Digital Roadmap

Dundee’s Vision for Digital Scotland

Our Digital Roadmap will be built through analyzing and aggregating the individual digital roadmaps published by Scottish public sector bodies.

Each offers a unique strength (and weakness) and in the case of Dundee City it is their core introductory vision that is especially well defined – Getting this part right is the first and most essential step.

Dundee does an excellent job of defining how they can be a component part of a larger overall national strategy, and does so by identifying and building on what their particular local strengths and growth opportunities are:

“Scotland’s digital landscape is changing rapidly and the Scottish Government has recognised this through the development and support of a number of digital strategies and programmes which all have their sights firmly set on the same target for building Scotland’s digital future – 2020.

The Scottish Government’s vision for Scotland is a country in which:

‘Digital technology provides a foundation for innovative, integrated public services that cross organisational boundaries and deliver to those in most need, and for services for business that promote growth.’

Dundee City Council’s Digital Strategy outlines how the Council aims to achieve a digital Council by 2020 to help feed into the wider aim of building a Digital Scotland.

Dundee is a leader in games & digital media, is changing for the future and has been three times listed as a top seven global Intelligent Community of the Year over the past decade. As a UNESCO city of design and the V&A being the centrepiece of a globally significant urban regeneration programme, Dundee’s digital credentials will be another key component in delivering the City’s vision statement “to attract and retain talent, creating jobs, social fairness, quality of life and environmental sustainability”.

The vision for Dundee City Council is to become a Council which has enhanced its services through digital and has effectively promoted the use of digital so that its citizens think digital first when requesting services because it is quicker and more convenient to do so. This vision covers more than just digital access to services, it covers the processes behind the services, the way our citizen’s find and access them, how we communicate, how we continue to improve but also aims to bring the city together by looking at a multiple digital themes.

By creating a digital strategy, the Council will be supporting other Changing for the Future projects, providing the citizens of Dundee with a full choice of service options which are convenient and fit into their lives as seamlessly as possible regardless of age, location, time constraints or backgrounds.”

Aberdeen City Council – Digital Transformation Blueprint

Aberdeen City offers an ideal example blueprint of how to approach the new dynamic mode of agile procurement that the Scottish Government’s new digital marketplace is setting out to enable.

As UKAuthority reports they are seeking a digital partner who can provide the skills required to achieve their digital transformation strategy:

  • Senior, strategic advisory support – a highly experienced support who provides periodic, strategic input into the digital portfolio as it delivers the transformation.
  • Digital consultancy support – subject matter experts who work closely with the Council, in teams, in areas such as business case development, process re-design, customer experience mapping and design, digital supply chain re-engineering, change management etc.
  • Digital technical support – digital specialists who know how to build customer technology interfaces eg. mobile applications, websites, social media campaigns, digital advertising etc.

The purpose of the engagement is described as:

A digital partnership will provide us with access to expert knowledge or skills, offer a pathway to a new customer markets (enterprising council), or lend itself to a more agile approach. Essentially, it allows us to focus on our core expertise while supplementing it with digital expertise.

The full strategy plan is detailed in this report.

Digital Transformation Blueprint

Building on their Digital Transformation Strategy Being Digital this report establishes the linkages between the digital program and the Council’s overall strategy and goals, notably the Local Outcome Plan, which seeks outcomes such as tackling poverty and inequality and accelerating small business growth.

This will build on the developing approach to regeneration priorities, the work of the Health and Social Care Partnership and the inclusive economic objectives contained within the Regional Economic Strategy.

Target Operating Model

How the digital strategy will be implemented to support these goals is articulated through a comprehensive Target Operating Model, defining the Digital Transformation Blueprint, intended to achieve a primary overall goal of delivering up to £125 million of benefits realisation (or savings) over five years (2018/19 to 2022/23).

Digital Programmes

Digital Programmes defines the combined implementation of people, organization and technologies that are aligned towards the high level goals such as Aberdeen Prospers and Children Are Our Future.

  • Digital customer and community – Primary methods of engaging with citizens and delivering online services.
  • Digital workforce – Staff working and collaboration.
  • Digital supply chain and assets – The smart city framework for IoT asset tracking.

Digital Outcomes describes the types of benefits and results that the Digital Programmes are intended to achieve.

This explores high level use cases and begins to ask the questions of how they would be fulfilled, for example:

Digital Outcome

Outcomes focused delivery models, underpinned by Digital platforms.

What this could mean

Using digital solutions to enable Services to become a ‘broker’, matching customer need with supply, rather than delivering the service itself e.g. Homecare.

Enabling collaboration around a family, using digital solutions to draw key data into a single place and allow professionals (cross-organisation) to work securely together to deliver better outcomes.

Key considerations

  • Do we encourage and reward customer driven service delivery?
  • Are we ready to implement new business/ delivery models?
  • Where will these new models deliver most value?

Capability Map

The Capability Map defines the business capabilities needed to fulfil the programmes, such as:

Customer Platform

  • Information and advice – In and outbound.
  • Transactions and self-service.
  • Assessment and eligibility.

Resource Management:

  • Staff portal, for self-service delivery
  • Second/ third response – Transaction processing, case management


The Roadmap charts how Aberdeen will progress from their current position to this future state, across three main phases, which encapsulate a number of key deliverables:

Phase 1 – Foundation

Establish the fundamental building blocks, such as:

  • Skills audit and delivery plan rollout.
  • Procurement of new Customer Portal and CRM.
  • Agree Assisted Digital strategy.

Phase 2 – Transition

Begin implementation of digital services, such as:

  • Implement ‘My Account’ for customers.
  • Implement process automation.

Phase 3 – Optimization

Ongoing enhancement, delivering:

  • Community engagement to deepen citizen participation.
  • Expand ‘My Account’ to wider group of stakeholders.

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