Agenda item

Digital, Data and Technology

For the committee to consider the council’s digital, data and technology strategy.

Minutes:

The Chair introduced the item, which was focused on providing an overview of the Digital Data and Technology (DDaT) Strategy that had been implemented in March 2024.

 

The purpose of the item was for the committee to:

 

  • Review the work packages delivered since the strategy’s launch.
  • Evaluate the impact on organisational performance and intelligence.
  • Consider the strategic contributions and future deliverables.

 

The Cabinet Member Finance and Corporate Services pointed out that a key consideration during the development of the strategy was the inclusion of Artificial Intelligence (AI), which had experienced significant growth over the last 18 months. The strategy included AI as a placeholder, with plans to evolve its role as the capabilities and understanding of the technology evolved.

 

It was explained that technology was one of five enablers in the broader transformation strategy for the council. The DDaT work being carried out was not standalone and was integral to other transformation streams.

 

The Director of Strategy and Corporate Services emphasised the enabling nature of the DDaT Strategy, which supported the council’s ‘One Council’ way of working. The strategy was now entering a review phase, having completed its first year of implementation. The review phase was characterised by: significant experimentation with technologies like AI, testing how digital tools could enhance customer service and resident interaction, and learning from practical application to inform future improvements.

 

The Director of Strategy and Corporate Services highlighted the rapid pace of technological change, which was continuously introducing new tools and opportunities. It was explained that councils across the UK were at different stages of technology adoption, some were ahead, whilst other lagged behind. Herefordshire Council had taken a collaborative approach, building relationships with other local authorities to learn from their experiences.

 

The Cabinet Member Finance and Corporate Services reinforced the council’s position as a second-wave adopter of technologies such as generative AI. They aimed to learn from early adopters such as Derby City Council, avoid replicating mistakes made by others and integrate proven technologies into council workflows with greater insight and caution.

 

The Transformation Strategy was scheduled for publication at the end of the month. This would bring new models of working, which would be supported by further digital and technological implementation. The review of the DDaT strategy would align with these upcoming changes to ensure the council remained adaptable and strategically positioned.

 

 

The discussion was opened up to the committee, with the key points of debate being listed below:

 

  1. The committee requested details regarding the council’s vision of digital, data, and technology (DDaT).

 

  • The Director of Strategy and Corporate Services explained that the DDaT strategy supported the broader transformation strategy, which was aiming for a target operating model centred around communities, customer services, digital, commissioning, and organisation. The end goal would be to enhance organisational performance through better use of technology.

 

  1. The Committee asked if the Customer Service Strategy would influence the DDaT Strategy.

 

  • The Director of Strategy and Corporate Services confirmed that both strategies were being refreshed and aligned together. Rapidly evolving technology and community feedback would inform an ongoing review, with the aim being to ensure that DDaT enabled customer engagement was inclusive and effective.

 

  1. The committee enquired about how the council was supporting residents who were not digitally connected.

 

  • The Director of Strategy and Corporate Services acknowledged that not all residents were digitally literate or wanted to engage digitally, so opt-out options were available. New telephone systems offered both AI and the option to speak to a real person.

 

  • It was explained that the approach being taken was digital by design and not digital by default. Co-production with communities would ensure that inclusive pathways were being developed, such as the ‘tea and tech’ initiatives being run through libraries.

 

  1. The question was asked as to whether more should be being done to support digital inclusion.

 

  • The Cabinet Member Finance and Corporate Services stressed the importance of digital inclusion and explained that the Transformation Strategy would include digital inclusion objectives such as improving understanding of what digital meant for users.

 

  1. The committee asked how the council would measure success in the DDaT implementation.

 

  • The Director of Strategy and Corporate Services stated that key performance indicators (KPIs) would track staff productivity, service efficiency and resident satisfaction.

 

  • AI pilot programs such as Copilot and Magic Notes, would each have specific KPIs and feedback loops and these would be integrated into quarterly performance reports.

 

  • The Transformation Strategy would include outcome-based targets and ongoing monitoring. Specific, Measurable, Achievable, Relevant, Time-bound (SMART) targets were already in place and the council was building more sophisticated performance frameworks for improved tracking over time.

 

  1. The committee asked for information regarding the way AI tools like Copilot and Magic Notes were being monitored.

 

  • The Director of Strategy and Corporate Services stated that each tool had KPIs defined with staff input. Initial feedback sessions were being conducted, with privacy, efficiency, productivity and collaboration being key focus areas. An evaluation of results would be published when the pilots had concluded.

 

  1. The committee asked who oversaw AI governance.

 

  • The Cabinet Member Finance and Corporate Services stated that the AI Ethics and Governance Board monitored safety, ethics and risks. There were currently no councillors sitting on the board, but membership and terms of reference could be shared.

 

  • It was pointed out that general data protection regulation (GDPR) compliance was critical, and staff were required to sign agreements when accessing systems via personal devices.

 

  1. The committee requested more information about the improvements being made to ‘My Account’.

 

  • The Director of Strategy and Corporate Services explained that the improvements would form part of a major development program and that current user feedback was being used to help shape improvements.

 

  • It was acknowledged that currently some My Account issues were not being updated, as they relied on manual updates from Balfour Beatty, but plans were in place for automation with future contracts.

 

  • It was pointed out that enhancements were being developed so that councillors would be able to see reports and planning applications within their wards.

 

  1. The committee enquired what bring your own device (BYOD) was and why it was being used.

 

  • The Director of Strategy and Corporate Services stated that BYOD allowed staff to access council services via personal devices. It was about flexibility and not cost saving. Strict security measures and agreements were in place to protect data.

 

  1. The committee asked what was happening with the Mosaic social care system.

 

  • The Director of Strategy and Corporate Services explained that the system was being upgraded to the latest version to ensure better integration with other systems, It would continue to support social worker case management and productivity.

 

  1. A committee member enquired about the status of broadband in the county and the 1,5% not covered by Fastershire.

 

  • The Cabinet Member Finance and Corporate Services stated that Fastershire delivered 30Mbps to 98.5% of homes in the county and that 75% now had fibre running to their premises.

 

  • The remaining areas were part of ‘Project Gigabit’ managed by Building Digital UK. Starlink had been offered as a temporary solution in remote areas.

 

  • It was explained that future connectivity rollouts were more complex due to being based on telephone exchanges, not administrative boundaries.

 

  1. The committee asked how data was being used for better services and partnerships.

 

  • The Cabinet Member Finance and Corporate Services detailed how the council aimed to integrate data across services and partners, particularly in areas like early help in children’s services. Integrated data across services and partners would be explicitly included as a goal in future strategies, although general data protection regulation (GDPR) and consent-based data sharing were key considerations.

 

  1. The committee enquired if the council was seeking consent to use data more effectively. 

 

  • The Cabinet Member Finance and Corporate Services confirmed this was the case and work was ongoing to ensure data was used efficiently while respecting privacy laws. Consent processes were being reviewed as part of broader transformation.

 

  1. The committee asked whether the DDaT Strategy would change over the next few years.

 

  • The Director of Strategy and Corporate Services confirmed that the strategy would evolve as new technology emerged and feedback was incorporated. A learning, listening and growing approach would be central to the council’s philosophy and the Transformation Strategy would continue to shape and direct the council’s digital efforts.

 

At the conclusion of the debate, the committee discussed potential recommendations and the following resolutions were agreed:

 

That Herefordshire Council:

 

  1. Agrees an action plan to address digital exclusion in the county encompassing digital literacy, cost, infrastructure and other factors.

 

  1. Requests an update on work to enhance broadband provision across the county.

 

  1. Provides assurance that the refreshed Customer Services Strategy will drive a review of the digital, data and technology underpinning customer services, to ensure it is enabling residents to get the service they require.

Supporting documents: