I’ve been working at the BBC in the Datalab team for a few months now and thought I’d share a little about what we are up to because (a) I think it is pretty darn interesting and (b) it is a bit different from things I’ve done before due to the ‘interim’ nature of my role.

For the avoidance of doubt I am still working for Notbinary — I’m enjoying being a part of something so new and having the opportunity to help shape the company — and I would never have had this great opportunity at the Beeb without them.

I’m here alongside Mr David Carboni — he is here as interim Tech Lead and I’m here as Product Lead (shocker eh!?). This is a model we are keen on exploring — David and myself (and perhaps a senior UXer or Architect depending on needs) embedding in teams to help with some short-term improvements while getting to know the people better and building up an understanding of what longer term opportunities there are to really fine tune performance. I’m not keen on being ‘body shopped’ or basically being a contractor in all but name so this is a nice way to frame my projects I hope.

So what is the Datalab? The vision I am trying out at the moment looks something like this;

Bring together everything we know about all BBC content in one place and use machine learning to create additional metadata so that we can identify content which is most relevant to individuals’ interests and context.

Build a data ‘platform’, which can be extended by other BBC teams, and which allows many different products to use the data to create more consistent and relevant experiences for our audiences.

Basically it is a multi-disciplinary team but the disciplines are data science, software engineers and data engineers. It is a platform play and our ‘users’ are other BBC teams with audience facing products.

At the moment we are tightly coupled with an app team — reworking an existing product to prove our approach out in the wild. Working on the Google Cloud Platform which team member Beth Anderson brilliant summed up here → https://medium.com/bbc-design-engineering/how-we-deliver-with-gcp-at-the-bbc-1c9812acf3a1. We have been mainly preoccupied with implementing the infrastructure, dealing with the deficits in our data and providing some basic recommendation engines.

To be honest while this has been fun — and I’ve loved being back in the middle of a product team day-to-day — it is the longer term ambitions that are really exciting. The plans for a machine learning platform (operating on a kind of ‘inner source’ model that I have become pretty fascinated with) and the ‘Content Graph’ — which amazingly despite the use of RDF and mention of ‘triples’ I still think sounds great (friends who know my feelings on Linked Data will know how amazing this is!).

Increasingly my personal focus has become trying to provide teams with that ‘psychological safety’ that Google talk about and to give them the space to really become self-organising. This isn’t always an easy thing to do as a consultant as there is something of an expectations of ‘quick fixes’ (I’ve certainly expected this in the past on the other side of the table) but I think a balanced approach supports the long term health of the team best.

Datalab and the app team

The team itself is a real highlight of the project. Young, extremely smart, opinionated but willing to be steered — they really have been a pleasure to work with. My god they make feel old though. I mean I’ve been doing this work almost as long as some of them have been alive 😉

I’ve enjoyed actually facilitating retrospectives and even rolled out the Spotify Healthcheck. The ‘firebreak’ idea I pinched from GDS didn’t really work as well as I hoped but it was nice to have the opportunity to try it out — I totally believe it has a place in the wider cadence of a product team but I need to manage it better in the future.

Not one for this team — but someone who sits nearby is guilty 🙂

Part of my role here as well is helping with the hiring of my permanent replacement. As anyone who reads my blog or has heard me talk in the last couple of years will know I have opinions on hiring practices. I don’t really know why but I expected it to be different — easier — at the BBC. It really hasn’t turned out that way. Despite the brand, the location, a really interesting role, nice offices, great team and a surprisingly brilliant salary (albeit not a public one) it has not been easy to find someone so far. In fact it has been hard work (and the Tech Lead one has been even harder!). The competition for people in London is insane!

Anyway it has been interesting — I tend to talk about product people as ‘humanities’ or ‘(computer) sciences’ and I’m definitely the former and products as ‘platform’ or ‘public facing’ and traditionally I do the latter. This team really needs a ‘(computer) sciences’ style product manager with experience of doing ‘platform’ products. So I have had to do my share of learning on the job!

Also there is a lot to be said for having had an office with air conditioning (and living in a hotel Monday-Thursday with the same) this summer!

Datalab days was originally published in Product for the People on Medium, where people are continuing the conversation by highlighting and responding to this story.

Original source – Product for the People

Good human comms doesn’t have to be digital. It can be a letter, too.

Good work, Barnsley Football Club.

Original source – The Dan Slee Blog » LOCAL SOCIAL: Is it time for a Local localgovcamp?

Be human. Always. Even when you are a highways account looking to talk to commuters on a Monday morning.

Well done, Hertfordshire. Travelling on a Monday morning can sometimes be grim. We know this. There’s no point pretending otherwise.

What does it say? We’re here. It’s early. We’re human. Traffic can sometimes be grim, can’t it?

Original source – The Dan Slee Blog » LOCAL SOCIAL: Is it time for a Local localgovcamp?

A service designer at a cross-government meet-up
Three years ago there were just a handful of service designers working in the UK government. Now, there are around 50 working across different departments.

Service designer is now a recognised job title in government and organisations across the public sector realise the value that a user-centred approach to whole services can bring.

At the Government Digital Service (GDS) we now have 12 service designers working in various areas, including GOV.UK, GOV.UK Verify, the GovTech Catalyst and Service Communities. We meet as a team for lunch every Wednesday to talk about our work, discuss ideas and spot opportunities for collaboration.

To build on this, we’ve set up a community of service designers working across government. The aim is to further embed service design – and service designers – into everything government does.

Here’s how we set up the community and what we’ve done so far.

Kicking things off

In June 2017, the heads of design and lead service designers from a number of  departments and agencies – including myself – got together to talk about how service design worked in their organisations.

We looked at challenges and successes and talked about the similarities and differences in our working practices and structures.

A half-day workshop helped us understand how we can work better together and what service designers at GDS can do to help colleagues in departments.  

Head of Design Lou Down looking at service design charts for different government departments

Starting meetups

A few weeks after that we ran the first cross-government service design meetup at GDS.

Twenty-five service designers from 8 departments came together to discuss their work with colleagues and explore what service design means across government.

We found that lots of the attendees work independently of other service designers. Sometimes they are the only service designer in their entire location, or even department. Because of this, they were glad to see they’re part of a bigger change in how government operates and becomes more user-centric.

The service design meetup is a smaller spin-off from the bigger design meetup, which runs every 6 weeks. With a narrower scope and fewer participants, it allows a more personal exchange.

We ran our second meetup 3 months later. This time we had a specific theme about measuring good services and service design, and discussed things like how to evaluate service outcomes, not just design outputs.

Making meetups regular and more open

From the first 2 meetups we ran, we saw a real value in having a regular face-to-face exchange for service designers around government. So we decided to turn the meetups into a quarterly event.

We held the first 2 meetups at the GDS offices, but after feedback it was being perceived as a GDS-run event only for service designers – which was not what we intended – we made some changes.

We decided to:

  • run the meetups across the country, not just in London
  • co-organise each meetup with a different department, so it wouldn’t just be GDS running it
  • open the meetup to everyone involved in designing services – not just people who had a service designer job title

Service designers at one of the meet-ups

We have run 2 more meetups since then.

We partnered with the Department for Work and Pensions (DWP) on a meetup in Leeds, which looked at policy and service design and how these areas could work better together. And we partnered with the NHS to run a meetup looking at how service design and operations overlap.

We also discussed the criteria for what good service design looks like – which you can contribute to using this open Google Doc.

Setting up new service design training

Something the meetups confirmed for us was that service design is not always a well-understood term and there was a lack of knowledge about what it really meant. While service design is covered briefly in the 3-day design training we run, we had never offered dedicated service design training before. So we decided to set this up.

In January this year, we launched a one-day Introduction to Service Design training course. This is aimed at people who work in or with services teams and are interested in service design.

We took an active learning approach to develop and run the training, and participants are introduced to a range of topics, concepts and skills. We discuss what a service is, what service design in government entails, how service designers work with other disciplines and what they do.

Service designer Clara Teoh with delegates at one of the training sessions

We run the training in London every other month and, thanks to colleagues in DWP and the NHS, it’s also available in Leeds, Manchester and Newcastle. You can sign up to our next courses in Blackpool on 23 August or in London on 6 September.

In addition, we are currently trialling a shadowing programme for people interested in picking up more service design-related skills.

We’re also working on a mentoring scheme for people who’ve taken the training and want to either become service designers or apply service design-related techniques in their current role. We’ll be blogging about both these things soon.

How to be a part of the community

If you’re interested in any of this, there are 3 main ways to be part of the cross-government service design community:

Martin Jordan is the Head of Service Design at GDS.

Subscribe to this blog.

Original source – Government Digital Service

Red routes on FixMyStreet

Our most recent improvement to FixMyStreet means that users in Bromley will experience some clever routing on their reports.

It’s something quite a few FixMyStreet users have requested, telling us that they’d reported a street issue in London, only to have a response from their authority to say that it was located on a ‘red route‘ — roads which are the responsibility of TfL rather than the council.

Of course, most councils have systems set up so that they can easily forward these misdirected reports to the right place, but all the same, it wasn’t ideal, and added another step into a reporting process we’ve always tried to keep as simple and quick as possible.

Thanks to some development for Bromley council, we’re now glad to say that within that borough, reports on red routes will automatically be forwarded to TfL, while other reports will be sent, as usual, to the relevant council department.

As a user, you don’t have to do a thing (although you can see this automated wizardry in action by watching changes in the text telling you where the report will be sent, as you click on the map in different places and select a different category – give it a go!).

A new layer

As you’ll know if you’re a frequent FixMyStreet user, the site has always directed reports to the right UK council, based on the boundaries within which the pin is placed.

And equally, even within the same area it can discern that different categories of report (say, streetlights as opposed to parking) should be sent to whichever authority is responsible for them: that’s an essential in a country like the UK with its system of two-tier councils.

So this new innovation just meant adding in a map layer which gives the boundaries of the relevant roads that are designated red routes, then putting in extra code that saw anything within the roads’ boundaries as a new area, and TfL as the authority associated with road maintenance categories within that area.

FixMyStreet has always been flexible in this regard: you can swap map layers in or out as needed, leading to all sorts of possibilities. Yesterday, we showed how this approach has also averted one common time-waster for councils, and the same set-up is behind the display of council assets such as trees and streetlights that you’ll see for some areas on FixMyStreet.

The integration of red routes is available for any London Borough, so if you’re from a council that would like to add it in, get in touch. And to see all the new innovations we’re working on to make FixMyStreet Pro the most useful street reporting system it can be, check out the website.

Image: Marc-Olivier Jodoin

Original source – mySociety


Be human. Always. There is something beautifully human about the ambulance service and their approach to social media.

The corporate account is fine. But increasingly ambulance services are also give access to staff with their own official accounts.

It’s surprising how rare this approach still is but there is something about it that just works.

What does the approach of staff accounts say? It says that they work for an organisation that employs real people and trusts them. It shows them what paramedics are doing day-to-day. It shows that they are forward looking organisation. There’s no need for obvious calls to action with this approach. Being human is quite enough. If there are occasions when a vital message needs to get out, do it. But don’t be driven by it.

West Midlands Ambulance Service are doing brilliantly at allowing staff to be human on their own corporate accounts. There is no sense of them rocking up at an incident and thinking smartphone first. Whatever is posted has a feel that it is done in downtime and with regard to personal data.

On Twitter

This is a great example. Lottie Stubbs is a paramedic in the West Midlands with more than 6,000 followers. She talks about what she does day to day but also posts advice.

Staff can also feature on video through the corporate account.

But rather than just think of the key message they also show a human side, too. That’s fine. In fact, that’s to be encouraged.

And in an emergency, the channel becomes a place where the right information can be published at the right time.


On Facebook

Pages are the place where ambulance services are on Facebook. But rather than a receptacle for the latest press release the better services use Facebook as its own thing. A quiz, for example, shows some of the work they are doing.


Or behind the scenes glimpses. Here, a training exercise that looks to replicate a bloody incident.


On Instagram

The approach is more corporate. The corporate account follows a handful of frontline ambulance crew with private accounts. But they do include real people, too, as here from Israel, through hashtags such as #paramediclife.

Working hard… Amazing week everyone:) Keep smiling.. Love my work live my job🇮🇱🇮🇱🚑

A post shared by shakedi27 (@shakedi27) on


But also the paramedics as human beings point of view, first.


But there is still a place for the corporate account. This time from a submitted picture of staff in action.

What’s not being done so far

So far so good, but it would be great to see frontline staff using Instagram stories and Snapchat. It’s hard to see how live broadcasts would work routinely at the frontline in a changing environment.

But as the popularity of 999-themed TV shows demonstrate, there is a huge interest in the sector. Video as a recruitment tool with a Q&A for potential paramedics is a shoo-in.

Original source – The Dan Slee Blog » LOCAL SOCIAL: Is it time for a Local localgovcamp?

The Behavioural Insight Team’s latest report, Behavioural Government, argues that decisions of policy-makers are affected by cognitive bias (p.7). BIT identify eight of the most common cognitive biases in government which they categorise into three areas: noticing, deliberating, and executing. The report proposes several strategies to mitigate these behaviours which, after mapping their relationship with our tools and techniques, I believe are already implicit in Policy Lab’s processes. In the following three blogs, I dig into each of the three categories and share how policy-makers can, and already are, using experimental approaches and practical tools to ‘bust biases’.

Diagram showing how different biases interact within the policymaking process. For example, a framing effect at the beginning of a project can exaggerate or reduce inter-group opposition when deliberating. From BIT’s report – Behavioural Government, 2018

Cognitive bias occurs when an individual’s perception of reality is at odds with objective reality. Since the 70s, economists have been drawing from psychology to describe, but not explain, why people deviate from the homo economicus ideal – making decisions that are rational, utility maximising and based on full information. In reality, humans behave differently. The ‘biases’ have evolved with us, and are often very effective ways to think fast and deliver at pace. However, it is important to be aware of them as, in a policy making context, biased decision making can unnecessarily reduce the wellbeing of citizens and lead to inefficient use of taxpayers’ money.

The three sets of biases

As a policy designer, I regularly refer to the Behavioural Insight Team’s EAST framework (Easy, Attractive, Social, Timely) alongside traditional design ethnography (observing how humans behave when interacting with policies, services or products) when making prototypes. But until reading BIT’s latest report, I hadn’t fully appreciated the connection with Policy Lab’s wider activities. To see the relationships, I decided to map the open policy making tools, project expertise and our newest methods against the eight most common policy-maker biases (according to experienced policy professionals, surveyed by BIT, 1 is the most prevalent and 8 the least).

Busting biases with experimental policy methods

This mapping shows that a bias can’t be bust by a single tool, but a single tool can help bust multiple biases. Depending on the type of problem and its stage of development, a tailored combination is needed.

In this first blog, I’m looking at noticing: here’s how you could overcome the framing effects, the (mis)allocation of attention, and confirmation bias.


Framing and reframing

The framing of challenge questions has a powerful effect on how policymakers approach problems and what information they consider to be relevant (we’re only human). In 2015, Ipsos MORI asked the public about changing the voting age. They found that the majority verdict flipped depending on whether people were asked if they supported ‘reducing the voting age from 18 to 16’ (37% for, 56% against) or ‘giving 16 and 17 olds the right to vote’ (52% for, 41% against). The first option does not include a reason for the adjustment, making it appear riskier, while the second argument is framed in terms of rights. Being aware of these framing effects is crucial in any policy-making.

To reduce bias, BIT recommend using reframing strategies to “help actors change the presentation or substance of their position in order to find common ground and break policy deadlock” (p.11).

Policy Lab’s  ‘How can we’ cards offer one method of doing that. We normally start by asking everyone to write their own version of the challenge. Then, through a process of swapping, synthesis and iteration we seek to agree an initial shared challenge statement. But this is just a starting point and we will return again and again to the question as we collect new data and different perspectives. After initial research, the focus of a recent project on digital forensics shifted from increasing awareness amongst juries and judges to improving digital forensic best practice among investigating officers.

Another method is to bring in speculation at an early stage. We often ask co-design participants to imagine a utopian and dystopian vision of a future policy problem. This activity can frame the same policy in terms of gains and losses. Loss aversion, the tendency to prefer to avoid loss than to acquire gains, means that participants are much more engaged when working to avoid dystopian visions of the future.

Allocation of Attention

The availability bias describes how an individual or institutional memory gravitates towards ‘tried and tested solutions’ in times of stress. This behaviour occurs a lot in busy hospitals where doctors select treatments which they have suggested to patients with similar symptoms, without always fully understanding the problem. During our co-design workshops, we find teams often tend towards solutions in two spaces: legislation and education. Whilst these are potentially very effective levers, they are not the only ones – availability bias means they’re often the ones policy-makers jump to.

Styles of intervention in use at the futures lab

To help address this, we developed the government styles of intervention matrix and card set. The levers are by no means exhaustive but provide structure and stimulation for the ideas processes. They can be used to work out which options are in and out of scope and are also very helpful when engaging with stakeholders and the public on policy issues. We used them at a Futures Lab in February, where over 70 stakeholders generated ideas on what the Department for Transport could do to maintain the UK as a world leader in maritime autonomy.

Confirmation bias

According to the report, policy-makers, just like everyone else, have a tendency to “seek out, interpret, judge and remember information in a way which supports one’s pre-existing views and ideas” (p.29). When researching a policy we may be drawn to familiar information that supports our current perspective and ignore alternative realities. Publicly, this phenomenon has been symbolised by the growth of echo chambers on social media, where users self-select information sources that fill their news feeds.

The very nature of co-design, of course, is to avoid the risk of confirmation bias by effectively creating the opposite of an ‘echo chamber’. In our sessions we invite a broad spectrum of stakeholders. A good start is for us all to examine the evidence together: interrogating it, challenging it and adding knowledge. Our evidence safaris are a great way of doing this, and where possible, we publish some of these evidence safaris for review and we ensure blank cards are available so that outside experts can provide new information and actively contribute to the process.

Adapted from Quaggiotto, Leurs & Hazeldine (2016)

The design approach promotes iteration and testing, giving policy teams ‘break-points’ where they can allow both the problem and the solution to be re-evaluated. Fears of a u-turn can be reduced if ideas are treated as drafts, not commitments, and where feedback is received at an early stage.    

Policy Lab’s approach and tools have been developed within the context of complex policy challenges. We hope that as we continue to test and refine them, they can play a part in busting some of those behavioural ghosts that haunt policy-makers.

Next time: deliberating

Original source – Policy Lab

When there’s no need to report: FixMyStreet and Roadworks.org

Seen a pothole or a broken paving stone? Great, the council will want to know about that… well, usually.

Buckinghamshire County Council’s version of FixMyStreet now shows where there are pending roadworks — alerting you to the fact that you may not need to make a report, because it’s already in hand.

When reports are a waste of time

In general, councils appreciate your FixMyStreet reports: their inspectors can’t be everywhere, and often they won’t be aware of a problem until it’s reported.

But there are some reports that won’t be quite so welcome.

If the council is already aware of an issue, and in fact has already scheduled a repair, then sad to say but your report will be nothing more than a time-waster for both you and the council.

Enter Roadworks.org

Screenshot from Roadworks.org

Screenshot from Roadworks.org

Fortunately, there’s already a comprehensive service which collates and displays information on roadworks, road closures and diversions, traffic incidents and other disruptions affecting the UK road network, from a variety of sources — it’s called Roadworks.org.

Just like FixMyStreet, Roadworks.org generates map-based data, so it correlates well with FixMyStreet.

But we don’t want to clutter things up too much, so you’ll only be alerted to pending roadworks when you go to make a report near where maintenance is already scheduled.

At that point, you’ll see a message above the input form to tell you that your report may not be necessary:

Buckinghamshire FixMyStreet roadworks alert

Buckinghamshire FixMyStreet roadworks alert

Of course, you can still go ahead and make your report if the roadworks have no bearing on it.

Slotting in

We were able to integrate the Roadworks.org information like this because Buckinghamshire have opted for the fully-featured ‘Avenue’ version of FixMyStreet Pro. This allows the inclusion of asset layers (we’ve talked before about plotting assets such as trees, streetlights or bins on FixMyStreet) and the Roadworks.org data works in exactly the same way: we can just slot it in.

We’re pleased with this integration: it’s going to save time for both residents and council staff in Buckinghamshire. And if you’re from another council and you would like to do the same, then please do feel free to drop us a line to talk about adopting FixMyStreet Pro.

Header image: Jamie Street

Original source – mySociety


Just lately, more than a few people have been complaining about journalists just recently.

It’s not critical stories that truly bother people, it’s not giving a fair crack of the whip.

As a former journalist, I get the Press needs to hold the organisation to account.

As a former press officer, I also get that that on occasion the journalist or news organisation needs to be held to account, too.

Taditional media. No longer the only show in town but as the Edelman Trust Barometer shows, in the UK 61 per cent trust traditional media.

Every generation blames declining editorial standards. But as news rooms have been hollowed out old heads have gone. There’s also less time to check copy and pressure to get the story online.

If the content is in accurate complain about it.

Here’s how.

Golde rule: get your facts straight first

One day when I worked in local government, the door flew open. An angry social worker demanded we I declare war on the local newspaper for the damning front page she was shaking at me.

“Calm down,” I said. “Let’s go through it line by line.”

Of the 14 paragraphs, all but one was accurate. It quoted her in a report she’d written. The sum of money was at issue. So, I picked-up the phone and spoke to the journalists about the inaccuracy.

Golden rule: Get your facts straight first. What’s the problem? If the piece is inaccurate, you’ve got a case. If you’ve not been given a fair say, too.

Do complain

Yes, you complained once and all you got was three lousy lines on page 17. What’s the point? You’re firing a shot across the bows. You don’t see is the pain stripping inquisition that may have led to those three lines. When I was a reporter, I made mistakes just like anyone else. I sure as hell I didn’t enjoy the process of explaining myself. At best, it’s time consuming. At worst, it can be pretty unpleasant.

Stage 1: the off-line conversation with the journalist direct

Sometimes, the offending headline isn’t the fault of the journalist themselves. It’s the sub-editor where they still exist. Talk to the journalist direct over the phone to air your grievance. Chances are most things can be sorted this way. But if the issue is particularly bad, just go straight to stage two.

Stage 2: the on-line conversation with the newspaper direct

You can talk to your residents directly to set the record straight. So, why wouldn’t you?

The BBC Press Office have got really good at this. Annoyed at reporting they want to challenge they’ve taken to Twitter. Be straight. Be factual.

Top tip: some in the organisation will fear this is just having a row and hey, we’re above that. So, do a bit of homework first. Have a word with the people who know policy backwards. In a council, this is usually constitutional services. Ask them for chapter and verse of policies on transparency and accuracy. Frame your conversations in the light of these policies. You are not having a row. You are making sure council policy is carried out by being transparent about the issue, is all.

Stage 3: the off-line complaint to the news organisation

Now, this is where your homework comes into play. Twenty minutes going through documents line-by-line could save you hours and days and weeks.

This is the important part. You are looking at what holds the journalist to account.

You don’t necessary have to complain to the regulator direct. But you can cite where the breaches of the regulator’s code are then complain editor or news editor above the reporter’s head.  This makes the difference between the unstructured shouting and the constructive argument.

There’s plenty to choose from.

The IPSO editor’s code of conduct

There is a big debate over press regulation. That’s for some other time. The majority of newspapers opt to be regulated by the Independent Press Standards Organisation or IPSO.  There are 14 areas of the Editor’s Code of Conduct that you can complain under with the first – accuracy – likely to feature prominently.

1. Accuracy

i) The Press must take care not to publish inaccurate, misleading or distorted information or images, including headlines not supported by the text.

ii) A significant inaccuracy, misleading statement or distortion must be corrected, promptly and with due prominence, and — where appropriate — an apology published. In cases involving IPSO, due prominence should be as required by the regulator.

There was a handy webpage with a list of organisations governed by IPSO. That’s now got a 404 so you’ll have to make use of the old school contact page to check if the body is regulated.

The IMPRESS code of conduct

If the organisation you want to complain about are regulated by the official regulator IMPRESS the code can be found here. They’ve recently regulated their 1,000th organisation with a fair number of blogs and websites on the list.

The National Union of Journalists code of conduct

The NUJ – disclaimer, I’m a member – has 12 points in its code of conduct. If the journalist is breaching them, cite them. It doesn’t matter they are not members it is a nationally recognised code of behaviour for the journalist themselves.

The news organisation themselves’ own code

The news organisation themselves often pride themselves in upholding the highest standards. That’s great. Hold them to them. For example, Reach, the new name for Trinity Mirrior, has a complaints policy. The BBC has editorial guidelines. If you are complaining about a BBC reporter know what the guidelines so you can show whey they have been broken. Use them.

Stage 4: the formal complaint

If sticking locally doesn’t work, then do put the complaint in writing to the right regulator.

In a fast moving news cycle, you’ll need to act fast, accurately and fairly. If you don’t, who in your organisation will?

Picture credit: Ryan Adams / Homedust.com


Original source – The Dan Slee Blog » LOCAL SOCIAL: Is it time for a Local localgovcamp?

‘Internet of Public Service jobs’ is a weekly list of vacancies related to product management, user experience, data and design in…you guessed it…the ‘internet of public service’ curated by @jukesie every Sunday.

Sign up for the weekly email at tinyletter.com/jukesie

[01] Product Manager
Digital Catapult

[02] Data Strategy Implementation Lead
Diabetes UK
Closing date: 02/09/2018

[03] Director of Digital, Technology and Data
Arthritis Research UK
Not stated
Closing date: 07/09/2018

[04] Senior Digital Analyst
Closing date: 29/08/2018

[05] Digital Skills Coordinator
Lancashire Enterprise Partnership
Closing date: 29/08/2018

[06] Product Manager — Safe Spaces Online
Closing date: 20/08/2018

[07] Digital Manager
NatCen Social Research
£30,000 — £40,000
Closing date: 03/09/2018

[08] Digital Media and Technical Development Manager
Devon and Cornwall Police
Closing date: 28/08/2018

[09] Associate Professor — Data and Digital Economy
University of Warwick
£49,149 — £56,950
Closing date: 02/09/2018

[10] Digital Communications Manager — Senior Associate
Birmingham or London
£32,687 — £48,890
Closing date: 28/08/2018

Internet of Public Service Jobs: 12/08/2018 was originally published in Product for the People on Medium, where people are continuing the conversation by highlighting and responding to this story.

Original source – Product for the People