Government Transformation Week

Government Transformation Summit 2024

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Hybrid Working

Grants Transformation

Talk London

Planning Data Hub

Data for London

Cost of Living Hub

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In response to the rising costs of living, the GLA introduced the Cost of Living Hub in April 2022. This initiative was aimed at centralising the Cost of Living (CoL) support available to Londoners, creating a 'first port of call' for those experiencing minor financial difficulty and able to self-serve. The Financial Hardship team collaborated with the user research and content design teams from the Digital Experience Unit (DEU) to evaluate and deliver an improved Cost of Living Hub for 2023/24 by October 2023.

Cost of Living Hub

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Project Timeline

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Research and Design Process

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User Research Findings: Personas

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Reviewing User Behaviour and Analytics

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Reviewing User Behaviour and Analytics - Hotjar

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Auditing Content

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Designing and testing the wireframe

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Prototype Development and Testing

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Content Redesign

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Beta Testing on Website (Draft)

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Launching New COL HUB: October 2024

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Monitoring User Behaviour and Analytics

Use Cases

Data for London is an initiative aimed at creating a comprehensive data ecosystem for the city of London. It involves the collection, management, and sharing of data to address various challenges and improve the quality of life for LondonersData for London aims to harness the power of data to drive innovation, economic growth, and improved services for all Londoners. You can explore more about it on by visiting London Datastore.

Data for London

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Data for London 2.0 Rebuild

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TPX - Design Decisions for Search and Catalogue

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TPX - Design Decisions

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Working in Sprints

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Artefacts - Assitance Needed

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Artefacts

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Key Considerations

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Sign up for Usability Tasting

Use Cases

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Planning Data Hub

Use Cases

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Talk London is City Hall’s online community platform where Londoners can have their say on important issues affecting the city. It allows residents to share their opinions, participate in discussions, and help shape policies and plans for London. The platform covers a wide range of topics, including housing, the environment, transport, safety, and jobs. By joining Talk London, you can contribute to making London a better place by providing feedback and engaging with other members of the community

Talk London

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Who are the audiences we think about most?

• Talk London members: The end users
• Non-members: Potential new members – particularly underrepresented audiences
• The City Hall stakeholders: They power our content and commission engagement through Talk London as a service

Steps in the initial discovery process:

• Understand City Hall’s ambition for public engagement
• Understand user needs: User research
• Redefine Mission and Vision​
• Guiding principles

Understanding User Needs

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Empowering Londoners to shape a better London, now and for the future generations!"Your city, your say! Lets make London better together!"

Old Mission

New Mission

Redefining our Mission

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Generate moments for all Londoners to take actions that can change the city around them!

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Redesigning our Service

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Measuring Success

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Continuous Improvement

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Talk London Value

Use Cases

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The GLA group is one of the largest grant making organisations in London and grants are used across the group for delivering the policy outcomes set out in Mayoral strategies and the Mayor’s manifesto. ​The Grants and Loans Transformation programme was established within the GLA in 2023 to stabilise (and eventually replace) the GLA’s corporate grant-making platform, GLA OPS, and to define, develop and deliver upon a vision and strategy for all grant making activities across the GLA. Public Digital were appointed at the end of 2023 to conduct a strategic discovery on behalf of the GLA to outline a vision and path forward for delivering a corporate grant making service. ​ Through what is now the Grants and Loans Transformation portfolio we are working to enhance the efficiency, effectiveness, and value for money of the GLA groups’ grant-making activities. Ensuring that where grant making is used as a delivery tool it is done so strategically and effectively and makes the most of the skills, knowledge and capabilities available across the group.

Grants Transformation

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To improve our grants service and tools so people can spend more time doing the things that make Londoners lives better…​ ​​ …and less time fighting with procurement, applications, spreadsheets, reporting, evaluation, SAP and OPS.

Our Aim and Vision

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This portfolio brings together two drivers of change related to GLA group grant making: ​ ​ The need to replace GLA OPS platform and ensure business continuity for two GLA directorates (Housing and Land and Skills and Employmen)t who are the core clients and funders of the service. ​ ​ A desire to bring a more robust strategic framework to grant making activity aimed at civil society and community organisations, and improved efficiency and effectiveness in our grant making to these groups. ​ ​ The GLA OPS team carried out a technical review of GLA OPS (2022) that recommended replacing OPS with a more flexible service that would be cheaper to maintain and improve in line with evolving user needs. The current service is stable but cannot easily (or cost effectively) be improved and will be increasingly costly to maintain as it ages.​ ​ In 2023 Warwick Economics & Development carried out a review of the GLA’s Civil Society grant making activity that recommended creating a Centre of Excellence for Governance and Practice in Grant Making to improve the GLA’s capacity and capability in grant making. ​ ​ This grants portfolio was established to bring both workstreams together and to develop a corporate grant making service – enabled by the best available technology.

Rationale

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We’re designing a new service to support grants management. This is not just about replacing systems – but is looking at the full end-to-end experience of grantees, grant making teams and other users and the support provided to them through people, technology, policy and guidance. ​ ​ We have been engaging teams across the GLA and a wide range of external users to understand current ways of working and pain points to understand what we can streamline, standardise and improve, and ultimately, design a new service that supports this. This will include people, processes and systems. ​ ​ At the heart of this are the users – both internal and external. We want to provide a good and complete solution to the problem, that gives users a good user experience, and supports simpler and proportionate approaches for each stage of grant, loans and project management. ​ ​ Grants has proved to be an effective delivery tool for the GLA group, helping to deliver a variety of outcomes. By doing this work, we want to increase this effectiveness (by reaching more grantees), whilst increasing the efficiency of the end-to-end processes and maximizing the economic value of grants by reducing the overheads of delivering and applying for grants.

Our approach

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​ Move to an operating model that fits

Make payments efficient, accurate and timely so they are no longer a source of financial instability for small and first-time grantees, and less of a time sink for staff

Reduce the burden of reporting - and make sure everyone gets more value from what’s collected

​Lower the barriers that equity-led groups experience when accessing GLA grants.

Develop a coherent vision and strategy for grant making

Drive down failure demand and make transactional processes more efficient to free up GLA staff to focus on building relationships and providing expert support.

Lower the application burden for small grants to reduce the cost of capital for the sector and boost their resilience.

Grant Services Recommendations

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Our Service Map

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Mappin our deliverables

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Grants Transformation Roadmap

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Progress to date

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Portfolio in Problem Statements

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Timeline

Use Cases

"We want our working environments and work arrangements, whether office-based or remote, to inspire and empower everyone to work effectively as individuals and with others. "This page brings together a range of guidance, tools and tips to help make this model work for you. We’ve worked closely with staff networks and collected feedback/user testing from a range of colleagues across the organisation to inform the content, and will continue to update it to reflect any changes to our physical spaces, systems and tools." Helen Ewen, Executive Director, Assembly

Hybrid Working

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The Greater London Authority’s (GLA) vision is “to become a trusted, forward-looking, Inclusive, capable organisation, always ready to rise to London’s ever-changing landscape. Our approach is open and transparent, welcoming challenges and scrutiny. We strive to be a modern, agile and professional authority.” Formed from the organisational objectives above, the T&F group collectively agreed their own, clear vision at the first meeting: The work of the Hybrid T&F Group directly corresponded with the organisation’s vision to be digitally enabled and data-driven; able to operate at pace, responding to new challenges; with the skills, tools and capability needed to do our jobs well. By consulting with our users during research and testing and obtaining feedback on tour deliverables allowed our work to be open to scrutiny. We analysed both historical and current building occupancy data; and by dealing with technological and environmental issues in our offices, we demonstrated our aspiration to work from a modern and agile office to better the experiences of our employees.

Objectives

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With over 1700 member of staff, the project team knew that our deliverables had to benefit all GLA staff. Having representation from different minority groups, pay grades, job types and areas of the organisation were at the core of our research, testing and implementation initiatives. Being part of the ‘GLA family’ with other organisations that are sphere headed by the Mayor of London,( Mayors Office for Policing and Crime or Transport for London), our focus was not only on bettering the working life our employees, but regularly sharing useful resources and best practice with our partner organisations through collaborative forums ensuring our work could reach a much bigger audience!We wanted to: • Reflect – current ways of working, what is working, what isn’t. • Innovate – ensure we are adjusting the ways of working and tools used to reflect user needs. • Improve – Take action and rollout where we can. • Advise – get endorsement where our decision-making capabilities end.

Scope

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Hybrid Working

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Proposal + Look & Feel

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Look & Feel - Final Product

Use Cases

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ULEZ

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Embedded content

Social Network

Map

Music