Building Digital Capability at South Cambridgeshire and Cambridge City Councils

Fragmented Capability, Isolated Roles, and Limited Insight

South Cambridgeshire District Council (SCDC) understood that lasting service transformation couldn’t rely solely on tools or websites. Instead, they needed to embed digital capability in both local government organisations, instead of outsourcing it.

At the time, several challenges were holding them back:

• No defined roles for user research, content design, or service improvement
• A high reliance on overstretched internal IT via 3C ICT
• Fragmented governance across digital services
• Minimal visibility into performance data and service metrics

Consequently, SCDC struggled to deliver joined-up, user-focused services across departments.

To move forward, they required:

• A shared understanding of internal capability gaps
• A clear framework for digital roles, responsibilities, and ownership
• Reduced reliance on IT support and external consultants
• Stronger alignment across service design, content creation, data insight, and delivery operations

This strategic shift would lay the groundwork for scalable, sustainable transformation,  and restore clarity and confidence across teams

Building a Framework for Capability and Confidence

To address capability gaps across South Cambridgeshire District Council and Cambridge City Council, 6bythree delivered a targeted consultancy programme designed to strengthen digital confidence within local government. Our approach was hands-on, collaborative, and structured around practical change.

1. Capability Audit and Discovery

First, we conducted a full organisational review using the Capability Maturity Model Index (CMMI). Each component: people, tools, and processes, was assessed against five levels of maturity. This provided a clear, data-backed foundation for prioritising action.

2. Co-Creation Workshops and Skills Mapping

Next, we ran interactive sessions with service managers, digital teams, and content editors. These workshops:

• Mapped current vs. required digital capabilities
• Highlighted blockers in delivery and internal support
• Identified cross-functional opportunities for improvement

As a result, we not only uncovered latent potential across departments but also created strong internal momentum for change.

3. Strategic Capability Framework

Following these insights, we developed a clear framework for building long-term capability. This covered:

• Key roles including user research, service design, and performance analysis
• Governance structures with clear feedback loops
• Scalable pathways for growth and upskilling

The framework aligned closely with local authority priorities and delivery realities.

4. Actionable Toolkit and Roadmap

Finally, we provided a comprehensive toolkit to turn strategy into action. It included role templates, accountability models, measurement criteria, and a step-by-step roadmap. Importantly, it also helped reduce dependency on 3C ICT and provided internal teams with a more sustainable operating model.

A Stronger Foundation for Digital Service Design

Thanks to this structured approach:

• A shared capability strategy was adopted across both councils
• Customer experience ownership was embedded within internal teams
• Governance was refreshed to align with each council’s wider digital strategy
• A clear roadmap now guides continuous development and performance monitoring

Together, these outcomes equipped both councils to scale digital services more effectively and with greater confidence, ultimately enabling a stronger, citizen-focused future.