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Visit https://tinyurl.com/making-tech-better for more info.</itunes:summary>
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<itunes:summary>Let’s make tech even better! Made Tech specialise in helping our clients to improve their software delivery. For us, that means empowering your teams to collaborate compassionately, so that they can create high quality software that delivers value quickly to the people that really matter - the users. Every fortnight our lead engineer @ClareSudbery and her team will be interviewing passionate experts just bursting to share what they know about improving software delivery.
 
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<item>
<title>The case against centralised teams for data governance</title>
<link>https://www.madetech.com/blog/federated-governance-for-data-and-ai/</link>
<dc:creator><![CDATA[Jim Stamp]]></dc:creator>
<pubDate>Fri, 10 May 2024 09:12:09 +0000</pubDate>
<category><![CDATA[Data]]></category>
<category><![CDATA[AI]]></category>
<category><![CDATA[data governance]]></category>
<category><![CDATA[data-driven insight]]></category>
<category><![CDATA[federated governance]]></category>
<category><![CDATA[ML]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=14536</guid>
<description><![CDATA[A traditional approach to data governance can hinder the progress of AI and ML. Federated governance provides a new perspective; focused on principles rather than processes.
The post <a href="https://www.madetech.com/blog/federated-governance-for-data-and-ai/">The case against centralised teams for data governance</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
The traditional approach to data governance needs an overhaul. Centralised teams have long been the norm in most of the organisations I work with, but it’s becoming increasingly clear that these rigid structures create bottlenecks and can’t satisfy the demands of modern data processing. They often lack agility, stifle innovation and in particular can hinder the progress of AI and the creation of Machine Learning (ML) tooling.
Here’s where federated governance can provide the answer. This decentralised approach to managing data and making decisions, gives a new perspective; focused on principles rather than processes. It reminds me of when software architecture changed from monolithic mainframes to micro-services, allowing organisations to make use of centralised data platforms whilst embracing decentralised decision-making.
It prompts you to consider how you want your data to be processed, governed, and shared, setting the stage for a more agile and collaborative approach. A move to this way of working has now become essential if you want to introduce transformational technologies. 
<h2 class="wp-block-heading">Who can you trust?</h2>
In the world of AI and ML, data quality rules. Federated governance acknowledges this and relies on all parties sticking to the same data standards. It’s not just about having data; it’s about having data of a known quality.  If you want to use information from external sources you need to be able to trust it. Using a decentralised  approach it’s crucial to minimise the risks associated with inconsistent data and ensure integrity throughout the process.
The two phases of data science – training and inference, where you’re using models to make predictions or draw conclusions, are heavily reliant on data quality. If the data you’ve used for training is flawed, it can compromise the entire process. Therefore, establishing stable and reliable data sources is key. Understanding the sources of your data is also vital. In my opinion, unknown data quality is the worst scenario, as it leaves you in the dark about which techniques to adopt for improvement.
<h2 class="wp-block-heading">Data owners know best</h2>
Centralised teams often struggle to keep expertise across diverse domains, but with federated governance, the data expertise stays aligned with the domain knowledge. In this way, each team governs its own data according to agreed-upon principles. Identifying the data with meta tags then becomes all important, allowing those closest to the data to decide what the access policies should look like. I believe that all of this helps to foster a more agile and inclusive approach to data management, moving away from bureaucratic processes.
<h2 class="wp-block-heading">Cultural shift</h2>
To get buy-in for this new approach, it’s important to understand that you’ll also need to support a cultural change. As the teams who own the data begin to define the access principles and take on the responsibility for that data, data management starts to become a wider team responsibility. This shift from leaning on a central team means that some stream-aligned teams will need on the job training and support to be helped through the initial learning phase. By gradually decentralising responsibilities, domain experts will ultimately feel more empowered and enabled, and you’ll rapidly see the rewards of this transition.
<h2 class="wp-block-heading">Unlocking data freedom</h2>
So if you’re looking to take advantage of the full potential of AI and ML technologies, moving to a federated governance model is essential . By decentralising, encouraging collaboration, and driving cultural change, you’ll be able access the full potential of your data, and drive innovation for your clients and end users.
At Made Tech, we recently helped <a href="https://www.madetech.com/case-studies/hackney-council-data-platform/">Hackney council</a> to harness the power of their data, creating a new platform that would allow them to store their information, consolidate and analyse it all in one place. We worked closely with the team to design and deliver a cloud platform to help the council get better visibility of their data and deliver the best possible service for local residents. 
I’m hosting an upcoming event with Government Transformation Magazine on the theme of federated data governance and how it will be crucial for AI integration in the Public Sector.  <a href="https://www.madetech.com/made-tech-insights/">Sign up for our newsletter</a> if you want to be one of the first to read the  post-event round-up and in the meantime visit our <a href="https://www.madetech.com/services/data/">web page</a> to find out more about our data capabilities.
The post <a href="https://www.madetech.com/blog/federated-governance-for-data-and-ai/">The case against centralised teams for data governance</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></content:encoded>
</item>
<item>
<title>Leaning on digital to deliver more with less</title>
<link>https://www.madetech.com/blog/digital-delivering-more-for-less/</link>
<dc:creator><![CDATA[Laura Burnett]]></dc:creator>
<pubDate>Wed, 08 May 2024 18:20:47 +0000</pubDate>
<category><![CDATA[Central government]]></category>
<category><![CDATA[Digital service delivery]]></category>
<category><![CDATA[DDAT]]></category>
<category><![CDATA[Digital Strategy]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=14529</guid>
<description><![CDATA[With the government facing a growing ‘to-do’ list, digital remains the obvious answer to enable increased productivity and drive efficiency.
The post <a href="https://www.madetech.com/blog/digital-delivering-more-for-less/">Leaning on digital to deliver more with less</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
The recent bombshell from Prime Minister Rishi Sunak about funding increased defence spending by slashing civil servant numbers has definitely ruffled some feathers. Cutting back to pre-COVID levels, while completely overlooking the added complexities post-Brexit, is a tough pill to swallow. With the government facing a growing ‘to-do’ list, digital remains the obvious answer to enable increased productivity and drive efficiency.
<h2 class="wp-block-heading">A pressing need for smart digital strategies</h2>
In a <a href="https://www.civilserviceworld.com/in-depth/article/cat-little-interview-productivity-ai-spending-review">recent interview</a>, Cat Little, Chief Operating Officer and Permanent Secretary of the Cabinet Office said that the government is currently grappling with ‘how can we use data and digital for better service outcomes …. and can we do that with less resource?’ 
I’ve listed below a few digital strategies that I believe can be intelligently applied to keep things working, without exponentially increasing the size of your Digital, Data, and Technology (DDAT) workforce.
<ul>
<li>Fund digital teams, not just projects: Now’s the time to stop discussing and actually make this happen. Funding models need to support digital teams on an ongoing basis, rather than just one-off projects. Teams that stay together are more effective. They can manage and enhance multiple similar digital services efficiently. An enduring relationship allows them to quickly adapt to and meet changing needs, driving long-term savings across several initiatives rather than disbanding after a single project wraps up.</li>
<li>Embrace ‘good enough’ over perfection: Digital teams getting stuck in the beta phase, obsessing over 100%, is all too common. Teams should be encouraged to set a ‘good enough’ benchmark that meets most users’ primary needs. This move speeds up the transition to live service, letting you deliver value faster and avoid getting bogged down by endless tweaks.</li>
<li>Make delivery the goal: Ruthlessly prioritise. It’s far better to successfully deliver two services to live operation than to initiate ten discoveries that lack the budget or resources to ever get delivered. </li>
<li>Develop and use common components: Let’s push for more shared components across different departments. This approach will enable you  to cut down on duplication and ensure a consistent user experience. Tools like GDS Forms and GDS Notify are prime examples of how reusable components can happily serve a wide-range of needs.</li>
<li>Refocus your procurement strategy: Here, you need to focus on total cost of ownership rather than just the cheapest solution. This will make things more sustainable and easier to manage down the line. It’s also a good opportunity to rethink your budgets and projects, to make sure that you’re not putting in place systems that just mimic your existing organisational structures or current teams (applying Conway’s Law).</li>
<li>Adopt team topologies: Shift to a team topologies model to help develop and support multiple services more efficiently. If you set up platform teams to create standardised tools for example, you’ll reduce duplicated effort and encourage shared learning across the board.</li>
<li>Lean on Managed Service Providers (MSPs): For ongoing operational support, especially in ‘Run’ mode, tapping into managed service providers or Site Reliability Engineering (SRE) teams could be a game-changer. This way, you can draw on specialised expertise and scale benefits without needing to ramp up your internal team sizes.</li>
<li>Embrace compact, agile teams: Opt for smaller, agile teams to streamline communication and keep everyone in the loop efficiently. Reducing communication layers allows for quicker decisions and seamless collaboration. Shift from rigid job titles to versatile roles, leveraging ‘T-shaped’ professionals who can adapt and cover multiple functions. For instance, a delivery manager with business analysis skills or an interaction designer who also handles content design will make your team more flexible and more efficient. </li>
</ul>
Digital transformation isn’t just a nice-to-have; it’s essential for keeping our government services robust amid cuts. By putting in place some of these strategies, you’re not just sitting back and making do; you’re setting the stage for a more agile and responsive public service. Let’s keep our eyes on the prize: a digital-first government where innovation, practicality, and efficiency are at the heart of public service delivery. 
For more on this topic, watch my recent <a href="https://www.madetech.com/events/best-practice-deliver-citizens-business-case/?utm_campaign=2022-10_Digital%20transformation&utm_content=290671689&utm_medium=social&utm_source=linkedin&hss_channel=lcp-276725">webinar</a> on the often-overlooked steps that can make or break a successful digital delivery.
The post <a href="https://www.madetech.com/blog/digital-delivering-more-for-less/">Leaning on digital to deliver more with less</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></content:encoded>
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<title>Enough with the chatbots already</title>
<link>https://www.madetech.com/blog/enough-chatbots/</link>
<dc:creator><![CDATA[Helena Rix]]></dc:creator>
<pubDate>Wed, 01 May 2024 09:24:33 +0000</pubDate>
<category><![CDATA[User-centred design]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=14495</guid>
<description><![CDATA[Chatbots are popping up everywhere. From customer service and healthcare to banking and security - there's a bot for that. But how did we end up with such a disconnect between business expectation and user reality?
The post <a href="https://www.madetech.com/blog/enough-chatbots/">Enough with the chatbots already</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
We’ve all been there. Stuck with a “helpful” online chatbot when all you want to do is speak to a real person. It’s the modern equivalent of the 90s Windows paperclip…
But while this seems to be an almost universal experience, chatbots are now popping up everywhere. From customer service and healthcare to banking and security – there’s a bot for that. How did we end up with such a disconnect between business expectation and user reality?
<h2 class="wp-block-heading">A chatbot, for chatbot’s sake </h2>
The galloping excitement around AI means organisations are falling over themselves to add a chatbot as fast as possible. The only question that gets asked is “how long till it’s set up?”
After all, most organisations are battling with how to get customers the information they need at the right time and in the right way. A chatbot feels like a magic bullet, an easy fix. An AI assistant that never sleeps and has all the information at its (virtual) fingertips – hooray! In all the rush, the focus ends up on the platform itself instead of on our users.
<h2 class="wp-block-heading">Chatbots and AI</h2>
Chatbots have long suffered from being set up with little thought. The old scripted versions had a bad reputation for simply regurgitating corporate FAQs. People ran the chatbot gauntlet only in the (often vain) hope that a human was on the other side.
Modern chatbots don’t follow a predetermined script. Instead they’re based on a type of AI known as a Large Language Model (LLM). This allows them to process and predict what was previously an exclusively human to human interface: language.
As such they are a type of “generative” AI: AI that can generate its own original content. Most are “retrieval augmented”. That simply means they retrieve their answers from a set content source.
The addition of AI theoretically makes these modern bots much more powerful. But when they are poorly thought through and poorly implemented, it mostly makes them more powerfully irritating.
<h2 class="wp-block-heading">The impact of bad chatbots</h2>
We do not need to imagine the impact of poor chatbot implementation. Right now the media is full of delighted stories of people getting the better of bots.
One bot offered <a href="https://www.upworthy.com/prankster-tricks-a-gm-dealership-chatbot-to-sell-him-a-76000-chevy-tahoe-for-1-rp" target="_blank" rel="noreferrer noopener">a great deal on a car</a>. Another <a href="https://www.bbc.co.uk/news/technology-68025677" target="_blank" rel="noreferrer noopener">composed a haiku about how bad it was</a> and we’re even <a href="https://www.forbes.com/sites/marisagarcia/2024/02/19/what-air-canada-lost-in-remarkable-lying-ai-chatbot-case/" target="_blank" rel="noreferrer noopener">starting to see court cases</a>. But that’s just the tip of the proverbial iceberg.
In the face of so many bad experiences, users are increasingly exasperated and disappointed by bots. The impact of this is corrosive. When chatting to the team about chatbots, I found a common thread to our research insights that users increasingly:
<ul>
<li>avoid chatbots where they can or deal with them only reluctantly</li>
<li>start with the expectation of a bad experience – and get irritated all the faster when it inevitably is</li>
<li>are not certain of the accuracy of responses, so want to verify with a human anyway</li>
<li>worry about data security and privacy </li>
</ul>
<h2 class="wp-block-heading">Good design takes time</h2>
An AI chatbot is not separate to your content. It’s a part of your content. It cannot fix your content problems because it pulls what it “knows” from your content.
Think of a chatbot as a glorified search engine attached to a very fancy version of the autocomplete function you have on your phone. It does not understand the words it generates. It only understands how words relate to each other statistically. And that means that when you ask a question, your bot does not know the right answer. Rather it predicts the most likely answer. From your content.
I think you can see where I am going with this. If your content is a mess, the chances are that your chatbot won’t help. It may even make things worse. I’m not saying that chatbots are bad, or are never the right solution. But I am saying let’s be duly wary of “one size fits all” answers and quick fixes. Let’s take the time to properly map and fix our content problems because being irritating is bound to be bad for business.
As Dr Ralf Speth, CEO of Jaguar Land Rover, succinctly put it, “If you think good design is expensive, you should look at the cost of bad design”.
<h2 class="wp-block-heading">Creating a chatbot that’s user-centred</h2>
But there is stuff you can do. Here’s some considerations if you’re about to start a chatbot project.
<h3 class="wp-block-heading">An AI bot is a solution: what’s the problem?</h3>
It’s never a good idea to jump straight to a solution. What problem are you trying to solve? If your bot does not meet an existing user need, it will not add value for you or your users.
<h3 class="wp-block-heading">An AI exists to serve content </h3>
This is all too easily forgotten in the rush to create a chatbot. Good content design is fundamental to implementing a product that meets user needs. With a bot the best content answers a specific need, is short, conversational and makes any next steps clear. Introducing a bot and making it responsive and pretty will do nothing if the content behind it doesn’t help users.
<h3 class="wp-block-heading">AI generated content needs human review</h3>
AI generated content may not be accurate or appropriate. Consider the risks to your organisation carefully. How will you know that your bot is delivering the right answers? How might you introduce human reviews? How will AI and user content be retained?
<h3 class="wp-block-heading">AI bots cannot solve problems caused by poor content design and governance </h3>
If documents and data sources are poorly managed and maintained, AI will struggle to provide quality responses. If knowledge bases are not reliable, a bot will likely simply add. 
If you’d like to learn more about user-centred design and making sure you’re building the right thing in the right way, <a href="https://www.madetech.com/services/user-centred-design/" target="_blank" rel="noreferrer noopener">take a look at our services</a>. 
The post <a href="https://www.madetech.com/blog/enough-chatbots/">Enough with the chatbots already</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></content:encoded>
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<item>
<title>From idea to impact, the crucial steps in digital service delivery</title>
<link>https://www.madetech.com/blog/crucial-steps-in-digital-service-delivery/</link>
<dc:creator><![CDATA[Laura Burnett]]></dc:creator>
<pubDate>Tue, 30 Apr 2024 13:42:56 +0000</pubDate>
<category><![CDATA[Delivery]]></category>
<category><![CDATA[Digital service delivery]]></category>
<category><![CDATA[Digital transformation]]></category>
<category><![CDATA[Delivery Management]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=14480</guid>
<description><![CDATA[Laura Burnett sheds some light on the often-overlooked steps that can make or break a delivery project. She looks at how to create services that not only meet citizens' needs but also deliver tangible benefits against the original business case. 
The post <a href="https://www.madetech.com/blog/crucial-steps-in-digital-service-delivery/">From idea to impact, the crucial steps in digital service delivery</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
In the ever-changing landscape of public service delivery, the use of digital technology is a crucial way to meet citizens’ needs effectively. But after years of working in tech delivery, and driving positive change using digital services, I’ve found that while meeting user needs remains key, it’s equally important to make sure that digital products and services align with the original business case. This balance is particularly crucial in government, where budgets are shrinking and there’s a real need to achieve more with fewer resources.
In this blog I’d like to share some personal insights into how the initiation and discovery phases can help you create impactful and valuable digital services that deliver the benefits you set out to achieve at the start. 
<h2 class="wp-block-heading">So what is a valuable service?</h2>
It’s useful to remind ourselves first of all, about what constitutes a valuable service. A valuable service is usually defined as one that delivers a combination of these elements:
<ul>
<li>addresses a problem or fulfils a need for users</li>
<li>aligns with objectives</li>
<li>delivers economic benefits</li>
<li>saves time</li>
<li>streamlines processes</li>
<li>is accessible for all </li>
</ul>
The Government Digital Service’s service standard provides a structured framework for building these valuable digital services and includes discovery, alpha, beta and live stages. What’s often missed by digital teams is remembering to revisit the drivers that led to the project being funded in the initial business case. Taking the opportunity to revisit the legislative or financial reasons behind a project is crucial to success.
<h2 class="wp-block-heading">Understanding the value proposition</h2>
Crafting a valuable service starts right at the beginning, by looking to understand the core value proposition. It’s about delivering tangible benefits that resonate with both users and stakeholders. That’s why I’m a big advocate of collaborative exercises like the MadLibs workshop. 
Bringing together key stakeholders, we fill in the blanks to articulate why our service matters and the impact it will have. It’s a simple yet powerful way to align everyone towards a shared understanding of our mission and vision. Using this exercise, stakeholders are given prompts such as “Our service helps to _________, so ________.” Each participant fills in the blanks with their perspective, resulting in a collective understanding of the service’s value proposition.
Ultimately, the value proposition should be a one or 2 sentence summation of the key components of the business case, helping the team remain focused on the expected outcomes.
<h2 class="wp-block-heading">A hands-on approach to identifying users and their needs</h2>
But crafting a value proposition is just the beginning. As we move into the discovery phase, it’s all about rolling up our sleeves and diving into user research. We don’t just rely on data or intuition – we go out there and talk to the people who will actually use our service. By understanding their pain points and needs first hand, we can validate that solving the identified user problems would meet the aims of the business case, using tools such as benefits mapping. 
<h2 class="wp-block-heading">Quantifying outcomes and benefits</h2>
And of course, no discovery is complete without defining outcomes and quantifying the predicted benefits. It’s not just about crunching numbers; it’s about taking a holistic perspective. We look beyond the metrics to understand the real impact our service is having on people’s lives. Are we saving them time? Are we making their lives easier? These are the questions that drive us forward and ensure that our future service will make a real difference in the world.
<h2 class="wp-block-heading">A journey of discovery and impact</h2>
Navigating the initiation and discovery phases of digital service delivery is more than just following a methodology – it’s a journey. By understanding the pain-points first-hand, creating a value proposition, and identifying anticipated outcomes, we can create services that not only meet citizens’ needs but also deliver tangible benefits against the business case. And for me, that’s what it’s all about—using technology to make a real difference in people’s lives.
Watch my recent <a href="https://www.madetech.com/events/best-practice-deliver-citizens-business-case/">Digital Leaders webinar</a> to find out more about this topic and the subsequent phases of delivery. In particular there’s a matrix to help you look at cost versus value decisions in a slightly different way.
The post <a href="https://www.madetech.com/blog/crucial-steps-in-digital-service-delivery/">From idea to impact, the crucial steps in digital service delivery</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
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<title>It’s time to design and deliver greener products and services</title>
<link>https://www.madetech.com/blog/design-deliver-greener-product-services/</link>
<dc:creator><![CDATA[Daniel Healy]]></dc:creator>
<pubDate>Mon, 22 Apr 2024 10:32:00 +0000</pubDate>
<category><![CDATA[Delivery]]></category>
<category><![CDATA[Digital service delivery]]></category>
<category><![CDATA[User-centred design]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=14462</guid>
<description><![CDATA[When it comes to creating positive change for the planet, we often hear the phrase ‘digital by default’ - on paper it seems to suggest progress and efficiency. But doing things digitally doesn’t necessarily mean doing things sustainably.
The post <a href="https://www.madetech.com/blog/design-deliver-greener-product-services/">It’s time to design and deliver greener products and services</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
We recently had the pleasure of having Ned Gartside, Senior Service Designer from the Department for Environment, Food and Rural Affairs (Defra) join us in Bristol. He delivered a truly insightful talk on how we can design and deliver greener services. Off the back of Ned’s talk I’ve had some great conversations with the team around sustainability and organisational impact. It’s got me thinking. 
In this post I’m going to share what the tech sector as a whole needs to do more of, and that includes us too. I’ll also touch on the steps we’re taking to make planet-centred design a priority. 
<h2 class="wp-block-heading">Calling the tech sector! We need to do more</h2>
When it comes to creating positive change for the planet, we often hear the phrase ‘digital by default’ – on paper it seems to suggest progress and efficiency. But doing things digitally doesn’t necessarily mean doing things sustainably. The sad reality is that our industry needs a wake up call if we want greener services in society to become the norm. 
Last year, <a href="https://www.youtube.com/watch?v=bulhsb4IZFQ" target="_blank" rel="noreferrer noopener">UN Secretary General, António Guterres</a> put out a clear call to action at the launch of the Synthesis Report of the intergovernmental panel on climate change. Antonio says that our world needs ‘climate action on all fronts – everything, everywhere, all at once’.
What this means for the tech sector is that we need to build a fuller understanding of the sustainability impact of the products and services we design and deliver. While yes, creating change will require stronger governance and an industry-wide culture change, there are a few questions we can ask ourselves on a much smaller scale to get started, including:
<ul>
<li>how might we design for end-of-life when the product or service may no longer be needed? </li>
<li>how will the products and services we deliver affect the lives of the citizens? – this can touch on many different things, from changing daily habits to consumption patterns</li>
<li>does the sustainability impact of this product or service justify its existence?</li>
</ul>
Asking these questions and acting on the answers at the start of your next project is just a small way we can all start to introduce the idea of sustainable design into our work. While there’s still a long way to go in our sector, for all of us, one thing remains true – if we want to see real sustainable products and services, the tech sector needs to change.
<h2 class="wp-block-heading">The hidden impact of our carbon emissions</h2>
To understand how technology contributes to, or reduces impact on our planet we also need stronger frameworks around measurement. While the <a href="https://assets.publishing.service.gov.uk/media/5de6acc4e5274a65dc12a33a/Env-reporting-guidance_inc_SECR_31March.pdf" target="_blank" rel="noreferrer noopener">UK’s Streamlined Energy and Carbon Reporting (SECR) policy</a> does require organisations to share energy use and carbon emissions information in their annual reports – it doesn’t go far enough.
At the moment, organisations are only obliged to publish greenhouse gas emission reports on ‘direct effects’ and ‘enabling effects’. Not to get too technical, but that means the impact of the technology sector itself and the environmental impact when technology is applied to other sectors. For example, on a typical project this would include the sustainability impact of: 
<ul>
<li>the organisation and its delivery partners involved in designing and delivering digital services</li>
<li>the product or service itself</li>
</ul>
While this is a step in the right direction, we still need more. Within this SECR policy, reporting on what the government defines as ‘Scope 3’ emissions would paint a more interesting picture. Scope 3 emissions are those that are a consequence of your actions, that occur at sources you don’t own or control – currently reporting on these is voluntary. An example of this is travelling for work using transport not owned or controlled by your organisation – catching the train or taking a taxi etc.
If it was necessary to report on Scope 3 we’d see the systemic effects of technology-driven change. In other words, we’d gain valuable insights on what behavioural change has happened across society due to a new technology, and how these changes affect the planet! 
We’re not only here to be critical – the good news is that small changes are happening. Governments around the world are starting to revise their approach to reporting to highlight the hidden impact within emissions data. Making the publishing of Scope 3 emissions data a legal requirement here in the UK is a crucial step if we want to build a more sustainable future for our citizens.  
<h2 class="wp-block-heading">Sustainable steps at Made Tech</h2>
We don’t have all the answers yet. We’re still at the start of our own journey at Made Tech, but we have taken our first steps. In our own team we’re asking more questions to build our understanding of this problem, some of these include:
<ul>
<li>how might we make sure that we’re not just focusing on carbon emissions?</li>
<li>how does digital both enable and endanger our transition to a sustainable future?</li>
<li>what might those designing and delivering services already be doing that can help?</li>
</ul>
There are also some practical activities we’ve started this year. We’re currently designing a planet-centred design playbook. We’re still in the early stages. When completed this will aim to outline the steps we need to take to make sure we’re committed to designing and delivering greener services with our clients. Stay tuned for an update on this. As part of this exciting project we’ve also:
<ul>
<li>put together a planet-centred design working group to lead and coordinate our efforts </li>
<li>organised upcoming training for our teams on planet-centred design and designing sustainable services</li>
<li>started research into what has already been done and where we can can adopt and adapt</li>
</ul>
Later this year we’ll share a draft version of our design for planet playbook. We’ll also share more on our commitment to planet-centred design with updates on everything we’ve mentioned so far. We know we still have quite a way to go, but this is a hugely important journey the team are excited to be part of. We can’t wait to share the changes we’re making with you. 
Is planet-centred design something your organisation is thinking of? 
If you’d like to stay up to date with all of our latest blog posts and upcoming events, sign up to our <a href="https://www.madetech.com/made-tech-insights/" target="_blank" rel="noreferrer noopener">Made Tech Insights newsletter</a>.
The post <a href="https://www.madetech.com/blog/design-deliver-greener-product-services/">It’s time to design and deliver greener products and services</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
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<title>Is digital the new legacy? Part one</title>
<link>https://www.madetech.com/blog/digital-new-legacy/</link>
<dc:creator><![CDATA[Chris Blackburn]]></dc:creator>
<pubDate>Mon, 11 Mar 2024 09:18:13 +0000</pubDate>
<category><![CDATA[Digital service delivery]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=14213</guid>
<description><![CDATA[I’ve been talking to the team recently about whether digital is becoming the new legacy. Read about why I think the way we’re delivering government digital services needs to change.
The post <a href="https://www.madetech.com/blog/digital-new-legacy/">Is digital the new legacy? Part one</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
I’ve been talking to other members of the team recently about whether digital is becoming the new legacy. And by that I mean – is the dogmatic application of the Government Digital Service (GDS) Service Manual creating a new legacy in delivering digital services? Too often we’re seeing digital programmes stuck in endless cycles of discovery, delivered by teams that are simultaneously too big and not equipped to deliver services at pace. 
The strategy should be delivery. I’m just not sure it is any longer. 
<h2 class="wp-block-heading">A GDS revolution</h2>
GDS started back in 2011, the same year The Lean Startup was published, the time in which Facebook and Twitter dominated social media. GDS brought the Silicon Valley startup mentality to UK government. Adopting an approach of test-and-learn and getting something useful into the hands of users as quickly as possible.
The first launch of GOV.UK had a big alpha logo slapped on it and looked nothing like any other government service at the time. <a href="https://gds.blog.gov.uk/story-2011/" target="_blank" rel="noreferrer noopener">The GDS Story</a> describes how the team gave the site “a west coast look” to deliberately create something that felt radically different to government services of the time. 
I remember sharing the GOV.UK launch with the leadership team of the business I was with back then. It felt seismic. The government had just leap-frogged all of the private sector clients we were working with. They launched a modern digital service with the intent of testing it with real users, iterating and improving. The code was open sourced and the team behind it blogged about their approach, embracing now common concepts such as regular releases and <a href="https://en.wikipedia.org/wiki/Minimum_viable_product" target="_blank" rel="noreferrer noopener">minimum viable product</a> (MVP).
The innovation in the delivery of UK public digital services since would suggest that this absolutely was the revolution moment we needed. Among a small group of others, the UK is still looked to on an international stage for a progressive approach to digital service delivery in government.
<h2 class="wp-block-heading">What happened to modern digital delivery?</h2>
Since those early days of GOV.UK the principles and approaches that made the delivery of those trailblazing GDS services successful have been documented, trained and incorporated into activities such as the service assessment. Through the Service Manual, an incarnation of those GDS ways of working has been largely adopted as the default way of delivering digital services across government. Digital departments from Whitehall to Sheffield have posters on the wall with GDS-originated slogans such as “show the thing”, and referring back to my personal favourite, “the strategy is delivery”.
The culture that made GDS so successful in the early days was pioneered by “internet era” digital leaders that were focused on getting useful services into the hands of users. I think some of this important culture has been lost as we’ve tried to distil early success into a manual with defined phases, defined team shapes, and stage-gate assessments. If culture eats strategy for breakfast, we’ve not focused enough on how we really build and foster a culture of modern digital delivery, of continuous improvement and above all – a militant focus on delivering something useful for our users as quickly and as cost effectively as possible.
<h2 class="wp-block-heading">Back to working services in the hands of users</h2>
There are a number of things we need to address to avoid digital becoming the new legacy and to deliver better value digital services for society:
1. Understand how to adapt the discovery, alpha, beta, live phases
Leaders need to build teams that are confident and empowered to adapt and tailor the phases defined in the Service Manual. The by-the-book application of the discovery, alpha, beta to live lifecycle can see teams cranking the handle and focusing on their next assessment without constantly reminding themselves of what they’re really trying to achieve. Highly performing teams should always be questioning how they can adapt and improve how they’re working to reach their destination faster.
2. Be clear what the destination is
As obvious as it may sound, the whole team needs to be clear on the outcome it is trying to deliver for users. Too often we see teams started with a vague and potentially sprawling problem that can cause endless discovery to try to understand where to even start. Leaders should be clear on the impact they’re expecting the team to deliver, for who, and by when.
3. Right sized and shaped teams
The Service Manual provides a good starting point as to the skills, and I choose the word “skills” over “roles” deliberately, required to deliver digital services through its lifecycle. Teams should be shaped to deliver the specific outcome – and with as few people as possible. Bloated teams create overhead and unnecessary work. Leaders need to develop more T-shaped people who are driven by the desire to deliver working services and are interested in building the breadth of skills to do this. A researcher performing some business analysis, or a delivery manager putting a product hat on should be seen as a positive thing.
4. Deliver outcomes at pace
Teams should behave more like resource constrained startups with a limited time and budget in which to deliver real end-user impact. Leaders should create a culture that values at-pace delivery, where services are expected to be in the hands of users and being iterated within weeks, not months and years.  
5. Back to lean and agile basics
In digital delivery, for me there are 2 things that have really stood the test of time – the agile manifesto and the lean startup. The absolute simplicity of statements such as “working software over comprehensive documentation” and “adapting to change over following a plan” encapsulates so much of what can make digital delivery successful if they’re properly embraced. The lean startup MVP approach remains a compelling guide for reducing waste and iterating to something useful quickly. Rather than training teams in what a beta team should look like, leaders should be coaching their teams to really understand and embrace these core principles.
<h2 class="wp-block-heading">Let’s make the strategy, delivery – again</h2>
The way we’re delivering government digital services needs to change. We can do better. We’ve done it before. We need to put more emphasis on strong digital leadership – real visions for our digital departments and what we want our culture of delivery to be. We need to coach and train our teams not just on the Service Manual processes, but on the now decades old core lean and agile principles. We need our teams to feel dissatisfied until they’ve delivered a working service into the hands of users.
The strategy is delivery. The delivery of working and useful services into the hands of users.
The post <a href="https://www.madetech.com/blog/digital-new-legacy/">Is digital the new legacy? Part one</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
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<title>Breaking barriers: navigating adult social care in the digital age</title>
<link>https://www.madetech.com/blog/breaking-barriers-navigating-adult-social-care-in-the-digital-age/</link>
<dc:creator><![CDATA[Kelly Newcomb]]></dc:creator>
<pubDate>Tue, 13 Feb 2024 15:49:27 +0000</pubDate>
<category><![CDATA[Evidence SaaS product]]></category>
<category><![CDATA[Legacy application transformation]]></category>
<category><![CDATA[Local government]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=14056</guid>
<description><![CDATA[Wariness about fraud detection capabilities and legacy system contracts seem to be hindering accessibility to services for residents - here's the solution
The post <a href="https://www.madetech.com/blog/breaking-barriers-navigating-adult-social-care-in-the-digital-age/">Breaking barriers: navigating adult social care in the digital age</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
My friend Katie, is a 34-year-old mother of one lives on the outskirts of King’s Lynn, Norfolk. She has limited mobility due to her illness and has relied on her social care allowance to pay for modifications to her home and transport to a weekly social club. 
Yet, every six months she must print off reams of documentation and financial statements and present these in person at the local council offices; a trip that leaves her extremely exhausted and frustrated as other government services allow her to provide statements electronically.
Katie is not alone. 
Katie is one of the thousands of people affected by outdated systems and processes for adult social care applications and the regular financial audits that assess how she’s spending her allowance.
A service that is already difficult to access, made more difficult by these processes.
So, what’s stopping councils from using systems that better support people like Katie?
<h2 class="wp-block-heading">Why are these processes stuck in the past?</h2>
Having spoken to several council employees about the process of validating and reviewing documentation in person and the need for paper copies, it would seem that this method has stemmed from concerns about authentication and fraud.
A long-standing wariness about digital systems’ abilities to recognise fraud seems to have cast a shadow over reviewing the options available when it comes to document request and validation software in the modern age. The abilities of systems to review, process and verify documentation based on learned data (such as identifying tampered documents, reviewing signatures and extrapolating data) and to cross-check information with pre-existing databases (such as name, address, previous address history etc) has moved on in leaps and bound in the past decade. In the past year, we’ve seen a huge shakeup to the capabilities of AI – and yet, government systems are relying on functionality that’s, in some cases, decades out of date.
Because of the improvements in request and verification software, these paper-based, in-person verification processes pose a greater security and confidentiality risk; compared to computers and AI, the human eye can more easily be fooled and data protection can be breached due to incorrect storage of paper records.
According to the SSRG International Journal of Computer Science and Engineering, there is clear evidence that<a href="https://www.researchgate.net/publication/371445997_Leveraging_Machine_Learning_and_Artificial_Intelligence_for_Fraud_Prevention"> AI driven systems are far more efficient at identifying people and fraudulent documents</a> to a greater degree of accuracy than compared to our human abilities. 
Digital databases also offer greater security because private details are visible only to those who need to see them and records can be stored, deleted and redacted as required by data protection policies.
Luckily, in recent years, we’ve seen other government services like the HM Passport Office offering a <a href="https://www.gov.uk/photos-for-passports">digital service</a> that’s capable of verifying photos and documents online without human intervention – and yet, we’ve not seen this kind of technology being rolled out across other services.
<h2 class="wp-block-heading">Why haven’t councils been able to modernise?</h2>
I feel sorry for councils who are having to grapple with outdated technological infrastructures from legacy systems and budget constraints. As well as being tied into lengthy contracts with their software suppliers, they often do not have the budget to develop their own secure online submission portals or the resources to rescope and migrate away from what they already have.  
The software package that was (probably) purchased 10+ years ago may well have worked then, but without innovation, expansion or improvement, it’s now failing to keep up with the changing demands of service users and their increasing dependence on instant access, digital portals. 
This is because these systems are often scoped once and deployed. So long as they were good enough at the time of launch, revisiting the platform to see if improvements can be made to the service and functionality is often a low priority.
There is a degree of due diligence on the part of councils though. I’ve noticed that people will question if the system is still fit for purpose if/when renewal of that system is on the horizon. But complicated pricing structure and the hassle of exploring new options often leads people to stick with what they have. I don’t blame them. Having been in their position before, sometimes it feels like the easiest option is to just stick with what we have instead of going into a period of consultation, scoping and procurement.
A lack of innovation and incorporation of new technologies, though well-intentioned, form barriers for residents and continue to drain social workers’ time – what’s needed is the addition of software and systems that allow social workers and residents to more efficiently supply and assess documentation, and here’s why…
<h2 class="wp-block-heading">The impact on our community</h2>
The issue of accessibility during the application and audit phase undoubtedly has the biggest impact on those who are dependent on the allowance for their independence, freedom and social lives. For those less able-bodied, in-person processes are a difficult hurdle to overcome. 
<a href="https://app.powerbi.com/view?r=eyJrIjoiMDlhZGU4OWQtZTNmMi00MzNhLTllYzQtNmFjZjg5MTI4YTBkIiwidCI6IjM3YzM1NGIyLTg1YjAtNDdmNS1iMjIyLTA3YjQ4ZDc3NGVlMyJ9">Two-thirds of adult social care users are over 65</a> – with all of those <a href="https://www.mind.org.uk/information-support/legal-rights/health-and-social-care-rights/about-social-care/">dependent on some sort of support</a> for:
<ul>
<li>Accommodation</li>
<li>Physical and mental health</li>
<li>Transport</li>
</ul>
You could argue that in these cases, the system fails to accommodate the very people it’s supposed to serve.
We cannot assume that everyone has access to:
<ul>
<li>Transport</li>
<li>A printer or scanner</li>
<li>A person of good standing in the community</li>
<li>Identification</li>
</ul>
Anyone in this position is caught in a catch-22. Needing adult social care support but unable to apply or navigate the system due to inaccessibility to technology, transport and community – the very services they require the funding for.
Take James, for example, he says, “Trying to get help is a minefield, it was like I’m going round in circles. There’s either a lack of services, or when I can find someone who can help the waiting list is already so long. I know other people who need care who have difficulty finding who to approach or where to go for assistance. The information isn’t easily available. It’s not advertised enough and some of the websites aren’t up to date.”
<figure class="wp-block-embed is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio"><div class="wp-block-embed__wrapper">
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</div></figure>
<h2 class="wp-block-heading">A call for inclusive innovation</h2>
There’s no doubt in my mind that reforms to these processes are required. Ideally, there should be options for assessment and verification to be done in person or online to accommodate the diverse needs of those reliant on adult social care payments.
<a href="http://www.madetech.com/saas-products/evidence/?utm_campaign=Evidence&utm_source=blog&utm_content=breaking%20barriers">This is why we created our Evidence software. </a>
We believe that by allowing social care workers to automate the processes required to facilitate online financial assessments and direct payments, they will have more time to support residents who need to provide this same information in person. 
With the process of requesting and validating ID, documentation and other eligibility evidence through a digital portal, social care workers’ time can be optimised so they can offer both options to their residents.  
We’ve also done away with complicated pricing structures, add-ons and the like. The kind of thing that often stops social care managers from considering a new product or replacement system.
By providing a choice, councils would be seen to be more inclusive and accessible, putting the choice into the hands of those who deserve to have these options open to them; rather than having the choice made for them. 
If you’d like to learn more about Evidence and its use cases across social care, financial assessments, housing and more, fill out the form below.
<hr class="wp-block-separator has-text-color has-green-color has-alpha-channel-opacity has-green-background-color has-background"/>
<h2 class="wp-block-heading">Book a demo</h2>
During our call, we will:
<ul>
<li>understand your challenges and needs</li>
<li>showcase the features that align with your needs and processes</li>
<li>discuss how it can help streamline and reduce the cost of your processes</li>
<li>share upfront and subscription costs</li>
</ul>
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The post <a href="https://www.madetech.com/blog/breaking-barriers-navigating-adult-social-care-in-the-digital-age/">Breaking barriers: navigating adult social care in the digital age</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
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<title>From leaks to locks: A guide to reporting social housing repairs</title>
<link>https://www.madetech.com/blog/guide-to-reporting-council-housing-repairs/</link>
<dc:creator><![CDATA[Kelly Newcomb]]></dc:creator>
<pubDate>Tue, 06 Feb 2024 11:27:06 +0000</pubDate>
<category><![CDATA[Housing]]></category>
<category><![CDATA[Housing Repairs SaaS product]]></category>
<category><![CDATA[Managed services]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=14023</guid>
<description><![CDATA[Find answers to the most common questions asked about reporting housing repairs and the differing responsibilities of landlords and tenants.
The post <a href="https://www.madetech.com/blog/guide-to-reporting-council-housing-repairs/">From leaks to locks: A guide to reporting social housing repairs</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
If you live in a council property you may be eligible for paid repair works when something breaks within your home or in a communal area. Similarly to private landlords, housing associations and social housing operators (such as local governments and councils) must repair parts of the property they are responsible for maintaining. In this blog, you’ll find answers to the most common questions asked about reporting housing repairs and the differing responsibilities of landlords and tenants.
Contents:
<ul>
<li><a href="#How-do-I-request-a-repair-for-a-local-council-property">How do I request a repair for a local council property?</a></li>
<li><a href="#What-is-the-best-way-to-report-a-housing-repair">What is the best way to report a housing repair?</a></li>
<li><a href="#How-do-I-request-a-repair-in-a-communal-area-of-a-council-property">How do I request a repair in a communal area of a council property?</a></li>
<li><a href="#What-happens-to-my-report-once-it's-sent-off">What happens to my report once it’s sent off?</a></li>
<li><a href="#What-repairs-do-councils-have-to-carry-out">What repairs do councils have to carry out?</a></li>
<li><a href="#What-counts-as-an-emergency-repair">What counts as an emergency repair?</a></li>
<li><a href="#Who-pays-for-the-repair">Who pays for the repair?</a></li>
<li><a href="#What-should-I-do-if-the-repair-was-not-completed">What should I do if the repair was not completed?</a></li>
<li><a href="#What-repairs-are-tenants-responsible-for">What repairs are tenants responsible for?</a></li>
<li><a href="#When-should-I-attempt-to-repair-myself">What should I attempt to repair myself?</a></li>
</ul>
<h2 class="wp-block-heading" id="How-do-I-request-a-repair-for-a-local-council-property">How do I request a repair for a local council property?</h2>
Reporting a housing repair is different for each council. In some councils, you’ll only be able to report a problem or repair by calling their repairs hotline. To find the telephone number and their operating hours, we suggest you do a Google search for ‘<a href="https://www.google.com/search?q=report+a+repair+council">report a repair [council name]</a>‘. 
Other councils will have digital services where you can submit an issue by web form, email or webchat. Please check with your local authority or housing association for the best method to report a housing repair in your property. 
Don’t forget that some repairs are considered urgent and therefore you may need to report them in a different way to non-urgent repairs. For more information on what repairs may be considered urgent click here.
<h2 class="wp-block-heading" id="What-is-the-best-way-to-report-a-housing-repair">What is the best way to report a housing repair?</h2>
According to a 2017 report from Microsoft, <a href="https://info.microsoft.com/rs/157-GQE-382/images/EN-CNTNT-Report-DynService-2017-global-state-customer-service-en-au.pdf">90% of users expect to be able to access an online self-serve portal</a>, and the expectation with housing repairs is no different. 
From our analysis of 189 councils in the UK in 2023, only 73% of councils had an accessible online housing repair reporting tool. Of the 51 councils that did not, we identified that: 
<ul>
<li>They didn’t have an online platform</li>
</ul>
OR
<ul>
<li>They did have an online platform but it didn’t work or was not accessible*</li>
</ul>
*due to being incompatible with current browsers and security requirements or it was delisted from app stores for similar reasons. 
Not only is there an expectation from residents to be able to report housing repairs online, but an online reporting tool offers the greatest convenience and fastest way to report an issue with a property when compared to calling.
Some residents have reported <a href="https://londonnewsonline.co.uk/call-waiting-times-for-people-needing-urgent-housing-repairs-fire-times-longer-than-before-pandemic/">waiting up to 35 minutes to report a repair via telephone</a>. This is almost 8 times longer than our <a href="https://hubs.li/Q02hc98T0">online housing repairs reporting tool </a>which takes an average of 4 minutes to log a repair.
See how we’re reducing friction for residents by offering <a href="https://www.madetech.com/blog/online-housing-repairs-no-login/">a secure way to report repairs without the need for a username and password</a>.
<h2 class="wp-block-heading" id="How-do-I-request-a-repair-in-a-communal-area-of-a-council-property">How do I request a repair in a communal area of a council property?</h2>
Similarly to reporting a repair in your home, you may also be able to report a repair that is required in a communal area such as issues with lifts, CCTVs and bins. In these cases, the reporting process may be the same. However, we have identified that some councils have a different process for reporting repairs in communal areas. Please refer to your local council for information on how to contact them regarding these kinds of repairs. 
<h2 class="wp-block-heading" id="What-happens-to-my-report-once-it's-sent-off">What happens to my report once it’s sent off?</h2>
The process of evaluating and managing repairs varies from council to council. Typically repair requests for social houses go to a housing repairs manager who will look over the report to identify if they need any further information so that they can assign the repair to the right repair person (such as an electrician or plumber). 
Once a repair has been scheduled someone will come to the property to review the repair and make a recommendation on how to fix the problem to the housing repairs team. They will then order the required parts and return the same day or a future date to complete the repair.
The process of approval, access to the property and scheduling varies between local authorities depending on their systems, processes and the availability of parts and labour.
<h2 class="wp-block-heading" id="What-repairs-do-councils-have-to-carry-out">What repairs do councils have to carry out?</h2>
Your landlord, whether they are a local authority, council or housing association will be responsible for carrying out all section 11 repairs (Landlord and Tenant Act 1985). Details of these responsibilities can be found in your tenancy agreement alongside any other repairs they are responsible for. 
At a minimum, they must pay for repairs to:
<ul>
<li>Gas, pipes, and boilers</li>
<li>Broken heating systems</li>
<li>Water leaks</li>
<li>Toilets, baths, and sinks</li>
<li>Roof, walls, windows, and external doors</li>
<li>Electrical wiring </li>
<li>Any appliances provided in your home (such as fridges, freezers, washing machines)</li>
</ul>
If you live in a flat, they could also be responsible for:
<ul>
<li>The structure and exterior of your home, including walls, stairs, and bannisters, roof, external doors, and windows</li>
<li>Shared areas like lifts and stairways</li>
<li>Electrical wiring</li>
<li>Gas pipes and boilers</li>
<li>Heating and hot water</li>
<li>Chimneys and ventilation</li>
<li>Sinks, baths, toilets, pipes, and drains</li>
<li>CCTV</li>
<li>Bin areas</li>
<li>Gardens</li>
<li>Car parking</li>
</ul>
Your local council or housing association is always responsible for these repairs even if this is missing from your tenancy agreement or it says something different.
There may also be additional responsibilities that lie with the housing repairs team laid out in your contract. It’s also important to note that they are also responsible for any redecoration that may be required once the problem is fixed. For example, if part of your wall had to be replastered after a repair, it should also be painted the same colour as your wall at the time of the agreement (provided you have not painted it another colour).
Tenants also have their own responsibilities which can be found here. 
<h2 class="wp-block-heading" id="What-counts-as-an-emergency-repair">What counts as an emergency repair?</h2>
There are some issues that are considered emergency repairs. The timelines and next steps to address these emergency repairs vary. Any of these should be considered as an emergency repair:
<ul>
<li>Damp and mould</li>
<li>Leaks</li>
<li>Rats, mice and pests</li>
<li>If you smell gas</li>
<li>If your fire alarm or carbon monoxide alarms are not installed or working properly (beyond changing the battery)</li>
<li>No hot water or heating</li>
<li>Exposed wires</li>
<li>Your windows or doors won’t lock</li>
</ul>
<h2 class="wp-block-heading" id="Who-pays-for-the-repair">Who pays for the repair?</h2>
Any of the repairs covered under Section 11 of the Landlord and Tenant Act 1985, including the emergency repairs are all the responsibility of your landlord. They must fix them and pay for the costs of the repair and any redecoration required should your property be damaged.
<h2 class="wp-block-heading" id="What-should-I-do-if-the-repair-was-not-completed">What should I do if the repair was not completed?</h2>
There are several ways of handling a dispute if your repair wasn’t completed or is not being addressed.
If your repair was not complete, you should contact the housing repairs team as soon as possible with your repair reference number (if you have it), a description of the issue and the repair that was attempted. Providing pictures of before and after (even if it’s incomplete) will help the housing repairs team to assign the right person and materials to complete the repair faster. It helps to have all this information to hand when contacting the housing repairs team.
If there is a dispute about the timeline or urgency of the repair and you cannot resolve this with the housing repairs team, we suggest you <a href="https://england.shelter.org.uk/housing_advice/repairs/how_to_report_repairs_to_a_council_or_housing_association_landlord/complain_to_your_landlord_about_repairs">look here for further information</a> about escalating the issue. Timelines for repairs and the process of escalating depend on the type of repair required. 
<h2 class="wp-block-heading" id="What-repairs-are-tenants-responsible-for">What repairs are tenants responsible for?</h2>
As a tenant, you are responsible for maintaining parts of the property such as keeping it clean and tidy and ensuring no damage is done to the property or landlord-owned appliances through misuse and carelessness. 
If you cause damage to the property, fixtures or fittings that the landlord is responsible for repairing due to misuse then you may be responsible for the cost of repairs.
In most cases, tenants are responsible for:
<ul>
<li>Replacing lightbulbs and batteries</li>
<li>Cleaning ovens, washing machines, dishwashers etc</li>
<li>Ensuring ventilation is uncovered/ fans are turned on to reduce the risk of condensation and mould</li>
<li>Maintaining any private garden or driveway; keeping it in the condition it was at the time you moved in </li>
<li>Maintaining toilets and sinks</li>
</ul>
<h2 class="wp-block-heading" id="When-should-I-attempt-to-repair-myself">When should I attempt to repair myself?</h2>
Depending on your proficiency there are some things that you could easily try to maintain yourself, such as the items in the list above. It’s always important to bear in mind the responsibilities you have as a tenant when taking on a new property and what you feel you can manage.
For example, a large back garden may be hard to maintain if you have mobility issues or cannot access or store a lawn mower.
Unblocking drains, replacing bulbs and batteries and keeping your home clean are all things that do not require a specialist (though you may want to hire the help of a cleaner or friend to assist).
We do not recommend you carry out any repairs on electrics, appliances (outside of what is safe to do in the manual), plumbing or gas. Leave this to the experts.

If you’d like to <a href="https://www.madetech.com/saas-products/housing-repairs/?utm_campaign=2023-12_Housing%20repairs%20SaaS%20product&utm_source=blog&utm_medium=cta&utm_content=leaks%20to%20locks">see our online housing repairs platform for yourself</a>, please take a look at our demo. And if you think this is something you or other residents would benefit from you can always get in touch with us using the form on the same page.
The post <a href="https://www.madetech.com/blog/guide-to-reporting-council-housing-repairs/">From leaks to locks: A guide to reporting social housing repairs</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
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<item>
<title>Reasonable adjustments: for an inclusive workplace</title>
<link>https://www.madetech.com/blog/reasonable-adjustments/</link>
<dc:creator><![CDATA[Oli Monks]]></dc:creator>
<pubDate>Thu, 01 Feb 2024 10:14:37 +0000</pubDate>
<category><![CDATA[Life at Made Tech]]></category>
<category><![CDATA[Diversity and inclusion]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=14000</guid>
<description><![CDATA[A big part of making sure the workplace works for everyone is offering reasonable adjustments. We're sharing what they are, why they're important and what you can ask for.
The post <a href="https://www.madetech.com/blog/reasonable-adjustments/">Reasonable adjustments: for an inclusive workplace</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
A big part of making sure the workplace works for everyone, whether remote, in person or hybrid is offering reasonable adjustments. In this post we’re going to share what they are, why they’re important and what you can ask for as both an interviewee and a fully-fledged team member. 
<h2 class="wp-block-heading">What are reasonable adjustments? </h2>
Reasonable adjustments are the changes an employer makes to remove or reduce barriers in the workplace. These adjustments are made so people <a href="https://www.citizensadvice.org.uk/work/discrimination-at-work/discrimination-at-work/checking-if-its-discrimination/check-if-youre-disabled-under-the-equality-act-work/" target="_blank" rel="noreferrer noopener">living with disabilities</a> or physical or mental health conditions can do their job well, and are not at a disadvantage compared to their teammates.
There’s no timeline on adjustments. They can be made at any time during your interaction with a company – right from your first interview through to the end of your employment and at any point in between. 
Reasonable adjustments can include many different things which we’ll dive into a bit later, but common examples include things like changing your working hours or sending emails and documents in accessible formats. 
What is ‘reasonable’ depends on each person and their situation. So it’s important that anyone making a request is involved throughout the entire process. To make sure any <a href="https://www.acas.org.uk/reasonable-adjustments" target="_blank" rel="noreferrer noopener">changes you request are reasonable</a>, employers will consider if the adjustment:
<ul>
<li>will remove or reduce the disadvantage you’re facing</li>
<li>is practical and affordable</li>
<li>could potentially harm the health and safety of others</li>
</ul>
While sometimes a requested adjustment may not meet this criteria, employers should always try and find other ways and alternative adjustments to support you. 
<h2 class="wp-block-heading">Adjustments you can ask for</h2>
One of the biggest challenges we see when it comes to reasonable adjustments is that people aren’t often sure what they can ask for. Here’s a starting point to understand some of the most typical adjustments. We’ve split them into 3 main themes that can support you in different ways.
Adjustments to improve the environment and company procedures can include:
<ul>
<li>taking frequent work breaks</li>
<li>doing part of your work from home</li>
<li>reviewing job responsibilities and matching to your strengths</li>
<li>having a flexible schedule</li>
<li>making spatial changes in the office, like layout or seating arrangements</li>
<li>changing the noise levels in the office, like wearing headphones</li>
<li>changing the intensity of the lighting</li>
<li>having access to a private office or dedicated space</li>
<li>equipment like ergonomic chairs, sit-stand desks, foot-stools and ergonomic mouses</li>
<li>flexible travel support for different types of transport</li>
</ul>
Adjustments can also include tools and technology, common examples are: 
<ul>
<li>text-to-speech software</li>
<li>speech-to-text software</li>
<li>visualisation and mind-mapping software, like <a href="https://miro.com/index/" target="_blank" rel="noreferrer noopener">Miro</a></li>
<li>specialist spell and grammar checkers, like <a href="https://app.grammarly.com/" target="_blank" rel="noreferrer noopener">Grammarly</a> and <a href="https://hemingwayapp.com/" target="_blank" rel="noreferrer noopener">Hemmingway</a></li>
<li>dual screen or reading stands</li>
<li>software to support organisation and time management</li>
<li>changing the font or size of reading materials</li>
<li>coloured overlays or printing reading materials out on coloured paper</li>
<li>whiteboard, pin board and coloured post-it notes</li>
<li>specialist training on using technological adjustments</li>
</ul>
And finally, adjustments can also mean your employer provides specialist coaching in different skills and abilities such as:
<ul>
<li>memory</li>
<li>organisation</li>
<li>time management</li>
<li>literacy and numeracy</li>
<li>communication</li>
<li>wellbeing</li>
</ul>
It’s important to make clear this isn’t an exhaustive list and there’s plenty more adjustments that you can ask for. Not every organisation will be able to provide everything we’ve listed above, but as we mentioned earlier, if there’s something an employer deems ‘unreasonable’ they should always find other ways they can support you. 
<h2 class="wp-block-heading">Changes we’re making at Made Tech</h2>
In the past we’ve hosted lunch and learn sessions around reasonable adjustments for the team, bringing in external speakers, <a href="https://www.adjustservices.co.uk/" target="_blank" rel="noreferrer noopener">Adjust</a>. This helped us with follow-up ‘train the trainer’ sessions, where we could run knowledge sharing for our line managers and help educate the wider team. 
Last year, we also introduced a reasonable adjustment passport process. As part of this, reasonable adjustments passports can be used to record which adjustments have been agreed with a teammate. This avoids the traditional need to re-negotiate and repeatedly discuss reasonable adjustments every time a team member is assigned to a new project, role or has a new line manager. 
We know there’s always more to be done. In typical Made Tech-style, the learning is never complete and we’re keen to continue iterating this process. We’re still learning and we know there’s always room for improvement. 
<h2 class="wp-block-heading">It’s also useful to know</h2>
There’s lots of great information out there around reasonable adjustments that can help you understand your rights and where your employer can support you. If you’re looking for some more guidance, GOV.UK has information for workers with <a href="https://www.gov.uk/reasonable-adjustments-for-disabled-workers" target="_blank" rel="noreferrer noopener">disabilities or health conditions seeking adjustments</a> and Scope gives a great<a href="https://www.scope.org.uk/advice-and-support/asking-for-reasonable-adjustments/" target="_blank" rel="noreferrer noopener"> overview of what the process looks like.</a>
If you want to read more about reasonable adjustments in general, <a href="https://www.acas.org.uk/reasonable-adjustments" target="_blank" rel="noreferrer noopener">Access to Work</a> and the <a href="https://www.berkshirehealthcare.nhs.uk/media/109514758/neurodiversity-in-business-birkbeck-university-of-london.pdf" target="_blank" rel="noreferrer noopener">Neurodiversity in Work Report 2023</a> are full of wonderful information for both employees and employers.
Reasonable adjustments are an effective and important way we can make sure everyone can do their best work. As an employer, making changes to policies, working practices, physical layouts and providing extra equipment or support when needed makes sure your workplace is an inclusive one. 
We’d love to hear your thoughts on this topic. Please feel free to <a href="mailto:contact@madetech.com" target="_blank" rel="noreferrer noopener">get in touch</a> with your own advice, links or examples of where you’ve seen great work happening. 
If you want to read more about what we’re up to at Made Tech outside of our day-to-day projects, take a look at our <a href="https://www.madetech.com/blog/category/life-at-made-tech/" target="_blank" rel="noreferrer noopener">Life at Made Tech blog posts</a>.
The post <a href="https://www.madetech.com/blog/reasonable-adjustments/">Reasonable adjustments: for an inclusive workplace</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
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</item>
<item>
<title>Make your software flexible and scalable by…camping?</title>
<link>https://www.madetech.com/blog/software-flexible-scalable/</link>
<dc:creator><![CDATA[Anna Horstmann]]></dc:creator>
<pubDate>Fri, 26 Jan 2024 07:27:54 +0000</pubDate>
<category><![CDATA[Cloud and engineering]]></category>
<category><![CDATA[Life at Made Tech]]></category>
<guid isPermaLink="false">https://www.madetech.com/?p=13963</guid>
<description><![CDATA[Want to make your software flexible and scalable? Let me walk you through the connection between Docker, Kubernetes, Helm and … camping?
The post <a href="https://www.madetech.com/blog/software-flexible-scalable/">Make your software flexible and scalable by…camping?</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
]]></description>
<content:encoded><![CDATA[
It’s been a hot minute since we got into the really technical side of things over here, so let me take you through a recent chat with a colleague about managing complex software systems. 
One of the recurring challenges is how to make sure they’re reliable and flexible, this got us talking about some of the tools behind microservice architectures. If you’re not familiar, microservice architectures are multiple smaller programmes that together deliver those big complex systems. 
I’ve recently been working with a few of these tools, so in this post I’ll explain how they can work together to make sure what you’re creating is seamless and scalable – with a nice camping analogy thrown in.  
<h2 class="wp-block-heading">What does engineering and camping have in common?</h2>
I’ll start with some definitions. 
Docker: Where it starts. Docker is a programme that allows you to organise your code into microservices – from here we’ll call them containers.
Kubernetes: This is an open-source tool that allows you to manage your containers.
Helm: This is where it all comes together. With Helm you can automate the deployment and management of your Kubernetes applications.
Going into slightly more detail, a container is an isolated environment for your code. It’s important to note this means that a container also has no previous knowledge of your operating system. An image is a snapshot of this environment and contains instructions for creating the container. The container then runs your code. 
Docker images are built from Dockerfiles, these are the text files that contain the commands required to set it up. There are many commands you can use in a Dockerfile including FROM (the base image you want to build from), COPY (files you want to copy from your local environment into the container) and CMD (the first command run on container startup).
Now let’s imagine we’re going camping. In this analogy, our containers are similar to tents and Dockerfiles are the equipment lists needed to set up our tents. 
FROM = tent style/design, number of zipped doors and number it sleeps
COPY = the equipment you need in the tent
CMD = first thing you do (boil kettle, nap, grab a beer and turn on the lights)
<h3 class="wp-block-heading">Summer</h3>
Let’s carry on with our camping analogy. You want to start a glamping campsite. You’ll provide the tents, you set your first tent up and like how it turns out. It’s blue, sleeps 4 and comes with solar-powered fairy lights and airbeds with linen. Not one to keep this to yourself, you get some friends to try it out and stay there before you open business to the public. They love it, and you decide that your setup is perfect. You duplicate your setup for five more blue tents and start getting paying customers to stay.
<hr class="wp-block-separator has-alpha-channel-opacity"/>
In technical terms: This is at the moment a group of Docker containers, which you manage yourself.
<hr class="wp-block-separator has-alpha-channel-opacity"/>
<h3 class="wp-block-heading">Autumn</h3>
Your business is a hit. You’re fully booked for the next 3 months and decide to expand. So far the business seems to be doing well with the tents setup as they are, so you want another group of tents, perhaps in a different colour to make the site look more aesthetic. 
You decide to hire someone to manage the original group of blue tents and someone else to manage a new group of 6 orange tents. The managers are responsible for maintenance of the tents, making sure all of the equipment is available and working, and they flag to you if it isn’t. They’re also trained to rebuild tents if they fall down in adverse weather. 
It’s quite a nice arrangement. The tent managers are responsible for the details of each setup. It will only deviate from this if you want something changed. This means the tent configurations can be left to them while you focus on the bigger picture – like how to keep cows from the neighbouring field out of your glamping area.
<hr class="wp-block-separator has-alpha-channel-opacity"/>
In technical terms: The managed groups of tents are now Kubernetes deployments, each one being managed and maintained without your input via a Kubernetes manifest (a YAML file where you define features of the Deployment). The example YAML manifests below define deployments for blue and orange tents, 6 of each and both sleeping 4 people.
<hr class="wp-block-separator has-alpha-channel-opacity"/>
<figure class="wp-block-image size-large is-resized"><img decoding="async" loading="lazy" src="https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments-1024x576.png" alt="" class="wp-image-13964" width="1024" height="576" srcset="https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments-1024x576.png 1024w, https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments-300x169.png 300w, https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments-768x432.png 768w, https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments.png 1200w" sizes="(max-width: 1024px) 100vw, 1024px" /></figure>
<h3 class="wp-block-heading">Winter</h3>
Now we’re in winter and adverse weather seems to be happening more often. The tent managers have been doing a great job keeping all 6 tents in their respective group well-maintained. But the bookings are thinning and you realise you don’t need to pay people to maintain all 12 tents when a portion of them are sitting empty. You instruct your tent managers to reduce their group sizes to 4 apiece (8 in total). 
You also get several complaints about the warmth of the tents. You had perhaps forgotten that this is glamping not camping, and customers don’t expect a temperature difference between a canvas sheet and their own home. You realise that your initial setup may have been perfect for summer but is less so for winter. You tell the tent managers to add blankets and duvets to the tents. These changes seem to do the trick and bookings drift back to pretty much full.
<hr class="wp-block-separator has-alpha-channel-opacity"/>
In technical terms: The changes here are things which you would change in the Kubernetes deployment manifest and re-deploy. In the YAML snippet below blankets have been added to the blue tents deployment.
<hr class="wp-block-separator has-alpha-channel-opacity"/>
<figure class="wp-block-image size-large"><img decoding="async" loading="lazy" width="1024" height="576" src="https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments-changes-1024x576.png" alt="" class="wp-image-13967" srcset="https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments-changes-1024x576.png 1024w, https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments-changes-300x169.png 300w, https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments-changes-768x432.png 768w, https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-deployments-changes.png 1200w" sizes="(max-width: 1024px) 100vw, 1024px" /></figure>
<h3 class="wp-block-heading">Spring</h3>
It’s spring and things are starting to pick up. You instruct the tent managers to increase the tent numbers back up to 6 apiece in anticipation of a flood of booking requests as the winter frosts thaw. 
However, the site’s demand doesn’t pick up with the warmer weather as you expected. You wonder what you could do to encourage visitors. You decide to start offering electric hookups and WiFi for the tents. You don’t have the expertise to install and maintain those features, so you employ 2 more people to manage them for you. You initially set the price for each feature at £5 per tent, so people wanting both electricity and WiFi would pay £10.
It works – it turns out that people love coming to fields to surf the internet rather than sitting at home. You are once again flooded with booking requests and figure you can probably raise the electric and WiFi prices. You ask the service managers to start charging £7.50 per feature, £15 for both.
<hr class="wp-block-separator has-alpha-channel-opacity"/>
In technical terms: The services you’ve added are Kubernetes objects, such as Services, Ingress and ConfigMaps. There are loads of types of Kubernetes objects which you can add to your deployment to make your application externally available, apply configuration etc. These are also deployed manually via YAML manifests, like the electric hookup example below.
<hr class="wp-block-separator has-alpha-channel-opacity"/>
<figure class="wp-block-image size-large"><img decoding="async" loading="lazy" width="1024" height="576" src="https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-objects-1-1024x576.png" alt="" class="wp-image-13968" srcset="https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-objects-1-1024x576.png 1024w, https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-objects-1-300x169.png 300w, https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-objects-1-768x432.png 768w, https://www.madetech.com/wp-content/uploads/2024/01/Kubernetes-objects-1.png 1200w" sizes="(max-width: 1024px) 100vw, 1024px" /></figure>
<h3 class="wp-block-heading">Summer (again)</h3>
You’re starting to get the hang of this glamping thing. You realise that there are yearly fluctuations in popularity and predictable variations in the market. Each change is communicated to the managers.
However, you end up communicating the same information to separate people. The tent managers are often busy doing different things to the service managers, so you spend time chasing them down to let them know how many tents are going to be in rotation in the next few weeks. “I sound like a parrot”, you say to yourself, “if only I could just tell one person all this stuff”.
It dawns on you that the factors which change don’t include every aspect of a tent setup or site features. In fact, the variables can be distilled down to a select handful. For a group of tents, the fact that we’re talking about tents rather than brick buildings is a constant. The fact that customers have an 11pm curfew never changes and the fact that the tents don’t include toilets never changes. 
The number of beds can change, the style of tents may change and the thickness of bedding provided depends on the season. And so you could actually instruct almost anyone to pass on this information to the tent and feature managers. If you want anything changed you’ll leave a sheet of paper on their desk informing them of the few tweaks you want to make to the site. 
It is so much easier now that you just have to worry about a single file, rather than maintaining and considering every detail of every tent and feature on the site you painstakingly set up. You have so much more capacity to concentrate on the bigger picture – like whether a scone has jam then cream or cream then jam.
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In technical terms: This extra layer of management is what Helm provides. Instead of individual manifests for each Kubernetes object which you have to deploy yourself, and factors are modifiable via a single YAML file (always called ‘values.yaml’), you can deploy an entire application with a single command, rollback with a single command, update or delete with a single command. 
All of the Kubernetes objects (which with some applications can be tens or hundreds) are controlled easily and as a group rather than individually. You’re still able to interact with them at a more granular level, but you don’t have to. The example YAML below shows a values file for the orange and blue tent Deployments. The key variable factors are defined in this file and templated into the Helm chart.
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Values.yaml                                      deployment.yaml
<figure class="wp-block-image size-large"><img decoding="async" loading="lazy" width="1024" height="576" src="https://www.madetech.com/wp-content/uploads/2024/01/Values-file-1-1024x576.png" alt="" class="wp-image-13969" srcset="https://www.madetech.com/wp-content/uploads/2024/01/Values-file-1-1024x576.png 1024w, https://www.madetech.com/wp-content/uploads/2024/01/Values-file-1-300x169.png 300w, https://www.madetech.com/wp-content/uploads/2024/01/Values-file-1-768x432.png 768w, https://www.madetech.com/wp-content/uploads/2024/01/Values-file-1.png 1200w" sizes="(max-width: 1024px) 100vw, 1024px" /></figure>
<h2 class="wp-block-heading">Reflecting on your success</h2>
Some time in the future you sit back in your deckchair and reflect on how far you’ve come. You now own the neighbouring cow field and the one beyond it, keep the cows in your own garden and can rotate your tents around the fields depending on their muddiness. You asked your site manager to increase capacity, hiring 4 more tent group managers. A new service manager is in charge of the weekly food rota – meat-free Mondays, pizza Wednesdays and fish and chips on a Friday. 
The entire site is well-established, but configurable by a single point of communication. All managers are open to changes and flexible enough to carry them out. If the site manager said “site closed” they would all bring their tents in. If the site manager said “the most recent changes have done diddly-squat for our profit margins, we’re rolling back” the tent and feature managers would revert whatever modifications had just been made. You feel like you can easily control this business and everyone is better off for it – a huge success!
In fact, you think you could probably handle another one or two of these…
So there you have it. Using Docker, Kubernetes and Helm in harmony can be as seamless as that. And bonus, your software is now reliable and scalable! You’re able to make smaller changes that contribute to your big picture and there’s limited downtime. Next time you’re considering microservice architecture, think about how the tools behind them can come together to work for you. 
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The post <a href="https://www.madetech.com/blog/software-flexible-scalable/">Make your software flexible and scalable by…camping?</a> appeared first on <a href="https://www.madetech.com">Made Tech</a>.
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