How we’re iterating towards our API competition

Today, we launched a competition for people to build services using our APIs. You can enter our API competition here. The competition is a chance for us to:

  1. Find out if our APIs are sufficiently well-engineered and clearly documented that third parties can access the API without needing help
  2. Identify new APIs that would help us develop our services further
  3. Generate new ideas for online services
  4. Identify new partners we can work with

But some of the details are still to be sorted out. Here’s why.

It seemed like a good idea to find out whether our APIs were so good that people could use them first time, unaided (as per the Service Standard). That meant working with people who haven’t been involved in their creation.

But we didn’t know:

  • Whether anyone would want to enter,
  • What prize / incentives we should offer
  • Whether people would want to develop a simple prototype or build a whole service
  • We wanted to protect the privacy of the data behind the APIs but ensure that it was a genuine test of the APIs that had been built

We began by posting the idea to Twitter in a Google Doc for people to share and discuss. The Twitter activity reached over 15,000 people, which was a good indication that there would be some interest in the competition. Lots of people that we don’t know talked about it – although we probably haven’t yet reached enough local people. People suggested a range of prizes, which meant that we didn’t have to dictate how developed the prototype needed to be.

Then on Friday, I spoke at a UK Authority roundtable following their report: ‘APIs for the Public Good’, sponsored by Cognizant. It was a great opportunity to talk about the competition and to get advice from the other panellists on its design.

Today we’ve launched the competition in two phases, beginning with a call for ideas. Depending on the entries, we’ll then explore the opportunities and timeframes. This may be dependent on our ability to ensure the APIs meet the needs of the best ideas, the way in which we’ll provide secure access to the APIs and the feasibility of the services. But we’ll determine these once we’ve seen the range of ideas.

It’s not a traditional way of running a competition. But by opening up our thinking, the idea is already getting better.

HackIT Apprenticeships – how’s it going as a line manager?

We’re five months into our first cohort of our digital apprenticeship programme – there are 21 in total, spread over (almost) every team. When we started to plan our apprenticeship programme we knew that getting the right line management support and focus in place would be crucial to its success – and we’ve put high expectations on our line managers to deliver this.

This week we got together as a group to reflect on how it’s going as a manager on the programme: what’s going well, what’s not going so well, what do we think we could do next to improve and iterate our approach?

It’s not often that this group of people gets together to share experiences and reflect as a group so we ran this in a retro format – sharing our thoughts on the wall, then grouping them into themes and encouraging open and honest discussion.

What’s going well?

  • We’re really proud of what our apprentices are doing and learning – and of being a part of that
  • We’re all being asked a lot of questions – and that’s giving the rest of our teams a sense of pride in being able to teach someone what you know
  • There’s a real sense of giving someone an opportunity – our apprentices are all from Hackney or went to a Hackney school, and making a difference for local residents is a big part of our overall goal
  • We’ve noticed a developing sense of camaraderie between the apprentices – working together on projects, supporting each other
  • They’ve hit the ground running – and the speed of learning is impressive
  • It’s made us raise our game – when you have someone learning from you, you’re very aware of demonstrating great professional behaviours and knowledge as a role model
  • The learning goes both ways – we’re getting new ideas, different perspectives, and good questions that make us think

What’s not going so well?

  • Managing the relationship with the training / qualification providers is hard work – and is something we need to keep focussing on so that we’re making sure that our apprentices are getting the right training and support
  • Some of the content of the apprenticeship standard they’re studying doesn’t really fit with how we’re working at Hackney (for instance, there’s a lot of Prince2 content in the L4 Associate Project Manager qualification). Whilst we know that being able to recognise a Gantt chart in the wild is a useful skill, we don’t work that way. And for some there are aspects of their course that aren’t directly related to their role – so they’re having to work on modules that don’t feel very relevant to them. We need to make sure we’re supporting them with this as well
  • Finding time to spend on a one to one basis is a challenge – as is getting open and honest feedback on how it’s going
  • We put a buddying system in place for extra support but we’re not sure it’s really working that well – it’s something for us to look at and improve
  • We didn’t manage to get everyone set up on devices quickly enough – next time we need to plan this better
  • We’re not sure we always recruited the right numbers in the right teams at the right time – the whole programme was part of our overall restructure and for some teams adding apprentices came at the same time as forming a new team. There was honest feedback on how it’s been for teams managing this

So, what are our ideas for improvement?

We’re going to work on some new things:

  • How can we generate more opportunities for apprentices from different teams to work together?
  • Having opportunities for apprentices to work with colleagues in other services on short term assignments has worked very well – how might we create more of these?
  • How can we create space and encouragement for sharing work?
  • How could we redesign our buddying arrangements so that they better meet user needs?
  • How might we form a trailblazer group with other interested people to develop an agile delivery manager apprenticeship?
  • How can we develop our own mentoring skills?

And we will also be continuing to focus on building good relationships with all our providers, setting clear expectations of delivery from them.

Building a pipeline of talent – HackIT digital apprenticeship programme

Our 21 apprentices in our first cohort have been settling in since September – and are already having a really positive impact across our teams. We have apprentices across all our teams- from applications to data, delivery to digital service design, infrastructure, software development and support, on a variety of level 3 and 4 apprenticeships. They’re from a diverse range of backgrounds but they are all either Hackney residents or attended a Hackney school – part of the borough’s commitment to providing opportunities for our residents.

It’s a key part of our workforce strategy – we know that in a market where digital skills are at a premium we need to work hard to attract the right candidates, and that growing our own talent is vital. It’s also a great way of bringing new ideas and diverse experiences into our team.

The right learning in the right way

Since September we’ve been focussed on working with our three apprenticeship providers Ada, Arch and WKCIC to make sure we’re supporting the apprentices with the right learning in the right way. This hasn’t all been plain sailing – working with three separate providers means there  are different approaches to learning, and sometimes a complex set of relationships to navigate. Luckily we’re well supported by the Hackney Works apprenticeship team, and we’ve been able to iterate and improve how we’re doing things as we’ve learnt.

We’ve also been helping the apprentices to build their own professional networks. Amazon hosted a day of learning in December, running a series of skills workshops, idea generation sessions and an opportunity to learn how Amazon innovate. Feedback from the apprentices was hugely positive and enthusiastic – you can read more from Hidayat about the day and what it meant to him.

What’s next?

We’re continuing our work to develop a network of local employers who we can collaborate with to build a pipeline of digital talent in Hackney. As a result of a successful and creative joint workshop with Amazon in December, where we listened to views and generated ideas from learning providers and small businesses we have a host of ideas for how we can move this forwards – on this we’re thinking big, but acting small, and it’ll be exciting to see where that takes us.

Next up for the HackIT apprenticeship programme is strengthening those emerging professional networks. And we’re working with Google, Amazon and other employers to see what other learning opportunities we can create for the whole programme. We’ve got specific events planned for our female apprentices – recognising that women are in the minority in the tech industry and wanting to play our part in changing this. To do that we think we need to make sure we’re consciously supporting them and that that might need different approaches.

There’s a shared mission as well – showing the value that apprenticeships can bring, and supporting our apprentices to feel confident to talk about that themselves.

Hackney Apprentices Meet Amazon

Think big

There are 14 Amazon principles for success, and Think big is one of them.

In December, I attended a digital skills workshop at Amazon Web Service HQ in Shoreditch. It was a great experience. The day consisted of a tour of the amazing 600,000-foot building full of equipment to encourage an agile work environment, from indoor tents to booth-like meeting spaces.

We had a great session with multiple individuals who represented AWS and other organisations: Julia, Scott, Josh, Kat and more. All talking about their unique and inspiring journeys of how they got to where they are now, as well as sharing valuable life lessons. Hearing journeys and setbacks from different perspectives showed me that nothing stops us from achieving apart from ourselves. Julia led her part of the session by speaking about how her journey started, what she studied and the personal setbacks she had. To hear how resilient Julia was through the tough times in her life really inspired me. You can see Julia’s achievements so far on LinkedIn.

Meeting user needs

Customer obsession is one of Amazon’s other principles and all us apprentices were set a group task: create an innovative service but start with the customers and work backward.

Amazon obviously wants its customers’ trust and to meet their needs. I saw a link between Amazon and the way we work at Hackney. We’re similar in the sense that all the work we do is for this borough, and our customers are the local residents. The products we create benefit the residents, and to do that well we need to meet their needs.

Be curious

It’s okay to be curious. To find or understand an answer, you should ask why and ask it multiple times. This was one of the most relatable points for me as I hesitate to ask ‘why’ in case it seems I lack knowledge. I questioned myself as to how I would gain knowledge if I didn’t ask? This really encouraged me and gave me the confidence to ask ‘why’ and be curious.

My main takeaway from the event was that you shouldn’t shy away from opportunities. Who knows where they’ll take us, and that’s the beauty of them. On the way, you’ll experience things you haven’t before, you’ll achieve new things and you’ll learn and gain knowledge.

An autumnal HackIT update

This is the second of our quarterly progress updates that we’re posting in the open (the first is here: https://blogs.hackney.gov.uk/hackit/committing-to-work-in-the-open). I find it extremely useful to take a moment to pause and reflect on the work that we’re delivering and supporting across our team. This highlights the breadth of work we’re covering, shows many very positive signs of progress and also identifies a number of areas where we need to give more focus.

We’re continuing our commitment to the Local Digital Declaration through publishing our roadmap on Pipeline and are now also sharing our user insights through the User Research Library which we have recently launched as part of the shared Local Gov Digital platform. Publishing our API standards and playbook are other important steps forward in delivering on this commitment. We are now working with a number of other councils in joint bids to the MHCLG Local Digital Fund for shared projects.

Within Hackney we are seeing exciting progress across a really varied range of projects. These include supporting the design and delivery of user centric services across the whole range of Council services, including adults social care, housing and public realm.

Underpinning the changes we’re delivering, we are continuing our focus on data – covering data quality; use of analytics to help us design and assess services; developing our ethics framework to make sure that we are always using data responsibly; modelling how we use data across our systems; and training all of our users in their data protection responsibilities.

Internally, we are making strong progress with the introduction of improved technology to help teams across the Council adopt mobile, flexible and collaborative working styles. And we are also continuing our work to update our overall architecture approach to adopt a modern, web-based model.

Our HackIT blog includes regular posts from our teams sharing updates on their work.

This quarter’s report includes analysis of our annual user survey. We’ve been pleased to see continued year-on-year improvement in user satisfaction, but equally important to us are the areas where our users have highlighted areas that we still need to improve. These range from the responsiveness and accessibility of our support services to greater focus on training and advice to help users get the most from the tools we provide. We are building these into our work and the survey results provide a useful yardstick that we can use to make sure that we are continuing to head in the right direction.

Finally, one of the most exciting developments this quarter has been our 21 Digital Apprentices starting their roles with our team. The apprentice posts cover all areas of our service across applications, data, delivery, digital service design, infrastructure, software development and support. I’m really pleased to see the programme launch and am looking forward to seeing what our apprentices achieve during their time with us.

You can read the full report here: http://bit.ly/2PZCYMG.

A Novel Approach to the Service Assessment, HackIT

We used different tools to track our path towards the digital service standard so that we could more widely share it.

In the spirit of transparency and openness, we approached our Service Assessment with the intention of sharing it widely with Hackney and beyond. To this end, we applied a different approach from the document-led method so far employed at HackIT for our Digitising Neighbourhood Contact Centre project.

Instead, we created a website that describes fully our service and process; and an associated Trello board that maps each of the 15 standards to the relevant evidence on the website. Our assessors could prepare for the Big Day in advance by referencing both of these tools. And, during the event, notes and recommendations could be added to each standard on the Trello board directly and contemporaneously.

We also wanted our assessors to have a view of the entire service and not just their specific area of expertise. So we ran the event in-the-round and all the assessors could then learn about all the standards rather than dispersing in clusters to discuss their area of expertise with one member of the team.

We’re aiming to have five service assessments completed by December at HackIT and will be holding a retro to see what works and doesn’t from the different methods we’ve applied so far. One size does not fit all and, even if it does, it’s sometimes good to mix it up a little.

Embedding an ethical approach to underpin our data science projects

We’re lucky in Hackney – in 2018, our Data & Insight function has grown in both number and scope, and we’re one of only a few local authorities to employ a permanent data science resource. Our data scientist works closely with the rest of the team, whose overall focus is on joining and analysing the huge range of data we hold, to help services better meet the needs of our residents. The talent and skills of the team, combined with the vision of our ICT leadership, which challenges us to look at the same problems in radically different ways, offers no small opportunity.

The private sector has led the way in practically employing data science techniques, harnessing vast swathes of information on customers and their spending habits to maximise revenues. For example, we’ve seen companies like Amazon use machine learning to persuade shoppers to part with extra cash at the online checkout by showcasing related products. The public sector has lagged behind, in part because of a lack of investment in the necessary skills but also due to the longstanding central government focus on data being used primarily for retrospective reporting. This has limited our ability to use our knowledge  – about our residents and how they interact with services – more creatively. Shifting the focus to predictive analysis could help us change the way we support people in future, to help us deliver better services at lower cost.

We want to replicate the success of the private sector in leveraging the vast volumes of data we hold as an asset to improve our service provision. These include the opportunity to prevent homelessness; better targeting of resources to assess social care cases that require most urgent attention; improved customer service by channeling users to other services they may interested in as they transact with us; or tackling fraud, to name a few.

While opportunity abounds, we face a unique challenge in meeting the expectations of our residents who hold us to a much higher standard than private companies, when it comes to handling their data. Many local government data teams are starting to work on predictive models but we know system bias is a concern to the public. How can we trust the results of predictive algorithms that have been built on data which may be limited, or only reflect how a long established service has traditionally engaged with specific sections of our community?

If we are to successfully implement forward-looking predictive analytics models, we have to build trust with our citizens: to ensure that they understand our motivations, and can transparently assess how we work with data.

The approach we’re taking:

From the outset, we’ve been alert to the need to test and build an ethical approach to our data science work, which is still in its infancy.

Building on examples we’ve seen elsewhere, we’ve developed a Data Ethics Framework which nestles alongside our Privacy Impact Assessment (PIA) process in Hackney, to make sure that for every project we undertake, we’re able to clearly articulate that we’re using a proportionate amount of data to enable us to draw robust conclusions.

At each stage of our 5 step project cycle, we stop to consider:

– Is our data usage proportionate and sufficient to meet user need?

– Are we using data legally, securely and anonymously?

– Are we using data in a robust, transparent and accountable way?

– Are we embedding and communicating responsible data usage?

One of the most important checks and balances on our work will come from an increasing focus on how we embed responsible use of our findings. Applying data science methods to our large volumes of data offers huge opportunities to provide a positive impact for residents, but we know there are risks if outputs are misinterpreted. We’re trying to mitigate against this by developing our team’s skills to communicate our findings in the simplest way possible so that local government officers don’t need to become expert data analysts to responsibly make use of this work. Democratising access to data and providing everyone with the skills or tools they need to make sense of information has to be the right approach.

We’re taking small steps every day to improve our skills and maximise the benefit of the opportunity we have in Hackney. We’re learning from others – notably the gov.uk Data Ethics Workbook which inspired our approach and trying to embed in a simple and proportionate way. The key for us is balance; we’ve tried to streamline this into a simple process with sufficient rigour to build confidence in the ethics of our work without unnecessarily slowing down our ability to experiment. We’re keen to open out the conversation and hear from other public sector organisations who are beginning to unpick this sticky issue.

We also recognise that to truly build trust with our citizens on how and when we use their data, we need to openly engage with people. We’re thinking about how best to start a conversation with residents so we can hear their concerns, discuss the risks and opportunities and agree a way forward, together.

Raising awareness of how well designed technology can help overcome barriers for people with impairments

As part of Hackney Council’s User Research Week, we set up a mini ‘empathy lab’ in the Hackney Service Centre. Our aim was to raise awareness of how certain visual and physical impairments can impact people’s lives. We also wanted to demonstrate how technology built with good accessibility standards can help break down barriers for people with impairments, whether permanent or temporary.

What we did

We had two computer stations, one focussed on simulating partially sighted and reduced manual dexterity. The other focussed on severe visual impairment. Staff members passing by were encouraged to give one or both a try. We also promoted the event to colleagues across the Council by email and with Google+ community posts.

We displayed three personas, adapted from GDS digital inclusion and accessibility user profiles, to help illustrate how the types of impairments we were simulating affect people using technology in real life situations.

Partially sighted and reduced dexterity

At the partially sighted and reduced manual dexterity station, people were able to experience what it might be like if someone finds it difficult to use a mouse and can only use a keyboard. The persona ‘Christopher’ prefers to use a keyboard as he has arthritis in his hands.

To simulate this impairment, buttons were taped tightly over the main knuckles on the back of fingers and latex gloves worn. This restricted the ability to be able to bend fingers and reduced sensation in finger tips.

At this station participants were asked to fill in a form online by using only the keyboard and also its paper equivalent. Once participants had become familiar with navigating using only the keyboard, apart from experiencing reduced dexterity in their hands, they were able to select radio buttons, check boxes, drop downs and enter text. As Google forms are coded by default to meet good accessibility standards, participants found the online form easier than writing on the paper version, where writing with a pen was difficult.

In addition, to demonstrate being partially sighted, safety glasses with a light smearing of vaseline could also be worn. Because of her glaucoma, the persona ‘Claudia’ needs to be able to increase text size to be able to read what’s on a screen. We used built-in functionality in the Chrome browser to do this.

When using the vaseline smeared safety glasses, the participants were able to experience how, for example, a website that allows for text to be resized, can assist people who are partially sighted to interact with an online service. This can benefit people with impairments, such as, cataracts or more generally a deterioration in vision associated with ageing, something likely to affect everyone.

After trying out the activities, a participant commented: “Was really interesting and gave me an appreciation of how difficult it can be for some people accessing digital services. Everyone should go and see what it’s like.”

Severe visual impairment

Our second station covered severe visual impairment. The persona ‘Ashleigh’ uses a screen reader and for this activity we used the Safari browser and VoiceOver, Apple Mac’s built-in screen reader. Participants were able to experience how people can have a web page read out to them. Again, depending on how well the web page meets accessibility standards, the better the screen reader is able to make sense of the page.

Some basic accessibility considerations can make a big difference on a simple web page. For example, having a ‘skip to content’ link enables the screen reader user to avoid having to navigate through repetitive navigation links in headers. Correctly nesting heading styles on a web page also helps screen reader users to understand the structure of a page.

What next?

We’re considering how we can take our empathy lab forward and find a location in the office where we can have a more permanent space for it. This will give the team a chance  to understand what it is like for people with accessibility needs when they use the new services they are building, helping us to become the most user centred team in the country.

Making digital more inclusive

Recently, the digital design team hosted a workshop at the service design fringe festival 18

Hackney is one of London’s most diverse and dynamic borough and the Council services roughly 275,900 people who are from diverse backgrounds.

Therefore, as Hackney Council staff we have to make sure that we consider the needs of the diverse users and that we deliver services that are inclusive.

Also, because the digital design teams aim is to develop digital services so good that people prefer to use it, we need to make sure that we are putting people at the heart of service delivery.

We are making some progress in becoming more diverse and inclusive by:

  • Promoting equality and diversity through apprenticeship programmes
  • Making efforts to increase underrepresented people into the technology profession
  • Having a range of flexible working options
  • Putting together accessibility lab to make sure that there is no barriers preventing someone from using something
  • Collecting equality data from people signing up to online accounts so that we can better plan and deliver services that our users needs

However, we acknowledge that there is a lot more work to be done. Our aspiration is to not only do better for our users, but to also help the digital profession become more inclusive.

Hosting an event at the service design fringe festival 2018

Recently, we had the opportunity to do this at the The Service Design Fringe Festival 18, which brought attention to issues around diversity and inclusivity in the service design industry.

Part of the event, we designed a workshop that enabled us to have an interdisciplinary discussion about the issue of inclusivity within the service design industry and to collaboratively work out how to make digital and our work more inclusive.

The workshop was made up of 3 parts:

  1. Each table, attendees discussed how diverse they were, as a group
  2. Each table discussed their experiences of diversity and inclusion in their work, focusing on the teams they work in and projects they work on. In relation to the six areas of diversity aligned to those protected by UK equality legislation: age, disability, ethnicity or race, gender, religion or belief, sexual identity
  3. Each table worked out what changes they could make to become more inclusive in the next 5 minutes, 5 days and 5 months

In terms of how diverse the attendees were, we learnt that:

  • Out of the 17 people who attended, 12 identified themselves as female and 5 as male
  • They were from different background and industries, some from digital industries others were students
  • They were in the age range of  28-43 years
  • The had 0-20 years experience working in the digital field

As for the experience our attendees had with diversity and inclusivity when working in team and on projects, we learnt that:

  • Some of the attendees didn’t necessarily know how to discuss the topics. They had difficulties understanding the terminologies used in the discussions, for example sexual identity got mixed with gender equality
  • They generally feel that age isn’t as big a problem when it comes to work, sector dependent
  • They stated that it was difficult to talk about religion/belief unless it was brought up by the other person. They felt that festivities and events allowed for a more organic discussion to be had around religion/belief
  • They felt that there were lots of ethnicity and race diversity at student level but drops off when in a professional environment, particularly in senior leadership
  • They thought that there were mostly men in the senior management roles with pockets of heavily female-weighted leadership across the industry
  • That more technical roles tend to have a high male demographic
  • They thought that sexual identity is something that is not generally considered. This could be seen as a positive as people aren’t discriminating, but could also be seen as a negative as people aren’t able to talk about problems

Finally, the attendees were committed to promoting diversity and inclusivity by setting some actionable goals.  

The attendees said that they will do the following in the next:

5 minutes:

  • Sit at a table of people wouldn’t normally sit with
  • On a project, think about a level of stakeholder wider that they currently do
  • Reflect on the observations from this session
  • Use ‘shock’ facts to raise awareness of lack of diversity in their team, to their team
  • Start conversation with someone outside of their usual relationship demographic
  • Read up on inherent and perceived privileges around diversity

5 days:

  • Create educational campaigns for designers on how to consider sexual identity on projects
  • Set up face-to-face session with different people in the org
  • Within their own teams, run a session similar to ours
  • Open the conversation in a safe environment
  • Build a standard for age ranges in research on projects

5 Months:

  • Be a part of intergenerational mentorship
  • Widen team conversation to wider IT department
  • Raise profile of issue
  • Raise understanding and communicate negative impact of the issue
  • Challenge stereotypical thinking when encountered
  • Proactively approaching diversity of communities: raising awareness of the work that is done and spoken in shared language

What we are doing next?

We will continue to promote diversity and inclusion in Hackney.

We are committed to being a part of this conversation, so we are hosting a cross-government meetup about diversity and inclusion with Government Digital Services in early December.

If you are interested in replicating this workshop with your team, here is a link to the workshop and the script.

GIS, supporting the delivery of more digital projects in Hackney

Hackney’s corporate GIS team sits within our Data and Insight team within ICT. Our mission is to support projects, colleagues and residents to make the most of Hackney’s spatial information. However, we have a blocker: most of the work we do comes to us via colleagues who already use GIS, or know someone who uses GIS, or at least have an idea about how spatial information can help them in their jobs. This represents a fair amount of people, and their number has increased a lot since we launched our new Intranet GIS (Statmap Earthlight) 12 months ago. However we think we could do better and we want to find new ways of supporting our digital delivery teams with spatial analysis, particularly those who don’t yet know the power of it as a tool.

So last week we gathered our colleagues from across our Digital and Delivery teams, and explained to them how we are delivering our mission across Hackney service areas. A possibility for our colleagues to mentally match our offer with the various situations they encounter when they are out. A chance for us to discover use cases and ‘GIS gaps’ we wouldn’t have suspected otherwise.

We detailed the 3 work streams we are following to realise our mission, as follows (every local authority’s GIS team will probably recognise itself).

Infrastructure and data governance: we administer and develop the corporate spatial data warehouse, which has been providing a single view of Hackney’s spatial information since 2008 and integrates with other council systems through web services and APIs. Most importantly, we’re supporting our community of GIS users, and working with our data owners to introduce new ways of managing data quality. The first step of this journey was the creation of our metadata model and data catalogue.

Data Analysis and Insight: we are using spatial analysis to answer questions and support decision making. We use different supports to develop and share results, like Qlik Business Intelligence dashboards and Jupyter notebooks.

Data sharing and web mapping: we are providing technical support for service areas to share their data when they have to. We developed and maintain Hackney’s open mapping portal. We are, however, trying to move away from the monolithic portal approach and are practising our ‘Agile delivery’ of web maps focusing on a specific sharing need, using Leaflet.

Our presentation had two immediate benefits: firstly, our user research team requested access to the Intranet GIS with the view that it could help in discovery work that they do with services to understand user needs. Secondly, a colleague from Delivery asked how non GIS-users can realise the richness of our spatial data repository if the only way to browse this repository is… to be a GIS user. Do we need a channel for non-GIS users to discover GIS? What should it look like? This will guide our thinking for the preparation of the ‘Annual GIS day’ in November. Any suggestions welcome.

You can see a subset of the examples we showcased in this slide deck. We are keen to hear about how our approach compares to how other GIS teams are operating and think of ways we can learn from others to improve our offer in Hackney.