Agenda item

To consider report DCE/13 of the Deputy Chief Executive.

Commission Members considered report DCE/13 of the Deputy Chief Executive. The Commission has within its function to review the council’s transformation programme, measures, and performance information (including budgetary information) together with service reviews.

The Transformation Plan was revised in 2020 with a first review report to OSC in November 2020 and then again in November 2021 - DCE/09, providing an update on progress to the six themes and activities. DCE/13 provides an update to the Commission, identifying those activities that have been delivered sufficiently, where remaining activities are incorporated into service plans as business as usual or likely to carry across to the next iteration of the plan. Much progress had been made and the challenges of the Covid-19 pandemic accelerated the Transformation Plan, in particular in terms of new ways of working, values and behaviours and digital transformation.

The Transformation Plan included:

·         Channel Shift – reflected the massive shift to online work, which included how residents wished to interact with the council. There were huge advantages to the council in terms of efficiencies. These were the simple, transactional and information driven activities such as myCrawley which had resulted in 37,998 registrations together with an option for eBilling for Council Tax. Work will continue to capitalise on this approach where possible whilst retaining options for more traditional phone or face to face interactions for those who require this. Just 5% of all traffic through the Contact Centre was now face to face.

·         New Ways of Working – The Council continued to focus on how best to use new technology to release staff to work in a more agile way. The most significant project was the migration of the Council’s infrastructure to the cloud along with a range of service led projects. The move to the new Town Hall had provided momentum to digitise historic data creating space, improving access to information and modernising working practices. Ultimately these will drive efficiencies and provide enhanced customer access.  In addition the mobile working phase 3 project was underway and would see improvements in service areas.

·         People Strategy – As the Council’s ways of working evolve and change there was a need to review the employment offer and practices to ensure it continued to attract and retain the best workforce and get the most out of the talent the Council has. It was important to create and embed a culture of going forward to be more flexible and adaptable whilst providing support for all staff as the Council continued its journey to transform and develop.

·         Service Re-design – This addresses services or functions where it was decided to undertake a review or make changes to improve services or deliver efficiencies. It was important to look at services in an holistic sense. myCrawley deals with multiple transactions and with the addition of links and pages can assist with supporting customers in the future. 

·         Commercialisation (PIPES model) - By adopting a more commercial mindset the Council is able to respond more flexibly and pragmatically in responding to the Medium-Term Financial Strategy (MTFS). There is a clear need to continue to offer high quality and sustainable services which must operate, as a minimum, as cost neutral. Achieving this at a time where residents and businesses are incurring a raft of increased prices is understandably, extremely sensitive. It does however minimise the need for future reductions in services by developing new ideas, new income streams, greater efficiencies and savings.

·         Assets – Within the Council’s current estate there are a range of land and spaces subject to varying levels of use. Several of these offer opportunities for the Council in terms of disposal, development or repurposing. Initially work has focused on Metcalf Way depot and the relocation of its staff and services through a trial of the mobile Patch Teams, thereby freeing up the site for alternative use.

Following the discussion with the Deputy Chief Executive and Head of Digital and Transformation, Councillors raised a number of queries:

·         Clarification sought and obtained on the condition and maintenance of the Council’s assets.  It was acknowledged that in some case maintenance programmes had reduced due to the pandemic but it was important to contact the relevant departments where deterioration required reporting.  Additionally any anti-social behaviour should be reported to the ASB Team or the Police.

·         Confirmation that the Council would continue to accept cash payments via the self-pay kiosk.  Some residents within the borough insist on paying cash, especially for housing tenancy. It would be a legitimate way for the Council, as a public service, to receive (debt) payment. 

·         Clarification was provided over the Contact Centre opening hours and call wait (queuing) times, together with potential new IT initiatives being explored as part of the Council’s option to shift demand away from the Contact Centre to provide additional capacity.  However, it was noted that these initiatives would only be established once thoroughly tested and if they would generate additional value.

·         It was acknowledged that the Council’s ‘report a problem’ page on the website was currently under review. A new page was scheduled for re-launch in the future.

·         Explanations were sought and obtained on the details provided within the number of transactions, both internal and external.

·         It was acknowledged that the cost of postage had risen since the return to the Town Hall following the pandemic and this was regularly monitored. However it was noted that whilst some efficiencies could be made, there were some items that required to be posted under legislation.

RESOLVED

That the Commission noted the report, with the views expressed being acknowledged and documented by the officers.