Date:
To the Chief Executive and Directors
Digital Resident Strategy – ‘No Resident Left Behind’
Relevant Cabinet Member(s) / Wards Affected /Key Decision
Mayor Ros JonesCllr Glyn Jones / ALL / K1239
EXECUTIVE SUMMARY
1. Digital access has become an essential part of daily life for many and the latest information from the Office of National Statistics (ONS) informs us that in 2014, 38 million adults (76%) in Great Britain access the internet every day, 21 million more than in 2006, when comparable records began. Access to the internet using a mobile phone has more than doubled between 2010 and 2014, from 24% to 58%. In 2014, 74% of all adults are buying goods or services online, up from 53% in 2008 and 22 million households (84%) have internet access in 2014, up from 57% in 2006.
2. The statistics also identify that between 2011 and 2014 there has been an increased usage of the internet across the UK for all age groups. Most significant is the increase from 57.1% in 2011 to 70.6% of those connecting in the age group 65 – 74 and the increase from 23.8% to 37.1% for those in the age group 75+. This is a very different picture to what was expected a few years ago and demonstrates that people of all ages are embracing technology due to the benefits it brings and it rapidly becoming the norm and often the only way some key elements of life can be achieved.
3. Further analysis shows usage across Yorkshire & Humber with a specific breakdown for South Yorkshire (Barnsley, Doncaster & Rotherham). These statistics show that in 2013, 82.9% of persons aged 16 and over were reported to have used the internet and this increased to 84.5% by Q1 of 2014. Across the same period, the % of people never having used the internet was 13.8%, reducing to 13.4% in 2014. This is obviously of significance to Doncaster Council and key partners and forms a more local picture which is vital for the development of local plans. The statistics are included in Appendices 1.1 and 1.2.
4. In September 2013, Doncaster Council agreed that it could no longer ignore the high level of digital access utilised and expected of modern organisations and although we had already started improving and increasing our digital offer, we needed to speed up this work with the aim of becoming digital wherever possible both in the way we interact with residents and the way we operate internally by 2016. As part of this, we agreed a set of deliverables, one of which was a Digital Assisted Strategy now renamed Digital Resident Strategy detailed within this report and appendices.
5. The purpose of the Digital Resident Strategy is to ensure that in our drive to be a Digital Council by 2016, we do not leave those hardest to reach behind ensuring we support those of our residents who wish to access digital services but face barriers in doing so. A recent public consultation we completed to inform this Strategy has told us the specific barriers in Doncaster are not dissimilar to the national picture and include ‘cannot afford to’, ‘don’t have the skills to’ and ‘we have no access to these services’. The content of the consultation is included at appendix 2 and the findings are included in appendices 3.1 and 3.2. Current known access and training venues are included in appendix 3.3 and average broadband speeds are included in appendix 4. All this information has been used to inform the key priorities (appendix 5), action plan (appendix 6), public strategy (appendix 7) and marketing plan (appendix 9) for consideration in this report.
Exempt Report
6. This report is not exempt.
RecommendationS
7. It is requested that the Chief Executive and Directors:
1. Note the current position both nationally and locally in respect of online access and the need for the organisation to offer online access moving forward to be an effective and efficient modern organisation;
2. Note the content of the public consultation and the outcome;
3. Agree the Digital Resident Strategy priorities and action plan;
4. Agree the Public Strategy document; and
5. Agree the Communications & Marketing plan which is essential to achieving success.
WHAT DOES THIS MEAN FOR THE CITIZENS OF DONCASTER?
8. The delivery of the Digital Resident Strategy is for the residents of Doncaster and will support those who are currently facing barriers in accessing online services and general online activity and will have the following specific impact across resident demographics.
Residents with Access to Technology:
Ø 24/7 access from anywhere;
Ø Improved service responsiveness;
Ø Reduced cost of accessing services;
Ø Improved skills in using and accessing services;
Ø Improved service provision for accessing services; and
Ø Improved value for money from their authority.
Residents without Access to Technology but have a desire to access:
Ø Local Access Points;
Ø Improved Provision;
Ø Access to local support and training;
Ø Reduced cost of accessing services;
Ø Improved skills in using and accessing services;
Ø Improved service provision for accessing services; and
Ø Improved value for money from their authority.
Residents without Access to Technology and no desire to:
Ø Some remaining higher quality and efficient face-to-face and telephone access points.
Background
9. A Digital Assumed proposal was considered by Informal Cabinet in September 2013 followed by the Overview & Scrutiny Management Committee on 21st November 2013. The proposal made the national picture clear at that time which was that nationally 21 million households (83%) were connected to the web with about 36 million adults going on-line every day with soaring numbers of people surfing the web on mobile phones, up from 24% in 2010 to 53% in 2013. 50% were using the internet to access their bank accounts, 43% were accessing health information and 21% were buying groceries. This meant 73% of households were accessing the web daily and many people’s expectations and technology skills were quickly changing with many using it routinely due to the introduction of easy to use devices. They were also now expecting the quality of on-line experience they get from us to compare with the private sector such as Amazon and accept that some services can only be accessed on-line. Basically, the world had changed, was still changing rapidly and we needed to change with it.
10. The attendees of both meetings agreed we should no longer ignore this as an authority and if we wished to be a modern, responsive and efficient authority both now and in the future, we needed to act before we get left behind whilst still taking care to provide for those in our population who do not have the means, skill or ability to be on-line. Therefore, it was subsequently agreed to be one of the major projects within the Council’s Improvement Programme with a set of key objectives proposed for delivery. Three of those objectives are relevant to this report and include:
§ We will agree the internal vision and take the necessary steps for Doncaster Council to become a modern digital authority with all services online by 2016;
§ We will change the way we present Doncaster Council externally, ensuring the whole organisation offers its service online first and foremost; and
§ We will develop and implement an Assisted Digital Strategy to ensure all those who do not have means or skills to gain access to technology are assisted with appropriate access provided.
This report adopts the first two objectives which are being progressed as principles but is focused on delivering the last objective.
11. The resulting strategy also considers the Government’s Digital Inclusion Checklist detailed below:
P Start with user needs – tailor support around the unique barriers that stop people going online, and adapt to people’s needs which change over time, not solely our own needs.
P Improve access – stop making things difficult – provide simple, low cost options for those who are socially and economically excluded to get online.
P Motivate people – bring digital into people’s lives in a way that benefits them; helping them do things they care about and can do online.
P Keep it safe – build trust. Make it easier to stay safe online by providing simple and straightforward advice and tools.
P Work with others – don’t do it alone. Work together to maximise expertise, experience and resources to better meet user needs.
P Focus on wider outcomes – measure performance. Identify wider outcomes that can be delivered by helping people become independently confident online and use data to understand what works.
Options Considered AND REASON FOR RECOMMENDED OPTION
12. Option 1 – Do nothing.
option 2 – Agree the Digital Resident Strategy Priorities (appendix 5), Action Plan and Timeline (appendix 6), Public Strategy Document (appendix 7) and Communication & Marketing Plan (appendix 9).
13. Option 2 is recommended for the following main reasons:
1. Doncaster becoming digital clearly contributes to the Councils People, Place, Pride and Progress objectives:
o Putting people first and helping them to help themselves;
o Regenerating and supporting communities; and
o Taking advantage of opportunities and aiming to be the best we can.
2. It improves skills, removes barriers, and makes living today easier and more convenient.
3. Enables the authority to deliver more for less whilst providing a greatly improved experience for those who interact with us.
4. Our residents expect us to operate like the private sector with many being more advanced.
Impact on the Council’s Key PRIORITIES
14.
Priority / ImplicationsWe will support a strong economy where businesses can locate, grow and employ local people. / Allows the organisation to be presented as a modern effective and efficient Council with the ability to access services 24/7. With residents armed with the skills and abilities to access modern digital services online.
We will help people to live safe, healthy, active and independent lives. / Increased flexibility allowing residents increased access to services from within their communities and the skills to access these services online.
We will make Doncaster a better place to live, with cleaner, more sustainable communities. / Increased flexibility allowing residents increased access to services from within their communities and the skills to access these services online.
We will support all families to thrive. / Residents armed with the skills and abilities to access modern digital services online.
We will deliver modern value for money services. / Support the organisation to achieve efficiencies in becoming a modern, digital and efficient organisation with customers experience at the core.
We will provide strong leadership and governance, working in partnership. / Engage with partners to deliver a combined borough approach for delivering quality online services and skills.
RISks & Assumptions
15. This section summarises the risks and assumptions made in producing this report.
Priority Area / Summary & Mitigation / Impact / Probability1 / Summary - Inconsistent information provided to residents resulting in poor quality of provision offered/training and residents not clear on access points available.
Mitigation – Continued engagement with providers/locations and regular updating of information to ensure it does not remain static. Undertake experience testing to ensure facilities are adequate for residents.
2 / Summary - The BDUK roll-out timescale is delayed due to external influences.
Mitigation - Engage fully with the BDUK Programme to fully identify all aspects of the project and understand any factors that may impact on delivery within South Yorkshire. Community Broadband Access Scheme will also act as mitigation to any delays in this priority.
3 / Summary -. Focus group does not attract the desired demographic to aid the shaping of services.
Mitigation – Continued engagement and marketing activity with public to encourage membership in additional to engaging with already established Community Groups.
4 / Summary -. Local employers do not engage or see the benefit in delivering a Borough wide Digital Skills Charter.
Mitigation – Continued engagement with employers and established forums through Doncaster Chamber and Business Doncaster.
Marketing & Communications Plan / Summary – Marketing campaigns promoting online usage are not aligned to the roll-out of online services by the organisation resulting in new users to online services have poor experiences and return to more traditional access methods.
Mitigation – Align marketing campaigns to the work within the Doncaster 2017 Programme with specific alignment to Digital Council & Customer Access Programme.
All Areas / Summary – Internal funding not secured to deliver priority area of this Strategy minimising the impact of this Strategy.
Mitigation – Consider the use of external funding to support roll-out of this Strategy.
All Areas / Summary – External funding not secured to deliver priority area of this Strategy minimising the impact of this Strategy
Mitigation – Consider the use of internal funding to support roll-out of this Strategy.
LEGAL IMPLICATIONS
16. In accordance with Section 111 of the Local Government Act 1972, a local authority shall have power to do anything (whether or not involving the expenditure, borrowing or lending of money or the acquisition or disposal of any property or rights) which is calculated to facilitate, or is conducive or incidental to, the discharge of any of their functions. Any contracts for Services and Supplies which result from the Digital Resident Strategy must be procured in compliance with Contract Procedure Rules and EU Procurement Regulations as appropriate. Further specific and bespoke legal advice will be required as the Digital Resident Strategy is implemented and delivered.
FINANCIAL IMPLICATIONS
17. As detailed in this report and Appendix 6 (Actions & Timeline) in particular, the majority of the Digital Resident Strategy will be delivered by drawing upon existing budget and processes. £20k one-off funding is being sought to ‘pump prime’ the strategy, to be used for coordinating, facilitating and supporting focus groups, digital champion volunteers and recruiting employers to sign up for the Digital Skills Charter. As summarised in Appendix 6:
“…current budgets will be utilised in many circumstances. However, a small amount of budget will be required to be effective and provide an environment where partners, employers and volunteers enjoy and are rewarded by the experience, therefore it is proposed a one-off budget of £20k is made available to draw from as required to achieve success. If further budget is required on an on-going basis, this will be requested with detail of its purpose. Opportunities to obtain one-off external funding to subsidise this programme will also be utilised. Current identified external funding streams identified for application include; The National Voice for Lifelong Learning, focusing on online skills and digital literacy and Big Lottery Funded with available funding to support basic online skills”