide for how developers can work with the council. heritage data looking for location-aware media of the city. 2. It is easier to share knowledge than data. Data and the • we’ve developed a platform that’s shareable and re- For the future Through building this application, and reviewing other format it comes in tends to be specific to the organisation usable We hope to see open data become embedded in similar projects we were also able to put together a guide that created it, but the knowledge of how you were able • sharing agile techniques training with teams in the Scotland with the support of the new Scottish for other developers looking to work with the council. to extract that data and the lessons learned doing so are Council Government strategy, and for Scotland to become a much more transferable and, arguably, more valuable. We also carried out a flash hack in a week to help one of • we’ve held the Council’s first flash hack, a proof of living data store, where local people as well as policy the council departments get some quick feedback on an 3. It is easier to share data than code. Code is concept that developed a prototype for a new app over makers and developers are encouraged to engage, application that they were putting a proposal together for. written in a specific language and is hard to share a week’s intensive activity. We have embedded this contribute and innovate with data that informs and with code written in other languages. Data has approach in our working practices empowers everyone to have better lives. fewer formats and if it can be read by one language there’s a good chance it can be read by all. Project links 4. It is easier to share code libraries than whole Site: https://edinburghcollected.org applications. Applications tend to be specific solutions to Code: http://github.com/urfolomeus/edinburgh_collected specific problems. Even if your problem looks the same API: http://www.edinburghopendata.info/dataset/ there is a good chance it will differ in some way, either edinburgh-stories-api-memories now or in the future. Instead prefer to extract libraries that carry out a single task. It is much easier to reuse those. PROJECT LINKS http://github.com/digitalWestie/ohana-api/ http://github.com/digitalWestie/clacks-ohana-search/ http://gis.clacksweb.org.uk/ http://gis.clacksweb.org.uk:8080/geoexplorer/ https://github.com/digitalWestie/ckan-geosuitepreviewer/ Data Portal with CKAN & GeoSuite Portal Data other main piece ofThe work was the open data portal. We its position as a leading data given CKAN, to deploy chose portal, support and strong community network. a OpenGeo Suite, Complimenting the CKAN instance is managing, platform and creating hosting, for geospatial of A variety maps. now the council are maps held by at: to view available A plug-in was written to support also the integration of the on GitHub with has been made available two platforms. This documentation Using this plugin, maps listed on CKAN can easily be benefits of The using the OpenGeo Suite tools. viewed First, the CKAN platform several. solution are the above servinghelps the council open data with the wider public, of and cutting the number obligations transparency FOI to be handled. Since the geospatial that have requests OpenGeo is quite comprehensive, by provided software it and the licence fee software the current it can replace obliges. of taking full advantage projects, all the above for As goes some internal hence organisation, requires this software users in the Involving role. a key have the champions ofdevelopment just useful in the sense isn’t the software of are users who also in that it creates design, but good This and its capabilities. the software about knowledgeable is important static, and skills need to be isn’t as software it failings any it maintained and overcome in place to keep have. may Rory Gianni Rory in Residence Technologist Clackmannanshire Council We set out to create an application which provides a provides an application which set out to create We quick and useful means of options identifying childcare this end, we created To and carers. to parents available app that can map, ‘Clackskids’, a mobile friendly web services based on location, category, filter and search on Services available and keywords. schedule age, pricing, Clackskids include sport scout groups, clubs, nurseries, and support groups. SMC- America’s Code for by Clackskids was inspired Ohana is an open Connect and Ohana API projects. directory of data on all kinds structures services, which of food, human services emergency as counselling, such SMC-Connect and social services. Meanwhile, healthcare these services. to search interface a user-friendly provides of localised version a we created In our case, Ohana- the data on the services that and provide API to manage Since Ohana-API is designed to handle all Clackskids uses. kinds of services, it could also act as a platform apps for other types of for Clackskids but like services. a clear data specification, co-created Since Ohana follows of a variety by this added to the project’s contributors, In hindsight, contacting and transferability. flexibility and project developers, (users, community the project’s leads) of been very helpful. The Ohana earlier would have best features, helped explain have community project’s of and direction ofpractice, the project. Many for travel in documentation. surface wouldn’t aspects that these are Clackskids and Ohana API Clackskids Lessons Learned a very small Council even lesson is that biggest • The components key can engage Open Data. The with with the right skills and access to people having are with easy access to servers software and attitudes, and permission to experiment. to tinker, which is important an Open Data infrastructure if• Developing be may the “App” While the project is to be sustainable. the infrastructure the most high impact product, without also are Apps will be no data to use in the app. there other apps in future. by will be replaced they transient, our GIS revamped have nose! We your • Follow opening up the opportunityinfrastructure of significant consequence of as a direct cost savings future our this project. mapping tools for need to provide from transferrable not as easily are Apps • Civic might expect. one Council to another as you others to • In a shrinking Council, persuading project can be difficult especially prioritise your You to demonstrate. is nothing concrete there when we Once people. something to show need to have services we then found coming had a working app, it could be used. could see how as they on board John Munro John ICT Service Manager Council Clackmannanshire With little prior knowledge of little prior knowledge With Open Data, this project was to for our initial ambition would provide which a mobile App develop as resources personalised access to childcare part of in our Making the early intervention strand programme. Better change Clackmannanshire on three we focussed As the project evolved Developing Transfer, Knowledge main areas: Application. and our Childcare a Portal Council officers with provided transfer Knowledge and systems used in information standards about Open Data, the ecosystem of in involved agencies ofOpen Data and the sources Open Data existing re-use. for available were applications which Data portal a CKAN Open successfully built We and is a called Clacks Kids which an App developed Spin-offlocation based service directory. activities portal an open GIS mapping develop lead us to have GIS Strategy to inform our future is likely and a which reporting platformbased on the Open311 standard. ofMany Open Data is typically which the problems in a small Council. Mass exist don’t used to solve transportation routes. an issue with only 3 bus isn’t part taking community a developer isn’t in hack There Why applications. innovative and generating events then should a small Council pursue Open Data? opportunitiesOpen Data affords to be more by through being nimble efficient, whether to improve Apps Civic available adopting freely the time spent service reducing or by delivery from the public information to requests responding that we will be or partners. it is likely In time, data anyway. more statute to share by required Location based services will become increasingly important. will expect citizens In the near future and using to use their personal device to be able the tools of with see and interact their choice, Council for In order nearby. services are which services to be part of this world, data about those services openly. be published must The biggest lesson is that even a very small small a very even that is lesson biggest The Open Data. with engage can Council Clackmannanshire Council KEY TAKEAWAY KEY TAKEAWAY KEY TAKEAWAY KEY TAKEAWAY you can fix them and you can fix them and you can fix them and you can fix them and you pain points are so that pain points are so that pain points are so that pain points are so that pain points are Learn what your stakeholders stakeholders Learn your what stakeholders Learn your what stakeholders Learn your what stakeholders Learn your what communicate how to fix them! how communicate to fix them! how communicate to fix them! how communicate to fix them! how communicate Edinburgh Collected was the largest scale project in this Edinburgh Collected was the largest I initially startedprogram and proved to be the most difficult. so that we could do some user testing prototyping in inVision we tried to add more and but this soon became complicated as had an organised more complex layers to it. While Edinburgh to test the app with user testing group I also found it useful feedback. The good thing about friends and family for quicker are your users! public sector work is that most people to find out Aberdeen Active, Andrew and I hit the streets With was invaluable, ‘if we build it, will they use it’? The feedback really hit home the value and luckily a resounding yes, but this cost anything and can of quick and honest feedback. It doesn’t qualify your ideas instantly. Planner app but At East Lothian we started out designing a Trip eventually became aware that the data was not good enough to use and that there were no resources to complete the data set. Luckily to have an group was keen a member of the stakeholder however, with him to identify app promoting wildlife in the area so I worked an informative the content and data sets that we could use to make wildlife app which crosses their wildlife database with open paths and nature lovers. data - a handy asset for walkers in public Open Data Scotland was the first time I’d really worked Council was great as they with Clackmannanshire Working sector. on the ideas that Rorywere really keen up with but and I came also because I learned a lot about how to communicate the ideas to get them on board. better to local authority workers Design ototyping Pr After maps or user journeys I we had agreed site which help balsamiq and inVision utilised tools like prototypes which we could test me create low fidelity was out plans to code. InVision before committing for me because it meant that we a really useful tool online, and users and out remotely, could test our ideas on individual screens. could comment stakeholders style across all of flat design have used a clean, We for the apps, but using fun colours and illustration guidelines ClacksKids in a rare instance where brand were not strict. Analysis , cost W VIE tivity page LIST ac tivity details to the tion, indoors/outdoors ilter/Search controls er esting GE Ac F GE . , ex o, tivities ost t details ime ts GE AIL PA T y tion level AIL PA y, PA ime inf ntac er tivit T view oggle tivities T ac , Co , Ex enue name ac User selec V User clicks on MAIN dd to schedule User T A Date & Description, C enue TIVITY DET V ddress VENUE DET Suggestions of similar A AC List of available ac Distance/Area, Da y, W tivit VIE tivity page MAP ac ype of ac T : tivity pins link to the ilter/Search controls F Ac ilter by F tivity to schedule User adds ac ITERATIVE Design Process ITERATIVE User signs in esearch Jen Thomson Jen in Residence Designer EuropeCode for Project tivities t details OURITES User R ts tivities ntac dd/Remove TINGS Aler , Co SET List of ac Calendar view/ TION LIKES/DISLIKES USER ddress ADMIN List of saved ac Edit list - A SEC A SCHEDULE / FAV My job was to design the user interfacesMy job was to design across all four projects and although some of the of the local authority projects were started before I was brought on board to a typical user centered design we managed to stick process. doing user research - mostly going This process involved people on the street about our out and speaking to results, designing and prototyping ideas, analysing the While not everythe idea and conducting user testing. project required every we took an step of this process, have tested and iterative approach to the design and the design and functionality along the way. tweaked Designer in Residence LEAR N I NG FR O M Insights for Local Government Dr Perrie Ballantyne Learning Partner

About the learning enquiry This paper presents some high level messages from this enquiry. It briefly describes what the councils have been doing and the progress they have made in terms of getting new apps and This paper shares key messages from the learning enquiry that has run alongside the services off the ground and building capability for the future. It also: Open Data Scotland programme. The learning enquiry has followed the four Scottish councils and documented the work they have done during the programme. We have been • Offers insights for local councils who might be preparing to begin this kind of work particularly interested to understand how councils in Scotland might best be supported

OPE N DA • Poses questions for the Scottish National Government, Nesta and other intermediaries and partner to get involved in open data, explore its opportunities and develop the expertise needed who might like to play a role in creating the conditions for more digital and data innovation in local to create new public value from this work. government and local public services. An enquiry framework has underpinned this research and reports have been produced We hope this helps councils to better understand and get started with open data projects and also through the programme for internal programme audiences. These have drawn on generates discussion about the best way to support this work in the future. interviews and discussions with key players in the programme. T A SCO

It feels like we’ve been at this work for years, but it is still

T LA N D really early days for open data. We’re starting out on a journey – we’re testing the water.

The open data movement is a relatively recent, global phenomenon. Local authorities in Scotland, and indeed across most of the world, are not used to thinking that the data they hold and collect – be they cultural, financial, demographic, environmental or relating to transport, services and facilitates – could be a prompt for innovation. But we’re beginning to think very differently about data and its value.

Local and municipal governments across the world have been inspired by Peter Corbett’s Apps for Democracy contest (first run in 2008), initiating similar competitions that invite developers to work with data sets to create new apps and services that solve civic problems.

Open Data Scotland and Code for Europe (the bigger programme of which it is part) is part of this movement. Both programmes are modelled on Code for America in their ambitions and design. Code for America identified that governments held huge amounts of data that could be potentially valuable if developers could be encouraged to work freely with it, creating apps and services that solved civic problems and enhanced Learning from the Four Councils peoples’ lives. But it also saw that governments do not traditionally have access to the specialised knowledge, skills and capabilities needed for this kind of innovation. The programme therefore aspired to broker those Open Data Scotland has given four councils in Scotland Each council worked on its own local projects and connections, growing capacity for digital innovation around government and communities. This is very much the opportunity to either embark on open data projects priorities, but they have all had similar kinds of what Open Data Scotland has also aimed to do. for the first time (East Lothian and Clackmannanshire) ambitions. In a programme that offered a lot of flex or to deepen and accelerate their practice in this area to adapt to local learning and development priorities, This is important context for this programme and for understanding the achievements of the four participating (Edinburgh and Aberdeen). the councils recognized a valuable opportunity to local councils – Edinburgh, East Lothian, Clackmannanshire and Aberdeen. All wanted to be part of Open work closely and differently with talent and skills not Data Scotland because they believed that innovation around the use of data has the potential to bring huge In this cohort, two councils were at the leading commonly found in or easy for them to commission. benefit to their localities. But they also understand that they are experimenting at the edge of practice and the edge of practice in Scotland and two had little or no They used this opportunity to make apps and services outcomes of their work are as yet hard to determine. There are 32 local councils in Scotland and only five are experience, but were up for learning something very as the programme specified. But they also addressed a seriously engaged in open data projects (though this is changing as the national government develops plans new. There was a specific programme requirement to range of additional priorities that are outlined below. for a nation-wide approach). Unlike some other countries (such as England) where there has been a national produce and launch at least two new apps and services imperative for government to open its data, there is no such mandate in Scotland. Four of those five councils in the localities, working with the Code Fellows. The The work they chose to do – and the things they spent are participating in Open Data Scotland (the other, Glasgow, is working independently and supported by aim in getting these projects up and running was to considerable time doing – offers a helpful suggestion Innovate UK). demonstrate the potential of open data and the kind of of what other councils might need to do to get started innovation that is possible working with the public data on this work. It also shows that the councils are serious Open Data Scotland has therefore offered its participants an important opportunity to work together rather that councils (and other partners) hold. about open data. Far from a novelty side-project, this than in isolation and to be supported – for a short period at least – to develop their expertise and practice. The programme, was about laying the groundwork for a councils have worked together, learning from and with each other as they experiment with new creative and longer-term future of smarter data management and technological approaches and try to solve problems and develop products and services in very different ways. digital innovation. LEARNING FROM LEARNING

Laying the groundwork – key priorities for local government Project Leads have laid important groundwork in their organisations and localities for future open data and digital innovation. This has involved four key activities: OPEN DATA SCOTLAND

Helping colleagues to understand ‘open Initiating projects with innovative models, • Developing leaders of open data and digital 1 data’ and the opportunities it represents 2 demonstrate potential and build confidence innovation: The programme has offered explicit Supporting product and service opportunities for its Project Leads to learn about development projects around The first job of leaders of this work has been to Each council worked with Code Fellows, colleagues and open data and app development. They have reported help colleagues to understand what open data partners to get new apps and services off the ground. benefits in terms of increased knowledge and data involves specific talents, is and why it might be an important opportunity Councils feel that app development has been a critical expertise, along with the confidence and connections skills and activities, including: for local government to pursue. Key audiences thing to do – it is not enough simply to open data and to lead more ambitious projects in the future. The for these efforts include SMT (who need to share it publicly, you need to demonstrate the kinds of Project Leads have been directly responsible for • Understanding what motivates developers to support projects at the highest level), things it is possible to do and to make with the data. influencing a greater commitment to open data in work on projects and being able to mobilise IT departments (where colleagues have been their organisations, along with some deeper pockets people to causes identified by the council and doing the work), and a range of internal Interestingly, councils in this programme feel that it can of expertise. The more experienced leaders are communities and external partners (where opportunities be worthwhile to do this work even if you take a project operating across a much wider sphere – they are for data driven innovation might lie). no further than a prototype. You can build new knowledge bringing external partners into this work (developers, • Designing and facilitating high-quality events and skills through a quick and inexpensive project that other public and voluntary services, private and activities (such as ‘hack days’) that unlock Bringing people into the open data agenda is not at demonstrates what’s possible and helps you to build companies, academics, innovation intermediaries) creativity and help people to work to a purpose all straightforward. Those who have been doing this confidence and interest in a bigger piece of work. and facilitating a wider open data ‘eco-system’ for some time suggest that two things are helpful. • Managing colleagues’ expectations and Until you see it in action, you just don’t know how quickly connecting the outputs of these activities into The first is sharing case studies of new services you can build something, iterate it, add a feature, get future service development and applications that other local and municipal feedback and develop it – all over a weekend. The usual authorities have built, that are up and running and way a council would pursue this would be to contract • Engaging colleagues in different departments showing benefit. If colleagues can use the apps someone and the thing would be developed in 12 and external partners and make links into themselves (such as transport app that helps them months, and if it’s not quite right then you live with it. communities to test and develop prototypes to know when the next train is arriving) then they are much more likely to see what the benefits and value • Embedding new service innovations in might be and what local projects might be possible. councils and localities Building capability for open data The second thing colleagues in councils are doing and digital innovation 3 • Creating, maintaining and building a to bring people on board is simply involving them in Facilitating an open community of developers and others interested key parts of the process, such as ‘hack’ events where Alongside building new apps and services, data ‘eco-system’ 4 in applying their expertise to civic problems. developers and coders get creative with data and make the councils have addressed a range of other their first iterations of new apps and services. Councils priorities that support longer-term ambitions Creating value from open data requires leaders to think have found that this single activity – demonstrating the for digital innovation. These include: in terms of a whole system of activity and to mobilise process, and allowing colleagues to participate – is the a range of new people and partners to the challenge. most powerful way to build champions for the work. • Strategies for data and digital innovation: Each council Two of the councils in this programme are has developed an open data strategy and is working Project Leads talk about developing the ‘ecosystem’ already thinking about their leadership in these When colleagues meet developers and see these to define what the action plans stemming from this for this work. This means encouraging people terms and regularly do a range of things in their kinds of processes they think, ‘Wow! I might might look like. In most cases the open data strategy (whether colleagues or external partners) to open localities to stimulate demand for and creative never have thought you could develop a service in links to the wider strategy for digital innovation. data sets and make them available. But it also means application of data alongside their ‘day jobs’. this way.’ Every time we do this, people become identifying and mobilising developers, coders and They have strong links into communities of enthusiastic. People become open data champions. • Open data platforms and portals: Each council has designers who can see opportunities in data and developers and coders; great relationships with One of the big benefits of this work has been the established a platform or portal for publishing its data. create something new that people want and will use. key intermediaries who support open data work; services within the council have started to see that This provides the infrastructure for open data work in run regular events to solve civic problems across data is a valuable asset and that it can be put to the future and Project Leads are working to develop This is a considerable undertaking, involving a huge their localities and are constantly looking for uses you originally would never have imagined. standards and processes for how to publish data sets on amount of network and capacity building and requiring new partners to collaborate with on projects. the portals as part of normal information management. specific kinds of leadership and expertise (and possibly not the kind generally found in council IT departments). LEARNING FROM Key challenges for the local government system Two big challenges have emerged from discussions around this work. These are presented be- low along with some questions that should prompt discussion around how we might strength- en the environment for digital and data-driven innovation in local government. OPEN DATA SCOTLAND

It is not enough to open data This work is experimental – – supporting its use and and it’s difficult to do within a Key questions Key questions application is critical council setting

Those at the leading edge of practice understand that Local government is a notoriously difficult environment councils need to have a plan for incentivising and facilitat- for experimentation and innovation. In order to undertake ing focussed, creative activity around data that addresses this work, Project Leads and Code Fellows have had to be local priorities. Some of the challenges councils are con- ‘creative’. The term ‘under the radar’ describes how this tending with include: work takes place. Who will incentivise and facilitate What different models for working • Leadership and resource requirements for stimulating the use and application of open Most obviously, technical work has had to happen on could be usefully explored? and supporting development projects around data are not data? Who is providing the systems unconnected to councils – the permissions always considered: While there is sometimes support in investment and the expertise? required to open up access would not have been councils for open data, it is less clear where the respon- forthcoming or would have taken as long to secure as the What partners could play as sibilities lies for stimulating and supporting development programme duration. For this reason a lot of the work important role alongside local projects around data. One Project Lead talked about doing has taken place with Code Fellows working at home on this work outside of the day job, using their own time and government system (such as their own equipment, which hasn’t enabled the degree of money: We need a strategic approach in place to drive innovation intermediaries)? collaboration, partnership and embedding new practice activity. This is not just about providing data – we need a that many councils would have liked. programme that supports its use. We need to build capac- ity here and beyond the council. Securing the right technical environment for development What could the role of is one aspect of this challenge, but there are numerous intermediaries and partners be in • The skills and expertise are not always accessible: Coun- others relating to various aspects of local government helping councils to create great cils not located in major cities with relevant skills clusters How should councils who are culture and operating environment, including environments for experimentation are struggling to see how they can mobilise talent to their management cultures and procurement. and development? geographically distant from cause, but are looking for creative solutions: We don’t have a big developer community. The only way for us to contin- developer communities get The projects found ways to address the challenges of ue is in partnership – a bigger city runs an app event and involved in open data? How could the work environment, but it hasn’t been easy. Code we supply our data. We can’t be doing things in isolation, they mobilise talent? Fellows also think that some of these factors actively put but we could feed into something bigger. developers off from wanting to work for local government. They discussed the idea of creating ‘innovation zones’ • Current approaches to securing skills and expertise may in councils – places free from normal constraints, where not be sustainable: Councils are currently relying on the development work could be supported to happen. involvement of developers and coders who are sometimes What simple changes to internal giving their time freely at ‘hack’ events. Developers are policies and processes might sending a gentle message to councils to caution them make it easier for creative work As we engage developers in against exhausting their good will: There is a real danger with developers to occur? of hacking people off with civic solutions and data and this work, how can we maintain app events. Thinking this is a way to get council apps their good will and create for free is not on – there is good will there but will have a more sustainable working limit. arrangements? Many thanks to everyone who helped make this open data project in Scotland possible:

Local Authority Leads; Ian Watt, Sally Kerr, Matt Jones, John Munro Technologists in Residence/Code Fellows: David Morrison, Rory Gianni, Andrew Sage, Alan Gardner Designer in Residence: Jen Thomson

Project Lead: Jackie McKenzie Innovation Support: Ruth Watson, Morbhen Rattray, Lorna Edwards User Design Support: David Townson, Sean Miller : Nonon Ltd. Learning: Perrie Ballantyne

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