HackIT Apprenticeship Programme – a managers view

Planning a successful induction for our first group of apprentices

I recently attended the manager’s induction session for the Hackney apprentice programme. This was a session run by the Hackney Works team for all managers that either are,  or will be, managing apprentices under the scheme.

At HackIT we’re investing in long term digital skills by hiring 21 digital apprentices. To be successful we know that we need to make sure our managers are equipped to support our new recruits. I’m one of those managers – and thought I’d share what I’ve learnt so far. I’m looking forward to welcoming our team’s three apprentices later this month, and working with Arch, their learning provider.

What is an apprentice?

Firstly – it’s important to know  what an apprenticeship is, and indeed what it isn’t.

It is all about learning and development, this may well be the apprentice’s first experience of the workplace. Where they will gain hands on experience, mentoring and nurturing to become, in our case, the future of ICT.

What it is not,  is a lesser option than going to uni. Although society seems to put more emphasis on academic success, we should not see an apprenticeship as any less important or valid than further education.

This may be the first time they have entered the workplace formally so during induction apprentices may need  more structured first days, weeks, or even months than other staff would. We need to explain where they fit in and what we hope they will be achieving. We’ll be asking ourselves, who are the key people that they need to meet on those first few days? We have to be careful not to overload or scare them by introducing everyone in a large office like a conveyor belt. Apart from this being a little overwhelming, it’s also very difficult to remember so many people all at once.

Learning on the job

During their apprenticeship 20% of their time will be spent on learning. This must be structured and regular. We must provide a quiet place for this in the office. This will be backed  up by creating a month by month work plan. Assigning a “buddy” from the team also helps as they may be more open with someone who isn’t a manager. The buddy will also help the apprentice with work on a day to day basis.

First day at work

We’re not assuming our apprentices will know about the workplace environment. Do you remember your first ever day at work? We had an interesting discussion around this at the training, where we shared our experiences and memories. Although it was a long time ago for some of us we could all still remember the details “It was raining” “the building was massive” “I didn’t know who anyone was, or what they did for the organisation”

I’m also mindful that that the apprentices will possibly be much younger than other members of our team. Or have different cultural barriers. So we’ll need to find ways to make them feel comfortable and welcome.

What happens at the end of the apprenticeship?

We want apprentices to move on to role in their chosen profession – this might be with us, but it might equally be in the wider industry -and that’s very much still a success story for the organisation. There isn’t a guaranteed job at the end – but we will help with next steps like updating CVs. Three months before the end of apprenticeship we’ll start having conversations to discuss their next steps. 

HackIT digital apprentices programme – delivering long term change

Our programme is taking shape

Since Rob Miller last blogged about our apprenticeship programme we’ve been working hard to get it off the ground. It’s a key part of our workforce strategy – we know that in a market where digital skills are at a premium we will need to work hard to attract the right candidates, and that growing our own talent is vital.

A successful recruitment campaign over the summer means that we have 21 new people joining us in September on a variety of level 3 and 4 apprenticeships. They come 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 to residents.

In fact the standard of applicants we got was so good, and our managers are so engaged in wanting to develop the opportunity, that we’re hiring 3 more than we originally planned to. We’re confident we can support them all to develop over the next 2 years, in partnership with our 3 learning providers Ada, Arch and WKCIC.

Building a pipeline of talent is a team sport

We couldn’t have done this without the Hackney Works team who have given us fantastic support throughout. Their skills and experience have been invaluable in helping us through the process.

We’re also working with the wider digital community in Hackney to help us grow digital skills in the borough. Hackney has a thriving tech sector with world leading business (large and small) based here. In June we hosted an event for local employers and asked them for ideas.

They said:

  • Make sure apprentices are given specific projects to deliver so that they can build their own personal portfolios of experience
  • Support your managers with the skills they need to manage people who are at an early stage of their careers and have limited experience of the workplace
  • Work with us to share ideas and create opportunities to work together

And that’s what we’re doing.

We’re working with local employers to help the new recruits build their professional networks.  This includes working with MadeTech organising meetups with their trainee developers and our apprentices, Diva Apprentices to connect our apprentices to others in Hackney media companies and Amazon Web Services, developing mentoring relationships between Amazon’s graduate trainees and our apprentices.

We’d love to work with other local employers as well – if you’re interested please get in touch with us.

Looking ahead – women in tech

We’re also thinking now about the next time we recruit to our programme – in 2020. We will be working with people from different backgrounds, life experiences and heritages – an important enabler of building empathic digital services people prefer to use. We have 5 women and 16 men joining us in this first cohort. As a reflection of the IT industry as a whole this isn’t bad, but we are ambitious about improving it in the future and we think there is a lot we can do over the next two years to make that happen.

Sharing our work: Data Awareness Training Content

Over 1,000 of our staff have completed our mandatory Data Awareness training so far, and we are aiming to reach 100% compliance by the end of the roll-out. One of our aims of the project was to share our work, so here are our reflections and the content itself.

In preparation for GDPR, we asked:

How might we:

  • … equip our staff to fulfill their responsibilities to keep our resident and staff data safe, and to handle it lawfully.
  • …equip our decision makers to make decisions about data with an understanding of the law.
  • …support people working on behalf of Hackney who don’t have access to training budgets eg. foster carers.
  • …support people in our communities with data protection responsibilities that don’t have access to training eg. scout leaders.
  • …give other organisations the chance to use our content instead of spending their own time and effort on creating something similar.

We talked to several specialists agencies about how they could help, and selected Helpful Digital to work with us on development of the content. We decided to use their Digital Action Plan – their personalised, digital skills programme to help groups develop the confidence and skills to use digital tools at work.

How did we develop the content?

We kicked off with a workshop with Helpful Digital and staff from our Information Management and Information Security teams. We decided to develop one plan for people handling data, and one plan for people making decisions about data. We started by producing Hackney-specific content that referenced our policies and procedures.

The content took some time to refine – we wanted to make sure that it contained useful practical advice rather than regurgitating the law. The Council deliver such a vast range of services that it was a challenge to find examples that would be applicable to everyone. After our first draft we were lucky enough to have willing volunteers from across the Council to test out the content. Getting some extras eyes and perspectives on it helped us to identify the changes needed in the next iteration.

What next?

  • We will remove the references to Hackney Council policies and procedures, to produce equivalent plans for non-Hackney users.
  • We will adapt the decision-maker’s plan to to include scenarios specific to our Councillors.
  • We will plan for our annual refresher, thinking ahead about how we adapt content to support this.

How can you use this content?

You are free to use this content however you will find it useful. You might keep it in document form, but could also choose to move the content into your own Learning Management System. Another option is to use Helpful Digital’s Digital Action Plan platform with our content at a small cost – you can read more about this option here.

The Content:

We have published the content on GitHub here.

  • Content for people handling data is called ‘Beginner’ and marked 1-5.
  • Content for people making decisions about data is called ‘Intermediate’ and is marked 1-5.
  • There is a final quiz for all levels of plan.

Some of our post-it note ideas in the early stages of creating the content:

Developing a minimum viable Business Index

Hackney has  successfully completed our MVP for the Business Index (BX) a couple weeks ago and now we’ve had our project retro, I thought I’d share some thoughts after reflection. This is my first experience of working in an agile way, along with other team members in Data & Insight. There was much to learn along the way and valuable experience gained. To that extent, the BX MVP was much more than the creation of an automated ETL process and REST API.


At Hackney, there has historically been an issue with duplicated business data within the systems as the business name has usually been a free text field with no validation. There’s a famous case where a supplier who was on our trusted supplier/contractor list had had numerous enforcement actions taken out against it but because there was no validation on the business name, upon investigation it was seen that this particular business had been created differently 18 times – therefore avoiding detection and being able to remain on the ‘trusted suppliers’ list. This was just one of the examples of how free text recording of businesses in the council has been allowed to proliferate bad data and therefore making it much harder to join up data and services.

Set up

We appointed two agencies to work with us – Unboxed and MastodonC. Unboxed were to carry out our user research and MastodonC for the technical build. I was appointed Product Owner and so the project started in earnest. We had 6 x 2 week sprints to complete our MVP. After extensive user research and many times defining and re-defining our scope for the MVP, the user that we thought we could benefit the most in this iteration would be the developers working with the Public Realm Digital Transformation team – namely working on a new application for businesses wishing to apply to for a Shop Front License. This would be a new application for a license which would then serve to hold all other license details in the one portal. They had a need for an applicant to enter their postcode, select their address and select their business name associated to that address – thus keeping the data consistent.



The build

The technical discovery and build came next. We needed to derive the business name and the key datasets we would be using would be LLPG (Local Land and Property Gazetteer), Non Domestic Rates and Civica APP (where currently all license data was sitting).  The LLPG is the councils core address dataset and each address has a unique property reference number (UPRN) – most systems in the council are integrated with the LLPG and hold the UPRN against their addresses. Civica APP has the UPRN attached to it’s licensing data. Non domestic rates doesn’t have the UPRN but the reference number for Non Domestic Rates is held in the LLPG which creates a link. By using these 3 datasets, we would determine which was the correct business name for property. Our logic was determined as – Business Name would come from LLPG – if no business name was present in the LLPG then it would come from Civica – if multiple names existed in Civica then the last seen date would be used to determine the name put forward for Shop Front Licenses in the API. We had decided that only 1 business name would be returned in the API and there would be an option to add a new business name if it wasn’t returned. This will be sent through to the Data & Insight team for investigation/verification and then added to the LLPG. A link to our API is below.



Looking back…

As mentioned at the start, this was the first time I and other members of the Hackney team had been working on an Agile project and I don’t think we could have achieved our MVP without doing so. The project team stand-ups were an essential part of this – even if you had nothing to update, just keep in the loop and give a smile and a wave to the other members of the team made a difference. Same format each day – What did we do yesterday, what are we working on today and any blockers – jointly being able to update our trello board. This kept us on track for each sprint. However, after our fortnightly Show & Tells where we shared what we had done in the previous sprint – we would hold a Sprint Retrospective and planning session for the next one. It was these that were, I would say, the most important part of the process. Even though we spoke to each other everyday, it was during the retros (mostly) that concerns were raised – honestly and with respect.  

After successfully completing our MVP we had our final Project Retrospective. Whilst working on the MVP there were a number of things that went well – some that didn’t… by having a Project Retrospective it was a great opportunity to capture all the learning – by everyone. There were a few things which were specific to this project alone but most things can be applied to future projects.

Committing to working in the open

Every three months we provide an update to our board which sets out what we’ve been working on, the progress we’ve made and areas that we need to focus on.

As part of our commitment to working in the open (a key part of the Local Digital Declaration) we’ll be publishing these on our blog so that others can see what we’re up to. We’re particularly keen to hear from other councils who’d like to compare notes, share ideas and suggest ways that we might be able to go even further with the work we’re doing at Hackney. And we’re very open to following up opportunities for closer working together too.

In this quarter’s update we’ve got plenty of great progress, including:

  • Over 4,000 residents checked their registration to vote in the May 2018 election using our One Account service
  • The design led approach we’ve taken for the implementation of the Homelessness Reduction Act means we are able to complete interviews with people presenting as homeless much more quickly and easily
  • We’re starting to link in with the ‘Government as a Platform’ services provided by GDS through our work to improve income collection
  • 50% of repairs contact is now entirely online (with no need for a call back from the contact centre)
  • Our new digital service for fostering is live, making it easier for people to find out how they can provide a caring home for vulnerable children
  • We’ve successfully moved c 3,500 people over to modern productivity tools
  • Our Local Land & Property Gazetteer has achieved the gold standard for data quality this month
  • Our commitment to data is continuing through a broad programme of work supporting the requirements of the General Data Protection Regulation, including new Digital Action Plan training for all our staff – designed to make it easy for our people to understand their data responsibilities
  • We’re continuing to do the hard yards to make sure our systems and applications are reliable and secure (thankless, never-ending, but vital)
  • We’ve had brilliant new colleagues joining our team following our recent recruitment, and we’re well underway with the recruitment to our new apprentice programme
  • And our work with colleagues in other support services is helping to make it easier for our users to get help and advice when they need it so that they can focus on delivering excellent services for our residents

But it’s also essential that we’re frank about where we need to give more attention so that we can do even better. Key areas we’re focusing on at the moment include:

  • Making sure that we can demonstrate and realise the benefits of the work we’re doing
  • Supporting our team so that they can provide high quality support for the new services we’re rolling out
  • Learning more about how we can understand data and data quality
  • Making sure that we are focusing on users and user needs in everything we do
  • And making sure that we take the time to bring new colleagues joining other Council services up to speed, which is well worth the time and effort

You can read the full update here: http://bit.ly/2KdM6Wb

In support of the Local Digital Declaration

At Hackney we are working hard to provide our residents with digital services that are so good, people prefer to use them. By harnessing the power of digital technology, data and service design it is now easier than ever before for Hackney residents to check their rent accounts quickly from their mobile phone, get support to find opportunities for employment and skills development, access the Council’s help to reduce the risk of homelessness, and find opportunities to provide a foster home for a child.

This is just the start and there is much more that we want to do. We believe firmly in working with our residents to co-design our new digital services and we also believe in the importance of working collaboratively with our colleagues in other councils so that we can share the benefits of each other’s work and deliver progress together more quickly and at lower cost.

Much has been written and said about how digital collaboration in local government should be done. Suggested solutions range from formal shared services, where councils come together through joint structures, through to less formal joint working across councils based on identifying shared opportunities. The challenge is to make sure that we can continue to respond to local needs, minimise bureaucracy and set a clear and purposeful direction that will deliver at pace over the medium and long term.

We welcome the new Local Digital Declaration (http://www.localdigital.gov.uk/declaration) and we believe that this sets out principles that are consistent with our values in Hackney.  We are pleased that this is being developed in partnership with councils across the country, not imposed from Whitehall; we support the focus on service design, digital skills and the underlying technology foundations that need to be in place; and we share the commitment to open and collaborative working across the sector so that we can learn from one another.

We also calling on our current and future suppliers to commit to the principles in the Declaration. From our experience in Hackney we have seen how working with innovative digital suppliers can help us deliver exceptional results and we know that their expertise can also help us develop our in-house skills for the longer term. We need to work with suppliers who will adopt the best of modern digital technology, commit to open standards and can demonstrate their ability to deliver services of the standard that our residents rightly expect. You can read our open letter to suppliers here: http://hackit.org.uk/work-with-us/suppliers/an-open-letter-to-suppliers.

We are looking forward to playing a full role as part of the local government digital community to help realise the vision set out in the Declaration and we are confident that this will benefit our residents in Hackney as well as citizens in other areas of the country.

The Mayor of Hackney sets out our commitment in this video:

Developing our API strategy


One of the decisions at last week’s ICT management meeting was to confirm our commitment to an API strategy:

  • Ensuring that all of our key datasets are available via a REST API so good, that people prefer to use it
  • Replacing existing connects with REST APIs that can be used independently of each other
  • Developing our skills to ensure we can use the modern programming languages, development techniques, tools and services necessary to deliver high quality services
  • Developing our cloud-first approach, ensuring we’ve got a sustainable digital architecture that supports continuous deployment and continuous integration
  • Ensuring our code remains secure but is open source


Last year, we were considering options for renewing our CRM. We reviewed the CRM market and also experimented with lowcode and, in particular, Outsystems which seemed to be the best on the market. We built Pay My Rent in just 12 weeks using Outsystems, connected to data in Dynamics, and it’s been working well ever since.

However, when we began developing the housing repairs service, we found that lowcode was a barrier to working with suppliers. They would have to spend time learning lowcode. Most of our suppliers were expert in Ruby on Rails, a modern, lightweight programming language – but not one we knew. We also learnt that whilst lowcode helped us develop apps quickly, we were still reliant on data in legacy systems for managing the end-to-end journey.

We also learnt that if we connected new services to legacy systems using the integrations we used to write (SOAP webservices and direct database connections) then we would have to re-write them when we were ready to migrate from Universal Housing. So we experimented with developing a REST API to support online repairs. Previously we would have built an integration that put data directly into the database, which:

  • Would be hosted on-premise (for security) so unusable to anyone outside Hackney
  • Was impossible to monitor availability in realtime – so we’d have found out it was broken when part of the service failed
  • Could not be re-used, and would have had to have been re-written if either the application or the database changed

We called this work a ‘prototype’ because there were a number of questions we couldn’t yet answer:

  • Did we have sufficient skills in the team to write REST APIs?
  • What were the benefits of writing REST APIs?
  • Could our existing technology support an API-driven approach?
  • Could we get the best from existing software (lowcode, CRM) whilst increasing our capacity by working with local agencies?

Over the last six months we have been trying to answer these questions.

Work to date

We deployed the ‘Hackney API’ that enabled repairs, and started adding more data to it. It was underpinned by a draft set of standards so that we could develop future APIs to a consistent format.

The API was hosted on-premise as a short-term workaround, and the code was on a private repository of GitHub initially. We then re-wrote (‘refactored’ in the jargon) the API to individual APIs that work independently of each other. That means changes to code won’t create problems in other parts of the API and enable us to continuously develop the services.  

The development team has made a strong start in developing their skills. We began by co-locating our developers with partners in agencies. We got some great feedback from our agencies about the speed with which our devs learnt.

The NHO team adopted the API-based approach and began developing a more flexible approach so that they could better meet user needs. The team, and the income collection team were both able to benefit from the API built for Pay My Rent, because they’re using the same data. So they developed the idea of a suite of APIs that could be used by any team.

Our emerging standards were adopted by the Business Index team.

We’ve also shown that we can build APIs on our own. Sachin, Sandrine and Tapan, working with Tejus developed a suite of APIs to support the LLPG.

What we’ve learnt

Writing great APIs demands we use a range of techniques to improve the way we write code. Pair programming, test-driven development and coding in the open are all important attributes of writing great code and therefore making our APIs reusable outside Hackney.

Our developers are learning a lot, but need help, support and time to increase their skills. There are too many demands on their time, so we need to get better at prioritising what they do.

You can’t just deploy cloud-based applications which seamlessly connected to on-premise, legacy systems. And you can’t publish open source code that’s reusable if you haven’t got the security sorted out.

There are lots of tools that can help us – from Platform as a Service such as Heroku to software tools such as Swagger, for documenting APIs, and TeamCity/Circle CI for continuous integration. However, none of these are shortcuts to writing good code.

We need to be able to continuously deploy code, ensuring it works and connects seamlessly to our systems and infrastructure. Our change control process enables this, but we’ve got more to do to support reliable, secure access between cloud software and our legacy applications.


What we will do now

We’re making a clear commitment to an API-based approach. We believe it will:

  • Enable us to re-use data and connections as we develop more digital services
  • Provide the potential for third party applications to connect to our data and (potentially) us to use more third party apps and services
  • Reduce our dependency on large systems and reduce the risks of switching between applications
  • Increase the visibility of integrations between systems, reducing the costs of support and maintenance
  • Improve the security of our systems by having a secure OAUTH system in place

However, we recognise that this won’t be straightforward. We’ll need to:

  • Work closer together, ensuring our digital design team, developers, architects, infrastructure and data teams can all contribute to the approach
  • Support colleagues in their continued learning and development
  • Learn from experts to ensure that our API products are high quality
  • Track our capacity to ensure that new services are improved continuously but that our legacy applications continue to be well-supported
  • Track the cost and benefits of this approach to ensure it delivers a better IT service for residents, businesses and colleagues

We’re already working with MadeTech to provide support and challenge for our API strategy. We’ll now be drawing on a range of experts to support the whole team in understanding best practice. We want to increase the number of opportunities available for people to learn coding – whether through our new learning platform, secondments into the team or secondments into projects to develop new services. And we need to work harder to open up our work, so that we:

  • gain from other people’s wisdom (their input can help improve the quality of our code) either indirectly, or through recruitment
  • make a valuable contribution across local government by helping other authorities who are starting out on a similar journey / don’t have the resources that we do play a part in resetting the local government digital landscape, helping the sector to unlock itself from the traditional oligopoly

There’s a lot to do – but the opportunity has never been greater. We’re in a unique position in Hackney to make this work.

Delivering digital change for the long term with apprenticeships

We’ve been thinking hard about how we can best make sure that we have the skills that we need to help Hackney continue to improve the services we provide for our residents and businesses.

Having an in-house ICT and digital team means that we can be lower cost, more agile and service focused, and can avoid wasting time on contract change controls when we need to respond to the changing environment we work in. But to make this work well it’s critical that we invest in our people’s skills and learning, and that we plan for the longer term. We are also acutely aware of the importance of encouraging more diversity in the technology sector and see ourselves as having an important role to play in that.

Part of this is putting in place well thought out training opportunities for our teams, including having our people work alongside the expert agencies who are helping us deliver a wide range of exciting projects so that we can learn from them. Getting our training approach right is a priority for us and something we have committed to as part of the restructure that we completed recently.

Another key component of our workforce strategy is using apprenticeships to bring in our next generation of skilled people. We also think this will help us to keep our thinking fresh across the whole service by bringing in new ideas and understanding.

Hackney have had a long standing commitment to offering apprentice and trainee opportunities and we are building on this by taking advantage of the opportunity presented by the apprenticeship levy. We’ve now created 18 new ICT and digital apprenticeships (based on level 3 and level 4 accredited apprenticeship qualifications) across a range of roles covering:

  • Applications management
  • Data analysis
  • Development and integration
  • Digital service design
  • ICT infrastructure engineering
  • ICT support

This represents more than 10% of the posts in our team and we think that this will be a really big step forward for us. We start the recruitment to these roles on Monday 18 June and we expect to have our apprentices joining our team after the summer holidays.

Doing this in Hackney is particularly exciting. The borough’s schools have had an amazing transformation and now count among the best in the country. This gives us a great pool of local talent and skill to draw on and we hope that having the opportunity to contribute to improvements in their local borough will be something that makes our roles an attractive proposition for local young people.

Hackney also has a thriving tech sector with world leading business (large and small) based in the borough. On Monday 11 June we invited local employers to meet with us and discuss their ideas for ways that we can make our apprenticeships a success. Lots of really good suggestions were put forward, including:

  • Making sure that apprentices are given specific projects to deliver so that they can build their own personal portfolios of experience
  • Supporting our managers with the skills they will need to manage people who are at an early stage of their careers and have limited experience of the workplace
  • And also a willingness to work together in future to share ideas and look for further opportunities for us to work together

We’re really looking forward to getting our digital apprenticeship programme started and working to deliver great results for the apprentices and for Hackney as a whole.

An open data standard for planning applications?

We’re working to find out what a digital planning application service would look like if it were “so good, people prefer to use it”. However, one of the early things we learnt was that high quality data is the key enabler of providing a better digital service. 

We need to ensure our work on planning applications considers the opportunity for an open data standard, so that multiple authorities can benefit. Such a standard could support working across multiple planning authorities, e.g. for applications on borough boundaries. It could support interoperability within a future digital planning ecosystem, including front and back-end systems, centralised portals and registers.

To that end Hackney convened a session with colleagues from MHCLG, iStand UK, Future Cities Catapult and the GLA, to help us explore the idea of such a standard.

We (SB and TP) attended as members of the Data & Insight Team at Hackney, with an interest in the development and use of open data standards. Here’s an outline of what we learned…

Scope of the problem

Building a domain model is complex because of the interrelationship of policy, application types, land types, and different stages of decision-making.

Different planning authorities have different processes and timeframes, using different terminology, as well as different technology (for some insight on the fragmentation among local planning authorities, see Molly Strauss’ account of the GLA’s ongoing efforts to improve London-wide planning data). Some issues are only relevant in certain areas (e.g. radon gas).

In addition, much planning application information is contained within unstructured documents. In the digital planning portal, used by a large proportion of applicants, data is often entered into free text fields without validation against definitive registers. It is hard to tell how much of this content could become formalised and we must expect that some of it will remain unstructured. Similarly, much of what goes into planning decisions isn’t exposed as data yet (for example, local plan policies are not always rendered into spatial data).

Previous related efforts

We heard about efforts to consolidate data across local planning authorities. This seems to have been focussed on publishing unified planning application registers for counties including Hampshire and Surrey, via planning “hubs”. Among the challenges mentioned were:

  • Authorities using the same planning management software, but in different ways.
  • Difficulties agreeing on nomenclature.
  • Licensing restrictions, e.g. Surrey provides an API licensed only “for non-commercial and personal use” apparently due to use of Ordnance Survey “derived data”.

See the LGA schema produced as a result of this work.


We were reminded that a sustainable open data standard is more likely to emerge if we follow a few general rules:  

  • Start small. We should aim for a compact standard that could be extended later, following the ‘plugins’ approach of Open Source projects.  
  • Allow a lot of time. The standard should emerge from the model, not the opposite. It is also dangerous to pursue a definitive standard too early: when it starts being adopted, it becomes harder to change it.
  • Involve the right stakeholders. A standard is more ‘believable’ if it has been shaped by many diverse stakeholders, including from government entities. If not, it is likely to be reflecting the needs and culture of a limited group.
  • Plan for governance: in order to last and evolve, a standard needs a proper governance structure, led by a credible entity and offering a channel for stakeholders to propose changes.

What’s next?

Work on a minimum viable product for a digital planning service is about to start, involving the partner boroughs and Snook and Hactar. Using the advice outlined above, the aim will be to keep the data model as lightweight, high-level and open as possible, so it can be a good candidate for evolving into a standard.

This will only happen with input from a range of people with different perspectives. Hackney Digital Team would love to hear your ideas and learn about similar initiatives.

By Sandrine Balley and Tapan Perkins

How are we protecting the data and privacy of our residents and staff?

The closer we get to 25 May, the more emails I receive reminding me that the General Data Protection Regulation (GDPR) is coming soon. Some of these give the sense that the changes to our data protection laws will be apocalyptic and many of them don’t actually seem to have understood the new regulations at all! This is made slightly more dramatic by the uncertainty about when the UK’s new Data Protection Bill will actually be passed into law (so we can’t be 100% certain what the requirements will be – although we do have a good idea).

At Hackney we have been reminding ourselves that the fundamental principles of data protection remain the same – we need to look after the data and privacy of our citizens and employees and we need to make sure that we are using data in ways that are consistent with our legal obligations for delivering services to the borough’s residents and businesses.

Part of the change in the law is to increase transparency – making sure you know what we are doing with your data and what your rights are. And in line with the principle of transparency we are working in the open, so that others can benefit from the investment we’re making in complying with the new law if it would be useful to them.

If you’re a business then you’re likely to find that the exact details of work you need to do to comply with the GDPR will vary depending on the type of organisation you are and the types of data you hold, this summary might provide some useful pointers for your own compliance planning.

In summary, the work we’re doing covers the following areas:

  • Our training is designed for anyone we have reviewed & refreshed our data protection and information security training. We are working with local agency, Helpful Digital, to develop an online ‘Data Awareness Training’ tool. There is a basic level for those handling data, and an intermediate level for those making decisions about data. We’ll be sharing this, so that any other organisation can use it (a community volunteer that maintains a list of other volunteers, for example).
  • Information Asset Register – we’re building a register of what information we have, where it is, what controls are around it, who is accountable for it, where we got it from, who we share it with and what our lawful basis for processing it is. That will make it easier to respond to requests and ensure we’re complying with the law. We have been fortunate that the Local Government Association has made a ‘Record of Processing Activity’ tool available through their LG Inform Plus subscription service which we are using to help us build our register. This details all local government activities with the recommended lawful basis for processing and the underpinning legislation that relates to the power or duty (where it’s indicated that data is processed due to a legal obligation or public task).
  • Policieswe have refreshed our policies that relate to information management and security. Just as we are sharing products we are creating, we are also using good work of other organisations where permitted. In this case we based our new policies on those of other councils, saving Hackney time and money. These updated policies are clear and concise, and will have supporting technical standards and guidance.
  • Retention & disposalexisting data protection law already requires that we only keep data for the time that we need it for the purpose it was collected for. This doesn’t change with the new law, but we do need to tell individuals how long it will be kept for when we collect it from them. We have also been hard at work reviewing our older data archives and have made some policy decisions about email, have been reviewing the paper records that we store and plan to dispose of historic data that is no longer needed over the coming year. As part of this review work, we’ve been working with our colleagues in the Hackney Archives to make sure that any important archive records are retained for future use.
  • Privacy noticesthe new law extends individuals’ right to be informed, and we are now required to provide a large amount of additional information when we ask for data explaining why we need it and how it will be used and stored. We are following the guidance from the Information Commissioner’s Office to take a ‘layered’ approach. This means that we will provide be a short summary paragraph in Plain English at the time that we ask for the data (eg when someone completes a form) and this will point to a more detailed notice on the Hackney Council website, with additional detail for each service. We will be sharing these in an online document, licensed under Open Government Licence, so that they can be reused by others, free of charge.
  • Identity Managementwe have been exploring how we can minimise the number of times that we ask for ID documents from residents across multiple services through using technology that can simplify managing identity. This would not only save us money by avoiding the need to repeat steps across different services but would also make it easier for citizens to access services without having to prove who they are every time that they use a new service. We’re working together with the Government Digital Service and Tower Hamlets to see if there is potential to use the GOV.UK Verify service to achieve this.

Different organisations will need to take different steps, depending on what data they have and how they have managed it previously. We hope that by sharing details of the work we’re doing, by working in partnership with others and making our work open it will help you understand what the GDPR involves and help other organisations with their own preparations.

If you run a business or other organisation / group that processes personal data then we’d recommend you take a look at the information that the Information Commissioner’s Office have provided online https://ico.org.uk/for-organisations/business/. You can also contact their helpline which is able to offer advice if needed: https://ico.org.uk/global/contact-us/helpline/. You may also find this cyber security guidance from the National Cyber Security Centre useful https://www.ncsc.gov.uk/smallbusiness.