Agenda item

The next report the Leader presented was the Digital Strategy for 2023 to 2027.  The purpose of the report was to seek Cabinet approval of the new strategy.

This was the Council’s second Digital Strategy, developed at a time when digital technology was increasingly important to service delivery.

The strategy followed the development and agreement of the new Corporate Plan and was developed in line with the Corporate Plan aspirations.  The strategy was developed following extensive engagement with citizens, businesses, employees, and Members of Newport.

The strategy was written around four themes, with actions that supported one or more of the themes:

§  Digital Transformation - We will transform services by the innovative use of digital technology that is effective, easy to use and designed around user needs.

§  Digital Skills and Inclusion - We will develop the digital skills of our citizens, employees, and members plus support improved access to digital technology.

§  Data and Collaboration - We will improve service delivery by better use of data and increased collaboration built on secure systems and processes.

§  Digital Infrastructure and Connectivity - We will drive excellent digital infrastructure and connectivity for the city and for the council.

The strategy was guided by important principles:

§  Innovative – embrace new ways of working and technology

§  Data driven - decisions are made based on sound evidence

§  User centred – users are at the centre of what we do

§  Inclusive – services are available to meet individual needs

§  Collaborative – collaboration internally and externally

§  Secure – systems and data are protected

§  Green – digital technology supports the council’s net zero aspirations

The strategy sets out the council’s vision in how it utilised technology to transform the delivery of services, support improving the well-being of residents, improve digital skills of its residents and enabled businesses to thrive in Newport.

This represents an ambitious digital vision that embraced innovation delivered in partnership with the Shared Resource Service and other key partners.

It recognised the need for continued vigilance to protect the council’s data from cyber-attacks and other threats.

An action plan was developed, and progress would be reported annually in the Digital Report.

Some initial actions of note were:

§  Implementation of the Local Broadband Fund (LBF) project in council adult residential care homes

§  The redevelopment of the council’s website

§  Development of the organisation’s use of data as an asset in conjunction with the Newport Intelligence Hub (NIH)

Comments of Cabinet Members:

§  Councillor Batrouni was very pleased with the Digital Strategy, it was long in the process, with a lot of discussion taking place with colleagues and it was critical for the Council and its services going forward.  The pace of change was ever increasing, and the Cabinet Member for Organisational Transformation wanted to ensure that Newport was at the forefront of local authorities.  A data driven city was a key building block for success and data should be used as an asset.  It was underutilized in many organisations but not in Newport City Council. It would be a cultural transformation for all involved, including elected members and senior officers.  Councillor Batrouni emphasised the role that artificial intelligence (AI) would provide in a public service space as a key leading feature, particularly in business to make it easier to deliver services for people.  Cabinet, the Leader and senior officers were committed to maintaining Newport’s position as a leading light in this field.  The Council was well ahead of the game with the Newport Intelligence Hub and could possibly be in the lead of the UK in the near future.  Councillor Batrouni wanted to emphasize that inclusion for those who were not digitally savvy were essential to this.  Newport had the fastest growing young population and the Council needed to get fit and ready for the next generation and Cabinet was committed to that agenda.

§  Councillor Davies welcomed the Digital Strategy regarding inclusion as a focus to access digital technology and the necessary skills to use it effectively. The Wellbeing Objectives focussed on improving skills, education, and employment opportunities in an attempt to reduce inequality of opportunity. Children having access to devices and being able to participate in online learning was a priority.  With this came the infrastructure to allow for the use of newly developed technology. Children should be aspirational learners to develop skills and access the job market within the community boundaries, as major international global companies with digital expertise were based in Newport.  The Digital Strategy was therefore integral to making this happen.

§  Councillor Hughes thanked everyone involved in the report, including officers, the Leader and Cabinet Members. Digital development in the city was supporting the most vulnerable and disadvantaged residents.  The Cabinet Member for Social Services also thanked the occupational health and care teams who were embracing this area of work. Meetings attended by the Cabinet Member with social services teams often mentioned digital support and AI, which encompassed how the Council was embracing this in some format. Councillor Hughes therefore supported the report.

§  Councillor Clarke referred to transformation being key to the move forward to embrace new ways of working. Looking at the Digital Strategy, areas in the report included: developing a new website, improving design accessibility with the Council IT system, maximising the use of digital solutions to reduce paper usage, actively promoting and signposting residents to online services, introducing the tablet loan scheme and supporting schools to access devices. These were all positives and were just a small part of the strategy, even in tough times, Cabinet was still determined to move forward.

§  Councillor Harvey supported the report and felt that it was the way forward.  Covid meant that a lot of the digital advances within the Council had developed sooner.  The Cabinet Member for Community Wellbeing mentioned that some people might be afraid to use or access digital systems. Someone recently approached Councillor Harvey, with dyslexia and asked how they could they use the equipment.  Councillor Harvey advised that if they visited a community hub or asked friends, family, or visited the library, there was always someone to help.   The advantage with online services was that it was instant, no waiting for a delivery, it was there and done and therefore the Digital Strategy was definitely the way forward.

Decision

Cabinet approved the Digital Strategy for 2023 to 2027.