Agenda item

Report of the Watford 2020 Programme Manager

This report explains Watford 2020 and its role as a transformational programme, including the review of the internal workings and processes of the council.

The scrutiny committee received a report of the Watford 2020 Programme Manager which explained the Watford 2020 programme and its current status. 

The Watford 2020 Programme Manager informed the scrutiny committee that officers would provide an update to Overview and Scrutiny Committee throughout the life of the programme.  In addition a briefing had been arranged for all councillors which would look at the programme in more detail. 

Following a question about the highlighted risks, the Watford 2020 Programme Manager explained that the first risk score was before any mitigating actions had been put in place.  He was able to confirm that risk reference PR15, ‘current resource will not be sufficient for the delivery of phases 2 and 3’, had been closed.  The current work would be completed on time, ready for the next phase to start in the New Year.

There was some concern that moving towards the council being digital, there was an assumption that all users were digitally enabled.  The Watford 2020 Programme Manager explained that the vision was for the council to be digitally enabled.  It was not proposed that all customer contact channels would be closed.  The aim was to ensure that people would be able to do things digitally if that was how they wished to interact with the council.  If a customer was unable to do something digitally then the Customer Service Assistants would do it for them. 

The Head of Communication and Corporate Strategy added that an Equalities Impact Analysis would be completed to ensure the council was not restricting access to services for some members of the community.  The analysis would be included in a future Cabinet report.

In response to a question from the Chair about the ‘Internet of Things’, the Watford 2020 Programme Manager explained that this was an area being looked at by the Digital Watford Board.  He advised that this was a new concept which allowed devices to talk to a network about its use, for example when a litter bin needed to be emptied.  It was similar to how it was now possible for an individual to control their heating at home by an app on their smartphone. 

The Watford 2020 Programme Manager informed the scrutiny committee that the Programme Board comprised Leadership Team and representatives from the programme and staff.

In response to a question as to whether the programme was transformational or aspirational, the Watford 2020 Programme Manager said that it was ‘aspirationally transformative’.  The programme was not looking at services in isolation but as part of the entire organisation.

Following a comment that the report did not mention the end users, the Watford 2020 Programme Manager explained that currently the team was looking at the council’s current position and then potential changes for the future.  There was a communications plan for the programme.  The first focus was on staff and then it would be customers. 

Councillor Asif Khan commented that it was important the council used technology to make things more efficient.  He hoped it was not a cost cutting exercise.  Technology provided an opportunity to do things in a new way.  The ‘Internet of Things’ gave people time to do other things and be more productive. 

The Watford 2020 Programme Manager informed the scrutiny committee that Digital Watford Board included representatives from Watford Community Housing and Hertfordshire County Council, enabling a wider variety of activities that may be covered by the new technology.

Councillor Watkin, whose portfolio covered the service transformation programme, congratulated the Watford 2020 Programme Manager on his work.  He commented that a key point of the programme was to extend the council’s services to a wider community and at a time suitable to them, not only normal office hours.  There would be three levels of contact, digital, access to terminals in the Customer Service Centre with officer support as required or for officers to provide more support to those who were unable to use digital technology.  He reminded councillors that the council needed to save £1 million each year in operating costs.  It was necessary to be more efficient.  Engagement with councillors would continue as it was important they were aware of the latest position.

RESOLVED –

that the Watford 2020 Vision and Design Principles and the Highlight Report be noted.