People and processesHelen Knights, Strategic Lead ICT and Governance for the shared service for North and North East Lincolnshire Councils and Joint Programme Sponsor for the Digital Programme North East Lincolnshire

Helen Knights, Strategic Lead ICT and Governance for the shared service for North and North East Lincolnshire Councils and Joint Programme Sponsor for the Digital Programme North East Lincolnshire

Helen Knights, Strategic Lead ICT and Governance for the shared service for North and North East Lincolnshire Councils and Joint Programme Sponsor for the Digital Programme North East Lincolnshire

Helen has embraced digital, service design and making change happen. She has harnessed new skills, undertaking personal development which in conjunction with her passion and drive for better user experiences and outcomes enabled by technology has seen a clear vision and strategy for the council.

Helen’s approach to change and transformation has been as an enabler, working with the business as the driver, bringing challenge and vision, questioning to ensure we are doing the right thing, not the wrong thing better. Ensuring we reimagine services not just make something shiny. Taking a co-design approach in partnership with services to do with rather than to, digital experiences have been developed to support users and customers in North East Lincolnshire to be easy to use, slick and best in class.

Following the successful delivery of our customer programme in June 2017, largely looking at infrastructure and access arrangements for users and customers, this was the exemplar that enabled the new Digital Programme and an investment commitment of £2.75M by the council in these austere times. Helen has recruited to a new multi-disciplinary team with the right skills and experience to add capacity to stretched service to facilitate and support their transformation.

Key to this new teams development has been the commissioning of and external digital delivery partner to transfer user centric design skills and agile approaches to projects, not an easy task in the current economic environment. Helen’s passion and influence at the leadership table with a clearly defined business case enabled this to happen.

Our approach to the new programme is all about service design and reframing the problems we are looking to solve. Using clear criteria about what is a good project and how this meets the organisations strategic aims. Helen’s commitment and positive attitude has been key to this change to agile methodologies and is paying dividends through reimagined services such as how we respond to noise complaints. Enabling mobile working and two way dialogue with users to update throughout their journey. The work has been transformational and has released capacity in the service to unlock other opportunities. This includes transferring agile skills and capability across the organisation further enhancing our capacity and culture whilst leading the vision of change.

In short, without Helen at the helm of digital, it just would not happen.

Related Articles

How can the public sector successfully manage change?

Change Management How can the public sector successfully manage change?

2w Cath Everett
Making profound cultural change in social care

Change Management Making profound cultural change in social care

2w Austin Clark
Successful transformation is a continuous process

Change Management Successful transformation is a continuous process

2w Austin Clark
How do you speed up the NHS?

Change Management How do you speed up the NHS?

3w Jonathan Lofthouse
Government announces projects to boost diversity in cyber security

Cyber Security Government announces projects to boost diversity in cyber security

3w Austin Clark
Learning, development and diversity will help close the cyber skills gap in 2019

Cyber Security Learning, development and diversity will help close the cyber skills gap in 2019

3w Simon Hember
How do you create an appetite for risk?

Change Management How do you create an appetite for risk?

4w Austin Clark
Think strategically despite the pressures

Change Management Think strategically despite the pressures

4w Austin Clark