Agenda item

This annual report provides an account of the role of the Portfolio Holder for Community Safety and Enforcement. It details their ambitions for their areas of responsibility, how they have and will undertake political challenge and leadership and what their priorities and ambitions are for the year ahead.

Discussion:

The Portfolio Holder for Community Safety and Enforcement introduced the report and highlighted that Medway 2.0 and Digital Services was a key part of the Council’s agenda to streamline and improve the services provided to residents. The Portfolio Holder thanked the work undertaken by officers and the previous administration.

The following issues were discussed:

Pilot project ‘Report it’ – In response to a question whether the pilot project report it, and planned future projects would be used by officers as well as the public, the Portfolio Holder stated that the app represented a new way of working with Microsoft to reduce the number of platforms the Council used. Officers would be encouraged to use the services as well as part of a move from legacy based systems to Microsoft systems.

The Portfolio Holder added, that the changes would be an addition rather than an alternative to telephone services and the Council would continue to support those who were not online.

A Member expressed disappointment that the pilot only included three elements, the Portfolio Holder stated it was in his view important to get those elements right first and then expand.

New work streams – in response to a question what achievements had been made since May, the Portfolio Holder agreed that much of the ongoing work was inherited from the previous administration. Since he had become Portfolio Holder there had been a change in emphasis in approach, particularly the importance of Medway 2.0.

Savings to the Council – In response to a question what were the realised savings to the Council from the digital agenda, the Portfolio Holder explained that £4m had been identified to the end of the financial year in savings which would be made from removing redundant databases and systems.

A Member commented that it was disappointing that the Transformation Board, which had made very significant savings to the Council’s budget, had been abolished after the local elections. The Portfolio Holder told the Committee that the Cabinet had chosen to change processes to improve transparency which included the digital agenda being considered by Overview and Scrutiny and the name change of this Committee. 

The Portfolio Holder added that reducing the budget overspent was a significant issue for Council and digital transformation would be part of the response The Portfolio Holder’s aim was to modernise communications and simplify forms.

Artificial Intelligence (AI) – It was commented that AI would have a significant impact on the Council in the future, the Portfolio Holder agreed, one way the Council already used AI is to interface with the DVLA regarding cars parked illegally or not taxed.

The Chief Information Officer added that when a member of the public submitted a photo of a car parked illegally or with no tax, AI scanned the photo, recognised the vehicle and number plate and undertook DVLA checks automatically to speed up the process.

Online Council Tax – A Member expressed concern at the difficulty in using the online Council Tax system, he believed the public would be more engaged if the system was simpler. The Portfolio Holder acknowledged the concern and undertook to discuss with officers, however, the Council had a duty to ensure the security of the system and take up had been positive.

Four Elms Hill Air Quality IoT Sensor Network – A Member commented that the successful bid for an air quality sensor for Elms Hill was positive news and he asked that the Council ensured matched funding of the scheme took place.

Engagement with residents – A Member commented that part of the issue with digital systems was that the customer did not always receive an update, leading to further contacts, customer frustration and the system being clogged with multiple calls about the same subject. The Chief Information Officer agreed, Medway 2.0 would need to not only employ new technologies but redesign systems so that customers could choose to be updated and multiple calls could be added to the same issue rather than creating new calls.

Partner Agencies – in response to a Member question whether the digital systems could work in conjunction with other agencies for issues such as graffiti and anti social behaviour, the Portfolio Holder explained that the move from 42 legacy platforms to Microsoft would create opportunities, however, the Council had a duty to act within data protection law.

Targets – A Member requested further information regarding the development of a strategic plan, targets and key performance data which would set out what the Council would deliver by 2027 including savings to the Council. The Portfolio Holder undertook to provide a report to a future Overview and Scrutiny Committee on this matter.

Business Processes - A Member commented that it was vital the Council had the right business process behind the digital interface to ensure the systems worked effectively and were intuitive to residents. The Portfolio Holder agreed and noted there had been progress already, pre-covid there were around 45,000 calls to Council each month, this had now fallen to around 27,000 a month, some of this change was driven by digital change, however, it was the simpler calls which had been reduced where information could be easily found on the internet and the more complex calls remained.

The Chief Information Officer added that the technology was relatively easy implement, ensuring the end-to-end process worked took time to design and test.

Decision

The Committee noted the report.