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1.1 The Chair welcomed Members and Officers to the meeting. 1.2 Apologies had been received by Councillor David Williams and the Executive Member for Corporate Governance & Resources Councillor Peter Jones.
2.1 There were no interests declared.
3.1 The minutes of the previous meeting held on 24 October 2024 were confirmed as an accurate record.
4.1 The TLS explained that since the agenda had been published the recommendations had been sent out, there were no other updates to the actions. The committee noted the action sheet.
5.1 The Chair introduced the item. Following, the HoCID gave a detailed overview of the report. 5.2 In response to Members’ questions the officers provided the following answers: · HoCID – To ensure there had been collaboration between service areas and the Digital Team a Digital Data & Technology Steering Group had been set-up. The role of the group had been to review digital plans and work alongside service representatives to help identify and understand potential barriers as well as how digital objectives could be achieved across TCBC. · HoCID – Enquiries related to Adult Services and Revenues & Benefits had been prioritised as these tended to be more complex, whilst Economy & Environment calls were encouraged to utilise online forms as these were more likely to be straightforward issues. It was said however that as more data was gathered this would allow us to have a more targeted approach to deal with residents who were considered digitally excluded, the HoCID reiterated that the approach taken had been digital first, not digital only. In terms of performance measures, he stated that these formed part of the Customer Service Plan and this could be shared with the Committee following the meeting as an action. · CSM – The majority of the data that had been collected had been based of individuals booking appointments, it had been difficult to record data on drop-ins although it was stated that this could be looked into. · HoCID – We had previously reviewed our digital forms and we regularly tracked their usage, but the HoCID was not aware when the last review had been. CSM – The forms were regularly reviewed to see if any could be merged or if any needed to be simplified. · HoCID – We do monitor social media and provide responses to requests from customers although this is not reported formally in our Service Plan. However we explored a new system for managing social media to better manage our social media contacts. · HoCID – It was important to note that the data for the current financial years abandoned call rate and last year was difficult to compare to each other. The data that was shown for 2023/2024 was based off a full year whilst the current financial years data was only based off half the year. He added that when the data was compared on a quarterly basis it showed improvements compared to the previous year. CSM – A new telephony system had now been put in place which was capable of tracking the customers journey and identify where a customer has abandoned the call, allowing us to ensure improvements were made depending on the available data. · HoCID – The introductory message for customers calling us was under constant review although certain elements within the message were mandatory and therefore fixed. With the new telephony system this allowed us to review the queue messages and look at ways to streamline the messaging. CSM – We were still learning what was capable with the new system but any changes could be tested with Councillors first before it became implemented. · HoCID – The new telephony system that had been implemented had given us the ability to prioritise calls for certain enquiries mentioned earlier. Previously this had been done manually but the new system did this automatically. CSM – Early indications from the new system had been positive, with the number of abandoned calls reduced. While tweaks had been needed overall the system had been an early success. · CSM – There had been no issues reported or negative feedback received following the implementation of the new telephony system. HoCID – The new system had been identified following regional work done with partners including SRS and implementation had gone well. · HoCID – The previous telephony had not allowed us to track calls once they had been transferred to relevant departments. With the new system these had provided us with options for solutions so this data could be tracked. CSM – The new system had also allowed customers to request a callback if they were unable to wait in the queue and this was also seen as a positive for the new system. · HoCID – A copy of the questions included in the post interaction survey could be provided to the committee. The HoCID did however state that the survey wasn’t always accurate as customers whose issues weren’t able to be resolved on the call had scored low on the survey and this didn’t take into account the reasons why they were unresolved, such as policy limitations. Despite this the feedback that had been gathered by the survey had been used to target improvements in our processes. · HoCID – A “chat-bot” had been worked on which made another digital solution available for our customers to find the information they were looking for. Work had also been done to develop the My Council Service also which had been informed based off these insights. · HoCID – The targets that had been set for each of the performance measures were felt to be ambitious enough. It was important to note that there was a good balance between the targets being realistic and achievable whilst also being ambitious enough and that these targets were regularly reviewed to ensure this was the case. · HoCID – With the new telephony system it allowed us to capture the data behind failed calls, the previous system had not allowed us to capture this data. CSM – The previous system had not allowed us to track calls so we were reliant on colleagues to provide us that information, unlike the new system which had allowed us to do this. · HoCID – The work that had been done to integrate My Council Services with the Alloy system used by Highways and Streetscene had not been completed at the time of the meeting and a timeline had been unable to be provided. However the HoCID did state that tests were planned to begin before the next financial year and it was said that integrating the two systems would allow customers to receive updates following requests they submitted which would mean a reduction in calls chasing these updates. · HoCID – The Digital Team had worked alongside the Communications Team to promote our digital services and we had also put this information in the reception area within the Civic Centre to further raise awareness of the services. · HoCID – Digital Inclusion had been worked on using a community approach and alongside digital drop-in sessions that had been hosted in libraries we had also worked alongside partners such as Bron Afon and TVA to further support our residents with their digital skills as well as providing access to devices, with the Council taking a role co-ordinating these efforts. · HoCID – When the Digital First Strategy had been developed we had consulted with lots of forums including accessibility forums, to ensure that our digital provision was accessible to as many residents as possible. Also we had provided British Sign Language training to two members of the Customer Team. CSM – We had looked into new technologies to utilise in front-facing roles around accessibility and meetings had been had around building deaf and blind awareness within the team to further support vulnerable customers. · DD&TDM – The work that had been commissioned to map out mobile coverage across the Borough had been completed, it had involved checks performed on every road and these runs were done twice to ensure accuracy. The data for this had not been provided but would be made available before the end of the year. · HoCID – Improving broadband connectivity was required to be commercially led through suppliers and how they invested in their infrastructures, but TCBC were able to access funding pots for particularly poor areas and work with our partners to help them access this funding. · HoCID – We engaged well with all service areas and this had aided the delivery of our digital services, with their input being valuable in ensuring a smooth implementation. · HoCID – When it comes to training we developed training pathways to help upskill staff to make use of the digital solutions available. DD&TDM – We worked alongside the HR and OD teams to ensure we had training that met the necessary demand and ensured we were able to upskill our staff on new digital solutions available, which has further increased our resilience should staff leave. · HoCID – When implementing new digital solutions, we had looked at the potential benefits and impacts and then this would be brought to the Steering Group who would then review this beforehand. It was felt that this had made best use of the resources available to the team. · HoCID – One of the main risks behind all digital solutions would be the potential for cyber-attacks, the details of these systems were not available at that time, but could be sent to the committee following the meeting. To counter this we have a range of systems in place which protects us from cyber-threats. We had also started making use of AI through our use of Microsoft Copilot, which officers were able to use to support the day-to-day roles, such as drafting reports. 5.3 Officers left the meeting and members and the TLS and TD&MSO remained. 5.4 Recommendations Upon completion of their scrutiny activity, the Committee offered the following recommendations:- Recommendation 1:- With regards to the 300 digital forms available via My Council Services via our website/app for the submission of service requests, members recommended the bank of forms be reviewed to identify potential for merging or reducing the overall number. Recommendation 2:- Members appreciated that customer care standards require certain information to be conveyed within the telephony messaging system, however recommended the introduction be reviewed to explore the potential for shortening this segment. Recommendation 3:- Members recommended the Digital Services and Customer Care Team work with the Communications team to more widely promote the Torfaen app. This should include a seminar/ training session for members to be able to fully understand how to use and set out the full functionality of the app, therefore being able to support promotion of it to their local constituents. Recommendation 4:- The committee recommended the Customer Care team engage with local accessibility groups to ensure our digital and customer care offerings are accessible and inclusive to all, and considerate of customer who are visually or hearing impaired or those with neurodivergences. Recommendation 5:- The committee welcomed the increasing outreach service in communities and recommended the Customer Service developments currently offered at the Civic and in libraires be expanded within community hubs. This should include working with partners to deliver connected services closer to people in their communities. Recommendation 6:- Concerns were raised with regards to digital exclusion and the importance of identifying pockets of digital poverty within the borough. Members recommended prioritising greater coordination of services and partnership working to address digital exclusion including connectivity issues, for some of our residents. Additional Comments & Observations from the Committee: The Adults & Communities O&S Committee commended the work of the team in improving digital services and Customer Care performance. Members highlighted the importance of using the findings of the Audit Wales Report – Torfaen County Borough Council Digital Strategy Review and the subsequent action as a benchmark for future service development and performance monitoring. Members also welcome the commitment of officers that we take a ‘digital first’ approach not a ‘digital only’ approach and stressed the importance of using the connectivity survey to target residents in other ways.
6.1 The committee agreed that the next meeting would look at Safer Torfaen (Community Safety Partnership)
7.1 The date of the next meeting was scheduled for 16 January 2025
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