Agenda item

Purpose of report: Policy Development and Review

The Committee will be looking at the Council’s approach to Digital by Default. This is a far ranging piece of work with the potential to take an overview across all the Council’s directorates. This meeting will be used as an opportunity to look at the following, with a possibility for further scrutiny at a later date:

Session 1: Digital by Default – Setting the context

•      What do we mean when we talk about digital by default?

•      What is happening in central government around digital by default?

•      What are other public sector organisations doing in relation to digital by default?

Session 2: Digital by Default – Surrey and its Digital Strategy

•           What services do the Council already deliver digitally, and what benefits are there in expanding their digital services?

•           What are the costs, savings and risks attached to a digital by default approach?

•           How is the Council ensuring a consistent and joined-up approach to implementation across the directorates?

Declarations of interest: None.

Witnesses:

Paul Brocklehurst, Head of Information Management and Technology (IMT)

Lucie Glenday, Programme Director for Superfast Broadband

Mark Irons, Head of Customer Services

Nigel Lewis, Chair of Age Action Alliance Digital Inclusion Group

Peter Martin, Deputy Leader of the Council

Key points raised during the discussion:

1.    The Committee was given a brief outline of the national context in relation to a digital by default approach. It was commented that central Government was expecting to make large efficiency savings as a result of adopting a digital by default approach; however, the view was expressed by officers that these savings would not all be achievable. Members also challenged the estimated cost-per-transaction reductions made by moving to digital services, as it was felt that this failed to account for the process and cost of staff time. The Committee highlighted the need to consider the national picture in relation to digital services, as it would inform residents’ expectations and views.

2.    The Committee was informed that a digital approach could be viewed as not simply a move to put more transactional services online, but as a way of streamlining back office functions and processes. It was highlighted that this could be supported through a more intuitive approach to procurement, ending an over-reliance on IT suppliers, particularly where business processes were being made to fit the technology procured.

3.    The Committee was informed that central Government was in the process of developing a new Digital Inclusion strategy and identifying a supplier for assisted digital; this was where the service user received additional support in order to access digital services. It was highlighted by witnesses that there were a number of factors to consider when addressing issues around digital inclusion. These included age-related barriers; some forms of disability; and those who would be unwilling to use online or digital services. The Committee expressed concerns about the requirement to apply for Universal Credit online, and how this could potentially disadvantage vulnerable claimants. It was suggested that this was an area of exploration for the Committee’s Welfare Reform Task Group.

4.    The Committee raised a number of questions in relation to accessibility and what role it played in ensuring the Council was sufficiently encouraging people to use digital services. It was highlighted that work was being undertaken alongside the delivery of the Superfast Broadband project to ensure that residents were given the opportunity to develop their digital skills. Witnesses commented that there was a need to consider where continuing support arrangements might be required for those accessing digital services. The Committee was told that there was work being undertaken by the Council to identify which services, such as Adult Social Care or Meals-on-wheels, could be used to facilitate ongoing support arrangements within residents’ homes. It was also highlighted that the Council was supporting Carers UK in making a bid to the National Lottery to assist carers in accessing online services.

5.    The Committee was informed that the Council did not have an over-arching digital strategy, as IMT worked to meet the requirements of individual directorate and service strategies. Officers commented that different support was aligned according to individual service needs. The Committee was told that each directorate had a technology board, comprised of officers from across services and IMT, which met regularly to identify their needs and requirements.

6.    The Committee was informed that Customer Services viewed its approach to service delivery as based primarily around customer needs. It was highlighted that the Council’s website was in the process of being refreshed, with the majority of test users commenting that they preferred the redesign. The Committee was told that the redesign had been informed by the Society of IT Managers (SocITM) standards. These had led to new customer feedback tools and a “find my nearest” functionality was being introduced.

7.    The Committee was told that the Customer Service Excellence programme was working with individual services to take a holistic approach to how they improve their delivery and access to information. It was highlighted that this work had been undertaken initially with Highways, as this was an area that received a significant number of customer complaints. The Committee was informed that the introduction of Customer Relationship Management (CRM) system was hoped to improve the co-ordination of back office functions and how effectively queries were resolved.

8.    Members questioned where the overarching responsibility for the Council’s website lay. It was confirmed that the website was hosted by Customer Services, but that individual services took responsibility for the content of their pages. It was highlighted that there were approximately 8,000 pages and that the new customer feedback tools would be able to link feedback with specific pages, thereby identifying areas for improvement or good practice.

9.    Officers highlighted the role of the Continual Improvement Board in ensuring that directorates were joining up areas of work at a corporate leadership level. It was commented that there were some areas where it was deemed unnecessary or inappropriate to join up digital platforms.

10.  Officers confirmed that they had visited a number of local authorities to discuss various digital approaches; amongst them were Hounslow, Oxfordshire and Kingston. The view was expressed by officers that Hounslow’s approach could be considered particularly well-suited to a unitary authority. Members stressed the importance of ensuring that residents were receiving a coherent online experience, where digital services operated in a consistent and joined-up way. The work of Government Digital Services to develop consistent open standards across departments was highlighted as an example of this.

11.  The Committee queried whether there was a Cabinet Member specifically tasked with the responsibility of digital services, and whether a single digital strategy had been considered. The Committee was informed that the Cabinet jointly recognised the role of digital technology in creating greater efficiencies. The Superfast Broadband project and the number of School Admissions applications being made online were highlighted as particular areas of success in this area. It was commented that a digital approach was pursued wherever it was deemed appropriate.

12.   The Committee sought reassurances around the data security principles, and were informed that the County Council used the Government Connect (GCSX) network, which complies with national security standards.

13.  The Committee asked what potential barriers there were for expanding digital services. It was highlighted that there was a need to prioritise high-volume transactions, such as online library renewals, and ensure these were working effectively before encouraging lower volume transactions to increase. It was also highlighted that factors such as capacity and how well-equipped services were for changes to digital approaches were also considerations.

Recommendations:

a)    That the Cabinet considers developing a high-level strategy document to help guide its approach to the digital delivery of both back-office and front-line services.

Action by: Cabinet

b)    That consideration be given to identifying a Cabinet Member to take lead responsibility for the Council’s overall approach to the digital delivery of services.

Action by: Cabinet

c)    That the Welfare Reform Task Group investigates the impact on users of the requirement for Universal Credit applications to be made online.

Action by: Welfare Reform Task Group

d)    That the Committee receives a further report at its meeting in December 2013, summarising services already delivered digitally by the Council, and outlining initiatives in place or proposed to ensure a co-ordinated approach.

Action by: Head of IMT/Head of Customer Services

Actions/further information to be provided:

None.

Committee Next Steps:

None.