PoW003.2 Digital NL - Programme Review
North Lanarkshire Council · 1 December 2022
Back to Policy and Strategy Committee — 1 December 2022 and its agenda
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref DM/KH/EK Date 01/12/22 PoW: 003.2 DigitalNL – Next Steps From Chief Executive E-mail murrayd@northlan.gov.uk Telephone 01698 302350 Executive Summary DigitalNL, is a core part of the Council and Strategic Partnership’s vision for North Lanarkshire. This large-scale transformation programme was designed to improve digital connectivity and skills across North Lanarkshire and transform the way in which council services are delivered. As part of the development of the Full Business Case (FBC) in 2019, the Council undertook extensive research and design work to understand the current digital state and opportunities to improve and transform services, to change the way the Council interacts with citizens, and to create efficiencies. It engaged Agilisys Ltd as its System Integrator partner in October 2019 to build and deploy the outcomes from the service redesign sprints within the new digital solutions and technical components. It should be recognised though that the breadth of DigitalNL is much wider than just becoming a digital council. It also covers developing skills in the community and providing digital infrastructure. The Council recognised that investing in digital technology would help to deliver on The Plan for North Lanarkshire with the delivery of improved digital infrastructure and networks. It therefore approved, in 2019, the progression of two complementary and interdependent programmes; (a) Digital Economy and Place (SmartNL), and (b) Digital Council Transformation (DigitalNL). Once SmartNL delivers upon its improved connectivity outcomes, the council will have increased opportunities to deliver on its planned projects to help support and attract businesses, build digital skills, and minimise the risk of digital exclusion. In January 2021, Audit Scotland published its report “Digital Progress in Local Authorities” with North Lanarkshire participating as one of six selected fieldwork sites for the national performance audit on digital progress in Local Government. Audit Scotland acknowledged that North Lanarkshire Council had a digital vision that went beyond technology and focussed on people and outcomes, upskilling staff, residents and stimulating economic growth. The report also went on to advise that “the council is seeking new products and systems to align with The Plan for North Lanarkshire to maximise the reuse of solutions and integrate them with the council’s digital platform”. Delivering digital savings during the pandemic has been extremely challenging as services rightly reprovisioned their staff to provide and maintain as many frontline services as possible. Several reports to the former Transformation and Digitisation and Policy and Strategy Committees describe how responding to the pandemic and recovering service delivery to a ‘new normal’ have adversely, but appropriately, impacted the Council’s ability to progress Digital NL redesign activity and deployment of the Digital Platform to ultimately deliver the indicative savings and corresponding 668 FTE reduction outlined within the approved FBC.
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1. Background 1.1 Through the Future Organisational Ambitions report (December 2017), the former Policy and Resources Committee noted a range of specialist resources would be required over a five-year period to develop and deliver the significant and ambitious DigitalNL transformation programme. Approval was granted to recruit resources when demand for roles could be evidenced, with such being funded on a one-off basis from the established Digitisation reserve. The necessary reprofiling of the service sprints as a direct result of Covid-19 also led to a consequential delay in the anticipated implementation of the full Customer Service Hub model. This, allied with changes to council operations throughout the pandemic, has led to some residents experiencing difficulties contacting the council by telephone particularly where an alternative digital option is either not available or not yet fully developed. Having considered a report summarising the findings of a root and branch review of PoW003.2 at its September 2022 meeting, the Policy and Strategy Committee requested that further details of the DigitalNL Programme and associated financial benefits be provided at the next committee cycle. This report, therefore, reviews programme deliverables achieved to date against those outlined within the FBC approved by members in March 2019. It describes what has gone well alongside the challenges encountered in generating the indicative level of financial benefits which our Digital Business Partner had identified – based on their experience of similar transformations – could be realised from deploying and reusing a modern digital platform. Recommendations It is recommended that the Policy and Strategy Committee: - 1) Recognise the financial benefits and associated FTE reductions available from this transformation programme are very different post-pandemic to those identified – based on pre-pandemic historical experience – by our Digital Business Partner. 2) Recognise that the Year 4 Roadmap and future digital developments build upon lessons learned and knowledge and experience gained from progressing the transformation strands of DigitalNL and SmartNL. 3) Acknowledge the successful delivery of the Digital Workplace and Cloud Migration components of the Digital NL Transformation Programme. 4) Recognise that commitment to the continued development of the Digital Council and associated governance alongside enhancements and reuse of the Digital Platform create scope to deliver digital processes, automation, and financial and non-financial benefits. 5) Acknowledge that the Connectivity Framework, and partnership with Commsworld, provide the underlying infrastructure to transform and innovate council services, ultimately placing local people, Elected Members, and communities at the heart of the council’s revised operating model. 6) Recognise that the actions outlined within paragraph 2.52 below enable the Council to drive forward its ambition to become a leading Digital authority. 7) Otherwise note the report. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements
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1.2 The DigitalNL Transformation Programme Business Case (FBC) approved by the Policy and Strategy Committee in March 2019 highlighted that transformation had to go beyond Council walls and operations, with a whole place approach required to turn the Council’s Digital Vision and The Plan for North Lanarkshire into reality. Recognising the complexity of change required to operational and customer-facing infrastructure, IT services and culture, this FBC proposed 2 complementary and interdependent programmes; (a) Digital Economy and Place (SmartNL), and (b) Digital Council Transformation (DigitalNL), be progressed to enable the Council to use technological advancement such as ultra-fast broadband, artificial intelligence and next generation smart devices to redesign services around the needs of our communities and businesses. Whilst non-financial benefits were identified as the key drivers of these complementary programmes, our Digital Business Partner’s experience of similar transformations indicated the proposed digital solution deployments could also be financially beneficial to the council. 1.3 In approving the FBC and indicative budget of £28.8m in March 2019, the Policy and Strategy Committee acknowledged costs and work packages were illustrative and subject to finalisation with financial benefits realisable to be confirmed on an iterative basis as functions progressed through the redesign process. The Full Business Case also indicated Voluntary Redundancy Severance (VRS) would form an element of transformation, with these additional costs estimated to be in the region of £20m. 1.4 A Systems Integrator Partner was identified as essential to the build and deployment aspects of the technological transformation, with Agilisys Ltd engaged in October 2019 following consideration and approval by the former Transformation and Digitisation Committee. This engagement provided clarity and a deeper understanding of costs associated with deploying the key technology components (Azure, Dynamics and M365) of the Digital Council Transformation Programme, with findings from this Discovery/Mobilisation phase and an indicative deployment roadmap reported to the former Transformation and Digitisation Committee in February 2020. 1.5 The planned roadmap changed significantly due to Covid-19, with proposals scaled back considerably to allow resources and priorities to flex to maintain critical services and to ensure, throughout 2020, that the recovery of services was recognised in line with the “Scottish Government’s Covid19 Route-map out of crisis”. 1.6 The Transformation and Digitisation Committee, at their meeting of 2 September 2020 received a report “Covid-19 – Response and Recovery – Business Solutions” and recognised the significant effort and level of activity deployed by Business and Digital in response to the pandemic and its recovery. This included enabling the infrastructure, hardware, software, and solutions to ensure the delivery, not just of the most critical services required to respond to the pandemic but also business as usual activities. 1.7 Members considered and approved several revisions to the original business case assumptions to reflect the essential reprioritisation of resources, approving the updated investment profile detailed within the October 2020 report to Policy and Strategy Committee “PoW 003.1 DigitalNL - Transformation Programme: Updated Investment Profile”. This committee also received a report detailing the Council’s response to Covid, and the actions taken by the Council to maintain as many frontline services as possible. 1.8 A further and more serious wave of the Covid-19 pandemic came into effect following committee consideration of these two reports in October 2020. This required the council to continue to refocus its resources, removing services’ capacity and ability to engage in the redesign aspects of the revised digitisation programme and consequently creating a need for further reprofiling of service “sprints” and associated benefits. 1.9 As a Category 1 Responder, the Council is obligated to maintain normal service delivery whilst providing support and responses required from emergency situations such as the
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Covid-19 pandemic. Aspirational programmes such as Digital NL and Smart NL slowed considerably during 2020-21 and 2021-22 to enable Council functions to provide as many frontline services as possible, with members aware for example that North Lanarkshire was one of very few councils to keep a full kerbside waste collection. Furthermore, employees from all Council services – including Business and Digital - were reprovisioned to alternative back-offices services and key worker hubs for prolonged periods of time to ensure firstly, that essential supports were available to the most vulnerable in our communities, and secondly that parents working in essential frontline services – both Council and NHS – could get to work to deliver their vital services. Essential supports also included the development of a new system which provided a secure platform to end to end support for those identified as shielding or requiring additional support. 1.10 As Members are aware, through the good governance principles contained within the Council’s Corporate Programme and Project Management Framework, the DigitalNL programme is subject to annual review. The outcome of each annual review has been reported to the former Transformation and Digitisation Committee as such had responsibility for the governance of the DigitalNL Programme. 1.11 As the council’s Recovery Planning continued during 2020/21 and into 2022/23, further reviews of the DigitalNL Roadmap were carried out. These root and branch reviews focussed on: - • The planning of future years for capital and revenue expenditure • The future years’ road map for service redesign and technology build • Envisaged financial and non-financial benefits and targeted savings • Progress in achieving targeted savings • Overview of the updated DigitalNL investment model 1.12 In June 2021 the “PoW: 003.2 DigitalNL – Financial Overview and Resourcing Report” was presented at Policy and Strategy Committee. This report set out the cumulative impact of the delays highlighted previously to Members, with such outlining the financial implications and savings impacts for the DigitalNL Programme 1.13 The Year 4 Roadmap was developed following the annual review 2022-23 with the most recent “PoW: 003.2 DigitalNL – Year 4 Roadmap” being reported to Policy and Strategy Committee on 29 September 2022. 1.14 The DigitalNL programme focused on modernising the organisation making it a Digital First organisation. However, two further aspects of this had to be considered. Firstly, how the organisation would consume this digital service in an agile and mobile manner and secondly recognising that service users must be enabled to consume those services digitally. As initially proposed, these aspects are being progressed through the complementary Digital Economy and Place (SmartNL) programme, which was developed via the procurement of a Connectivity Framework (PoW: 088). 1.15 Successfully concluding a significant period of market engagement, discovery, and awareness the connectivity contract was awarded to Commsworld on 23 February 2022, for an initial period of 180 months (15 years) with the Council reserving the right to extend such for additional periods up to a maximum of a further 60 months (5 years). 1.16 The value of the Framework Agreement is £150m exclusive of VAT and has five initial Call off Contracts with an aggregated value of circa. £26m. 1. Wide Area Network (WAN) Connectivity 2. Analogue Services replacement 3. CCTV Leased Services Connectivity 4. Internet Access 5. Public Wi-Fi.
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1.17 Delivery of these contracts is well underway, with 9 sites migrated to the new WAN service and over 105km of fibre already installed, working to a target of 340km and some 300 active WAN sites by June 2023. The contract will see Council offices, schools and sites provisioned with a minimum service of 1Gb (currently 50mb), with some key sites and all high schools receiving dual 5Gb (currently 100mb or 1gb) services providing improved resiliency. 1.18 Beyond the direct requirements of the Council the procurement had ambitions to positively influence the fibre broadband market, bringing fibre connectivity to the residents and businesses located in North Lanarkshire quicker than if left to normal market forces. In addition, the Tender was also weighted to delivering community benefits and added value. 2. Report Digital Council Transformation Programme Financial Implications - Investment 2.1 The Council’s Best Value Assurance Report (BVAR), published in May 2019, outlined that Council investment in digital technology was a core part of its vision. The report highlighted that part of the council’s ambition was to become a ‘digital council’ simplifying and joining up services across the council. 2.2 The BVAR report advised that the full business case (FBC) for this part of the strategy was approved by the Policy and Strategy Committee in March 2019. As part of the development of the full business case, the council undertook research and design work to understand the current digital state at that time which highlighted an opportunity to improve and transform services, to change the way the council interacts with citizens, and to create efficiencies. 2.3 The FBC which was approved at Committee advised elected members that all costs would be funded from HRA, IJB and General Fund sources. It further outlined an investment requirement of £28.8m one-off costs comprising capital spend of £16.8M and one-off revenue costs of £12m over the five-year period starting 2019-20. 2.4 Per paragraph 1.4 above, the DigitalNL aspect of the Transformation Programme sought to focus on three distinct areas ➢ Digital Workplace (M365) – to improve collaboration ➢ Cloud Storage Solution (Azure) – to create agility and efficiencies ➢ Digital Platform (Dynamics Customer Relationship Management System, new website, Business Intelligence Hub, and Robotic Process Automation) – to transform the way the Council interacts with its citizens. 2.5 In addition to this one-off investment, the business case recognised there would be recurring annual funding required for the digital vision, these costs were estimated at that time as £1.8m in year 1 rising to £2.2m by Year 5. This equates to a further £10.5m costs over the five-year period. 2.6 Appendix One details the actual investment made since 2019-20 and the projected spend up to March 2024 showing a total investment requirement of £23.913m, comprising £9.500m one off revenue funding and £14.413m of capital investment. The recurring costs to date have been lower than originally anticipated, however, these are expected to grow as cloud consumption across the council increases. 2.7 Paragraphs 2.8 to 2.25, and Appendix Two below, briefly describe the status and spends against each of the critical components of the DigitalNL programme, with additional
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commentary included in respect of the related service redesign (building blocks), governance and additional fixed term staffing costs in respect of the programme. Paragraphs 2.26 to 2.34 provide an update on financial benefits realisable from the programme to date. Service and Solution Design (Business Partnership) 2.8 Upon appointment of the council’s Business Partner, PwC (June 2018), in-depth Service Design, Solution Design and Cloud Readiness assessments were undertaken as part of the detailed design phase. At that time, it was clear that the extent of IT systems and architecture in need of modernisation was significant and complex, with sums of £2.807m invested between April 2019 and March 2020 to create the building blocks and foundations for the DigitalNL Programme. This resulted in the development of the sprint process, activity analysis for council services, the framework for Purchase 2 Pay, procurement of the System Integrator and the council’s Data and Information Roadmap. In addition, this initial work provided the Outline Business Case (OBC) for the Digital Economy and Place (SmartNL) Programme, approved by the former Transformation and Digitisation Committee (September 2019), to ultimately lead – per paragraph 1.15 above – to the appointment of our Connectivity Partner CommsWorld earlier this year. Governance and Staffing 2.9 As outlined in 1.1 above, additional resources were required as the Digital Programme gathered momentum and we recruited as roles became necessary. During years one to four, additional staffing costs of £2.714m were incurred to create the skills-base and in- house capacity required within the areas of business change, programme management, infrastructure operations and IT security. 2.10 The governance for the programme was developed in line with the Council’s Programme and Project Management Framework at a cost of £2.260m. Digital Workplace – M365 2.11 The FBC highlighted that investment in modern digital workplace toolkits would enable staff to ‘work from anywhere, with anyone and at any time’, with all supported through relevant training to use the right tools for their jobs. The focus here was on efficient processes, collaborative working practices and improved skills and training, rather than generation of financial savings. The onset of Covid-19 in early 2020 resulted in the majority of programme resources being deployed to accelerate the roll out of O365, our new Digital Workplace technology component. In delivering this element of the programme in eight rather than the planned eighteen months, the recurring revenue costs associated with the required licences were also accelerated, giving rise to costs to date totalling £1.772m. 2.12 This programme component also accelerated efficiencies within device management, with Business and Digital now successfully using a modern cloud-based management platform to secure, upgrade and maintain End User Devices. This facilitates enhanced and advanced compliance and improved identity, access, and application management. Whilst this operational efficiency largely goes unnoticed by users and services, all are benefiting from the agile flexibility delivered through the Digital Workplace component of the programme. 2.13 A further related consequence of the programme has been the large-scale device refresh, which has seen circa. 2,500 devices modernised over the last three years, and a programme in place to continue managing that process. End User Devices now come as standard with increased RAM and processor capability which facilitates the use of the modern digital tooling envisaged within the FBC (MS Teams, SharePoint, etc) as well as the agile requirement of users operating multiple applications simultaneously. In
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considering this alongside built-in and enhanced hardware security and threat/information protection, the success of the Digital Workplace component of the Programme can be clearly evidenced through the workforce having a higher performing, agile and more secure experience. Cloud Storage Solution – Azure 2.14 A Cloud Migration Strategy was developed in conjunction with our Digital Business Partner. This included the development of a line-of-business application catalogue that contained more than two hundred and sixty (260) items detailing the range of software systems used across the Council. This catalogue was used, along with a set of criteria, to record the current status and suitability of applications for migration to Azure. This ensured that the following items could be excluded: • Those applications due to be retired • Any to be replaced by new Microsoft technology • Infrastructure tools • Desktop applications • Those not suitable or capable of operating in Azure • Those already hosted by a third-party supplier. 2.15 As a result, twenty-five (25) applications were prioritised into two phases which ran during November 2020 until September 2021. Whilst the FBC referenced cloud migration would significantly reduce the level of technology hosted and maintained within the Council’s data centre, creating scope to consequently reduce the need for future capital funding to replace discontinued hardware, it did not reference any specific financial benefits from the cloud migration component of the programme. Investment to date totals £1.740m. Digital Platform 2.16 It was highlighted in the FBC in March 2019 that non-financial benefits, including process efficiency, upskilling of the workforce, and development of data as a strategic asset were the key drivers for the DigitalNL programme. However, during financial year 2019-20, with the Council moving towards a challenging 3-year budget, the emphasis on financial benefits for the programme became the most prominent driver. 2.17 In line with the FBC, maximising service redesign and use of Digital Platform tooling and functionality presented the greatest scope for council services to generate financial benefits. This required investment of both time and money, and of the investment values outlined within paragraph 2.3 above, circa £10.5m was anticipated over the programme duration to build the digital platform and its associated components of Dynamics Enterprise Solution, Business Intelligence Hub, and Internet of Things (IoT) / Artificial Intelligence (AI) tooling and functionality. 2.18 The implementation of the Digital Platform resulted in a new Customer Relationship Management system being developed on Microsoft Dynamics. This plays a pivotal role in changing how council services are delivered, and crucially provides a valuable and reusable asset to support the council’s longer-term transformation ambitions. The first deployment of the Digital Platform was the Customer Services Hub in November 2020 which ran in tandem with the introduction of the Council’s new website. Investment to date totals £8.986m. 2.19 The Digital Platform has enabled the Council to act as a broker, linking residents to digital services. By reducing demand and providing proactive personalised services to customers the platform has introduced a modern self-serve option to enable customers to select the following Waste services. In addition to these there are several future online services in the pipeline -
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• Change request to bin collection due to health reasons • Request a special uplift of household waste • Report an issue relating to household waste • Book a van or trailer of household waste into a recycling centre • Request a new or different bin 2.20 Employees within the Customer Services Hub (CSH) have benefited from new digital capabilities along with customer care skills and detailed service knowledge to answer enquiries. Management information within the CSH displays live dashboards with the capability to track enquiries in real time allowing capacity to look at higher impact areas of work. 2.21 Following thereafter with PoW072, the Council is developing a Business Intelligence (BI) Hub that utilises statistical techniques to draw insight from data to provide improved information, intelligence, and insights on service delivery. This has developed over several phases to date, following a successful proof-of-concept phase (Phase One) within Housing Solutions between May to September 2020. Phase 4 is currently progressing with spend to date totalling £1.661m. 2.22 Finally on the Digital Platform, Automated Intelligence (AI) was introduced in December 2020, with Robotic Process Automation (RPA) deployed within Revenues and Benefits to automate and execute repetitive business processes without human intervention. 2.23 An investment to date of £1.973m has improved processing time for customers and enabled employees to spend time in other areas. ‘Bots’ are live within the following areas of Revenues & Benefits. In addition to these there are several future RPA developments in the pipeline: • Unpaid Direct Debit (DD) process - downloads a report from the BACS user portal and updates Unpaid Direct debit information to the Council Tax system • Bank detail changes - downloads a report from the BACS user portal and updates changes to customer Direct Debits details account changes and cancellations • Community Care Grant - orders the items awarded on Community Care grant application on the PECOS system 2.24 Whilst developments in this area have slowed recently due to capacity issues within both services, this platform functionality will be enhanced over the coming months and years as fibre in the ground provides a world class infrastructure to build upon throughout North Lanarkshire. 2.25 It is acknowledged that responding to the pandemic and recovering service delivery to a ‘new normal’ has adversely affected the Council’s ability to implement Digital NL, and the Digital Platform in particular, as originally planned. It has also been acknowledged through several Internal Audit reports regarding Digital NL that the indicative financial benefits and associated FTE reductions derived from PwC’s historical experience of similar digital transformations, are now less likely to be realisable given we are operating in a very different world post-pandemic. Efforts will therefore continue, in line with the appended Roadmap, to maximise use of the Digital Platform which the Council has invested in to achieve both financial and non-financial benefits. Financial Implications – Budgeted Savings 2.26 The Council’s Best Value report (May 2019) also referenced the estimated savings to be delivered from the proposed five-year programme as £24.4m with the programme forecast to break even in year 4. The potential savings figures calculated as per the FBC however were £28m, thereafter a 30% optimism bias was applied resulting in a reported
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value of £19.6m across the General Fund (£8.8m), IJB, inclusive of Children and Families, (£7.8m) and HRA (£3m). 2.27 The financial benefits realisable from this programme were subject to council functions iteratively redesigning their services to maximise self-service to meet customer needs and deliver the wider ambitions outlined within The Plan for North Lanarkshire. Members will remember that the FBC also indicated Voluntary Redundancy Severance (VRS) would be required to deliver these recurring savings, with such also estimated to be in the region of £20m. 2.28 When the Council set its three-year revenue budget in February 2020, £10.616m was included in relation to achievable savings to be generated from Digital projects including Digital NL, Digital Classrooms, and digital savings within the Employee Service Centre. Of this total, £10.114m specifically related to the DigitalNL programme across the general fund and IJB, phased as detailed in Table 1. The HRA did not budget for the original £3m projected savings, as it recognised savings would be shaped by the developing Housing Strategy Transformation plan detailed in paragraphs 2.35 and 2.36 below. 2.29 As a result of several restructures, budget savings and movement within services following FBC approval, the baseline was recalculated in January 2021 to recognise current service budgets identified by Financial Solutions. A further re-baseline and verification exercise was undertaken in July 2021 to ensure that values identified by our Digital Business Partner at the original Service Design and stakeholder engagement workshops in respect of Housing services and functions were accurately recorded within the General Fund and Housing Revenue Accounts. These reviews identified several anomalies. Having progressed the resulting reclassifications through the potential savings model developed by our Digital Business Partner, the indicative savings identified per fund were amended to £8.6m General Fund, £7.2m IJB and £4.2m HRA respectively. 2.30 Budgeted savings levels were thereafter amended in February 2022 with the Council recognising the adverse impact of well-publicised demands and pressures in respect of absences, recruitment and retention on the Field Services Pilot and Home Support service redesign activity. As a result of these challenges facing the delivery of Adult Social Care services, it was deemed prudent to reverse £6m of the 2022-23 DigitalNL Savings, as such were anticipated to be met from employee reductions within Adult Social Care. This reduced the savings target to £4.114m. 2.31 Complexities in relation to finalising the projects required to generate these savings within the prescribed years has resulted in the actual value of savings being considerably less than that initially anticipated. In order to help address the in-year shortfalls, additional one-off funding of £2.035m and £1m was allocated to Digital NL in years 2021-22 and 2022-23 respectively. Tables 1 and 2 below shows the level of net savings achieved. Year Approved Saving Revised Saving Actual Saving (Net) Remaining Saving 2020/21 £1.110M £1.110M £0.459M 2021/22 £2.806M £2.806M £0.365M 2022/23 £6.198M £0.198M - Total £10.114M £4.114M £0.824M £3.290M Table 1 – Savings Delivery 2.32 Delivering savings during the pandemic was extremely challenging given services – including Business and Digital – had reprovisioned their staff to respond to the pandemic and maintain as many frontline services as possible. Notwithstanding this, gross recurring savings of £1.061m were delivered to 31st March 2022 as illustrated within Table 2 below. Offsetting £0.237m of these digital deliverables to fund the new posts required within the
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Customer Services Hub (CSH) delivers the net saving value of £0.824m illustrated in Tables 1 and 2. COMPLETE Service Sprints Project Workstream Actual Savings Realisation Date Business Solutions Business Solutions £0.118m Apr-20 M8.2 Waste PH1 Waste Solutions £0.578m Dec-20 M8.3 POD (ESC) Employee Service Centre £0.249m Nov-21 M4.2 RPA Phase 2 Revenues & Benefits £0.116m Mar-22 Gross savings achieved £1.061m Recurring Funding of new CSH posts -£0.237m Net savings achieved £0.824m Table 2 – Savings achieved to March 2022 2.33 Paragraphs 2.28 through to 2.32 illustrate that a budgeted balance of £3.290m remains to be delivered on a recurring basis through redesigned activity in financial year 2022-23. Services continue to liaise with Business and Digital Teams to progress the remaining sprints with a view to delivering these savings, but in recognising the technical capacity issues outlined in paragraphs 2.38 and 5.9 below, it is acknowledged the full £3.290m may not be delivered solely through digital means. 2.34 Paragraphs 2.31 and 2.32 above illustrate that service redesign activity has generated gross recurring savings to date of £1.061m (net £0.824m), and a net reduction of 26.5 FTE. Members will wish to note these reductions did not give rise to any VRS, therefore protecting and ‘releasing’ the Council’s change management fund from the estimated VRS of £20m referenced within the approved Digital NL FBC. Current Status - HRA and IJB Transformation Activity 2.35 Turning now to savings opportunities within HRA noted at 2.29 above, the savings modelled by our Digital Business Partner amounted to £3m and were subsequently reclassified as £4.2m. Whilst redesign activity throughout 2021-22 and 2022-23 largely focussed on opportunities within housing repairs, a team of officers from Housing Solutions, Business and Digital and Agilisys developed a draft Housing Strategy Transformation plan to assist Housing Solutions in delivering identified key outcomes such as: preventing and addressing homelessness; tackling climate change/fuel poverty and improved housing delivery. A phased approach is progressing, with Dynamic Scheduling in housing repairs going live in October 2022. 2.36 With the first phase of the Housing Strategy Transformation completed, next phase developments are focussing on allowing tenants to report a repair online and book an appointment. Other on-line transactions available to residents will be the ability to view their balance and pay their rent on-line, apply for a council house and report anti-social behaviour. Per paragraph 2.21 above, BI Hub work has continued following the conclusion of the successful proof-of-concept within the service with several reports complete or nearing completion and the service progressing well towards reporting becoming more automated. Working in conjunction with Business and Digital officers, the service is also focussing on completing reports linked to the council’s Strategic Performance Framework in and on implementing of the operating model for the BI Hub. 2.37 Paragraph 2.30 above references the reversal of the budgeted saving of £6m which was anticipated to be met from employee reductions within Adult Social Care. Members will wish to note though that whilst this resulted in business process redesign and deployment of the Dynamics platform for AH&SC suspended from a Business and Digital perspective, the requirement for a scheduling system within AH&SC remains. Work to identify and
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procure an appropriate solution remains ongoing, with proposals expected to be considered by the Council’s Enterprise Architecture Governance Group in due course. Development Roadmap 2.38 With the Agilisys contract concluded, responsibility for the development and build of the Council’s modernised digital architecture fully resides with the small in-house development team within Business and Digital. The Corporate ICT Operational Risk, referenced in paragraph 5.9 below presently carries a high residual risk of 16 in recognition of lean ICT resource levels and capacity issues. With financial benefits currently driving redesign activity, and ongoing concern over in-house capacity levels, the findings of a full root and branch review of the Programme, and the corresponding development Roadmap (Appendix 3), were reported to the Policy and Strategy Committee in September 2022. The Business and Digital Delivery Board will monitor roadmap progress to ensure timely delivery, and maximisation of opportunities and financial benefits available from completing digital sprint activity. SmartNL - Connectivity Framework 2.39 The Scottish Government’s R100 programme looks to provide fibre connectivity to all and is a follow on from the previous Digital Scotland project. It has awarded 3 LOTs (South, Central and North) across the country to enhance the fibre footprint quicker than if left to a traditional market led approach. An aspect of the programme is the use of Vouchers that can be claimed by eligible property owners whose property will not be covered by the R100 delivery. 2.40 The business case for the procurement identified that at that time some 3,500 properties across the Council area were eligible for the Scottish Broadband Vouchers Scheme (SBVS), with some also eligible for the UK Government Rural Gigabit Voucher (RGV) (4,274). These schemes can provide funding of £5,000 and £1,500 and can be combined to achieve a total fund of £6,500 at an eligible site. 2.41 Market engagement identified that Openreach plans for full fibre coverage in North Lanarkshire was as follows: By Dec 2026 Wishaw, Shotts, Cumbernauld, Kilsyth, Bellshill By Dec 2025 Airdrie, Moodiesburn, Stepps By Dec 2024 Motherwell With Coatbridge, Viewpark, Newarthill, Holytown, Salsburgh and many rural areas with no planning currently available. Virginmedia have a strong presence in the west and centre of North Lanarkshire but limited coverage in the east or in rural areas. The business case concluded that there was an opportunity to improve the rate of fibre delivery and coverage within North Lanarkshire by offering a combined contract for all aspects of Council connectivity with a long-term contract focusing initially on a fibre implementation. 2.42 The offering from Commsworld specifically included a full fibre backbone that traverses all North Lanarkshire towns and many of its villages and can be found in Appendix Four. The initial build out of this ambitious plan has all Council sites migrated across to the supplier by end of June 2023, with further fibre build out continuing over the remainder of that year.
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2.43 A main aspect of the procurement was for Commsworld to actively work with local communities to create aggregated Voucher value to support the implementation of fibre into these less well supported areas. In addition, in more urban areas the aspiration was to engage and measure local demand that would be attractive to 3rd party Internet Service Providers (ISP’s) who would utilise the Commsworld backbone as a distribution service, thus providing greater market choice and tackling affordability. The bid guaranteed that Commsworld would provide access to their infrastructure to both Internet Service Providers (ISP’s) and Mobile Network Operators (MNO’s) at a value significantly below market baseline. 2.44 Community Board engagement and active promotion of the vouchers schemes is planned to start in March 2023, allowing for immediate target of fibre delivery to Council sites, providing that backbone service. 2.45 It should be noted that in March 2022, the SBVS was significantly changed, this has resulted in a reduction of eligible properties within North Lanarkshire to 1,254, Commsworld are committed to working with local communities to make best use of these but will now have to rely more on the RGV scheme. 2.46 The implementation of a single Public Wi-Fi service provided by the Council is a further key cornerstone of its Connectivity plans, taking the previously disparate solutions within the former CultureNL and NL Leisure and across town centres, the new solution not only consolidates those sites, but brings in additional areas, such as Country parks (in limited areas), supported accommodation units and secondary schools. This single solution will provide much needed user interaction data that could be used to help design future service delivery models, whilst also providing free connectivity to the internet and thus ability to digitally interact with the Council in line with the wider aims of the programme. 2.47 The Connectivity framework was viewed as a delivery mechanism to uplift existing Council services and provide improved connectivity for residents and local businesses; however, it importantly also provides an enabling infrastructure for our workforce and workplaces of the future, providing enhanced connectivity to community hubs to facilitate service redesign. 2.48 There was a strong Community Benefits and Added Value aspect to the procurement, these are set out in Appendix Five, however the main benefits to draw attention to are: • Investment in fibre delivery by Commsworld and partners estimated at circa £73m • 340km of direct fibre delivery passing some 101,000 properties • Commitment to Fibre to the Home for >1000 properties • Guaranteed significant percentage rate lower than prevailing market sell on to Internet Service Provider (ISP) and Mobile Network Operator (MNO) • Social Housing resident offering: 1gb fibre for £20p/m • Wide Area Network revenue cost at an estimated £200,000p/a reduction • 3 x 2-year Modern Apprenticeships (delivered September 2022) 2.49 Through the report to Policy and Strategy in September 2022, members are aware of the Council’s longer-term ambition to address digital poverty for all housing tenants through delivery of an affordable, reliable, superfast, and secure internet service. CommsWorld developed several scenarios and financing packages at the Council’s request. Any consideration of these scenarios would require significant amendments to approved and future capital and revenue budgets, therefore considering such alongside the current rent freeze and wider economic challenges facing the Council (higher inflationary pressures, high interest rates/borrowing costs, and decreased opportunities to generate income to fund investment), then despite the longer-term benefits for tenants and service delivery, perhaps now is not the right time to seek approval for this investment. Notwithstanding this, a further report detailing options available to provide broadband services to tenants
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residing in council-owned properties will be presented during the next committee cycle for elected member consideration and determination. 2.50 Through previous reports to the former Transformation and Digitisation Committee, elected members are aware of the Councils ambitions to use 5G connectivity to transform community access to experiences and services. Early dialogue with BT during the first phase of the pandemic confirmed Education as an appropriate function to develop a 5G user test case, with an enabled immersive experience pod thereafter installed within the ground floor multi-purpose rooms of the Muirfield Community Centre. Focussing initially on the ‘Learn’ strand of The Plan for North Lanarkshire, and prevailing Covid-19 restrictions, access was initially restricted to four local educational establishments. 2.51 In October 2022, immersive experience access expanded to the Cumbernauld Academy and Our Lady’s High School Cumbernauld Clusters, with the Digital School Team also currently liaising with Summerlee Heritage Museum and Cumbernauld Living Landscapes to use the 5G technology to create local landmarks tours, and local firefighters and paramedics for the schools-based ‘people who help us’ topic. There is also some early dialogue to develop a care academy video series to support young people with routes into work. With a view to expanding immersive experiences across the authority area, all experiences undertaken within the Cumbernauld test pod to date will be evaluated to inform a future procurement – subject of course to available capital funding. Next Steps 2.52 Following a review of the lessons learned and taking account of the knowledge and experience built over the past two years the transformation of Council services will continue, as outlined in the report, to realise the ambition to be a Digital First organisation. Future actions will include: - (a) Services being supported, through the DigitalNL Programme, to deliver where possible on the approved Year 4 Roadmap and outstanding savings target of £3.290m. This will involve all services ensuring that resources, skills, and knowledge are available as detailed within the defined timelines of the Roadmap. Thereafter, to develop future years of the Council’s transformation, ensuring alignment with the developing council operating model. (b) Maximising the use of the Digital Platform to achieve both financial and non-financial benefits remain a key objective. This will be further evidenced during December 2022 with further online forms and applications becoming available. (c) Continue to manage inbound enquiries to services through a single telephone number and single system, which will allow for comprehensive analysis of inbound demand and the ability to direct resources to those services experiencing the highest demand at any given time. The Customer Service Hub model will continue to be developed in parallel as service sprints complete. (d) Revenue recurring costs, particularly with regards to licensing requirements, will continue to be closely monitored to ensure they remain within budget. (e) Further deployment of enabling fibre, in line with the Commsworld Framework by June 2023, to facilitate the wider council transformation and innovation envisaged within the DigitalNL and SmartNL business cases and Delivering for Communities report (December 2020), ultimately placing local people, Elected Members, and communities at the heart of the council’s revised operating model.
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(f) Community engagement commencing through Community Boards regarding the voucher scheme in early 2023, and the continued delivery of associated Community Benefits. (g) Continued development of the supplier relationships delivered by the programme, Microsoft, Commsworld, etc, bringing awareness and opportunities for use of technology to the organisation to facilitate and drive modernisation. (h) Continuation of the development of the Digital Organisation, supporting the Digital Strategy and the digital governance introduced through Enterprise Architecture Governance Group and Data Governance Board, building the capacity of the organisation to both self-serve and innovate whilst maintaining appropriate level of governance. 3. Measures of success 3.1 The complementary programmes referenced within the Digital NL FBC continue to provide huge opportunities to support The Plan for North Lanarkshire and its key themes of Live, Learn, Work, Invest and Visit. Success will be evidenced through technology being efficiently and effectively deployed, in an agile manner, to support the Council’s visions relating to Digital Council, Digital Economy and Digital Communities. 3.2 Measures of success are detailed within the Digital and IT Strategy, annual refresh, considered by the former Transformation and Digitisation Committee in February 2022. These include for example, increasing number of premises able to receive superfast Broadband, increasing numbers of young people engaging with the digital consortium and immersive experience pod, reducing digital skills gaps within residential and business communities, and addressing employee digital skills gaps. A summary of non-financial benefits generated to date in respect of the key themes of Digital Community, Digital Economy and Digital Council, and their links to the Council’s 25 ambition statements, existing Programme of Work and The Plan for NL is provided for elected member consideration in Appendix Six. 4. Supporting documentation 4.1 Appendix One – DigitalNL Capital and Revenue Investment Profile Appendix Two – DigitalNL Investment Spend – 2019-20 to 2023-24 Appendix Three – Year 4 Sprint Roadmap Appendix Four – CommsWorld Infrastructure and Connectivity Framework Appendix Five – CommsWorld Community Benefits & Added Value Appendix Six – Nonfinancial Benefits Summary Des Murray Chief Executive
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Creating a new website and Customer Service Hub, though central to the council’s ambition to become a leading digital authority, has the potential – through promoting self-service and digital first - to be disadvantageous and out of reach for older people, low-income groups, and those with a disability. Ofcom’s Online Nation 2022 Report states that 6% of UK adults do not have access to the internet at home, with this issue increasing with age. This report further illustrates that one fifth of individuals aged 65+ either don’t have home access or choose not to use it due to a lack of necessary skills. In recognising the pandemic created potential to make the impacts of digital exclusion worse for individuals in the most vulnerable situations, our most recent refresh of the Digital and IT Strategy contains plans to improve the connectivity and accessibility of North Lanarkshire as a place, and to also improve the ability of local people and communities to gain the skills and confidence required to help them benefit from the opportunities of being digitally connected. The Driving Digital Locally digital subgroup is a key factor in enabling local communities to participate in designing and deploying modern council services and ensuring that no one is left behind or digitally excluded. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All financial implications are detailed within paragraphs 2.1 to 2.6 (investment) and paragraphs 2.26 to 2.34 (budgeted savings). 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐
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If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? In respect of PoW088, the Connectivity Framework, the Council procured legal advice from a 3rd party specialist “Pinsent & Mason” to support the development of the ITT, the challenging negotiation phase, and the award process. Advice was also sought to mitigate procurement and subsidy control risks. The advice in respect of subsidy control examined whether the contract award constituted a subsidy and if so whether that subsidy would be allowed. The advice concluded that the award of the contract and the requirement to deliver specific services to the council (i.e. WAN, Wi-Fi, Internet, etc) was not considered a subsidy. It also determined that a resident specific Broadband package (not financially backed by the council) was also not considered a subsidy, but a benefit that any supplier may offer residents. Lastly it concluded that a social housing Broadband package supported and financed by the council would be considered subsidy and if pursued must be treated as such, with the appropriate process followed. Such a subsidy was noted to be an acceptable intervention within the market due to delivery of fibre broadband services significantly quicker than if left to the traditional market forces. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Business and Digital is responsible for the design, deployment and maintenance of all ICT and digital assets required by the Council. It has approved revenue and capital funding available to maintain supportable applications and transition Council services towards increased self-service and community-focussed delivery. Two complementary programmes (a) Digital Economy and Place (SmartNL), and (b) Digital Council Transformation (DigitalNL), are being progressed to enable the Council to use technological advancement such as ultra-fast broadband, artificial intelligence, and next generation smart devices to redesign services around the needs of our communities and businesses. These programmes are leading to significant changes regarding connectivity, IoT, software and hardware, with all being duly and appropriately considered by the Council’s Enterprise Architecture Governance Group (EAGG) as part of the overarching deployment process.
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Deployment of these programmes also enhanced the Council’s corporate governance arrangements, with two new Governance bodies – the Enterprise Architecture Governance Group (EAGG) and the Data Governance Board (DGB) – developed and subsequently embedded within Council operations. Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☒ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Paragraph 2.44 indicates that active and targeted promotion of the voucher schemes which align with our fibre delivery programme and improved connectivity is required through Community Boards in March 2023. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The Council’s Corporate Risk Register 2022/23 was considered at the Corporate Management Team in June and November 2022. The following corporate risks require oversight from Business and Digital and specifically the DigitalNL programme. Corporate Risks (Operational) LikelihoodImpact RatingEvaluation Last Review Date Next Review Date Information Security and Information Governance 5 4 20High 15/10/2022 15/01/2023 ICT Operational capability 4 4 16High 04/09/2022 04/12/2022 Corporate Risks (Strategic) LikelihoodImpact RatingEvaluation Digital and IT Strategy 3 3 12 Medium 01/08/2022 01/02/2023 Risks are reviewed on a scheduled basis at a Service and Programme level through the governance arrangements approved at the DigitalNL Delivery Board. The Annual Risk Review took place on 24 October with the outcomes due to be presented to the Delivery Board in December 2022. With regards Connectivity, commentary within the Legal section on subsidy control and procurement, reflects a low risk to the delivery of the agreed services, and a low risk against the proposals for resident broadband offerings (non-funded by the council). Should the council position change and the social housing inclusive broadband be reconsidered, the subsidy control conditions would be reviewed, recorded, and posted within the relevant UK government portal, clearly a risk-based approach would be undertaken in conjunction with this.
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Appendix One DigitalNL Capital & Revenue Investment Profile Note: These figures exclude the one-off funding of £3.035M allocated in years 2021/22 and 2022/23.
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Appendix Two DigitalNL Investment Spend – 2019-20 to 2023-24 Year 1 (Actual) Year 2 (Actual) Year 3 (Actual) Year 4 (Projected) Year 5 (Projected) Total Projection £m £m £m £m £m £m Activity 2019/20 2020/21 2021/22 2022/23 2023/24 Service & Solution Design 1.974 0.833 2.807 Governance & Staffing 1.712 0.815 0.818 0.769 0.860 4.974 Digital Workplace - M365 0.506 1.196 0.031 0.039 1.772 Cloud Storage Solution - Azure 0.355 1.184 0.201 1.740 Digital Platform 0.887 2.720 4.350 0.808 0.221 8.986 BI Hub Development 0.122 0.327 0.588 0.624 1.661 IoT and AI 0.459 0.586 0.723 0.205 1.973 Total 6.015 7.661 6.711 2.445 1.081 23.913
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Appendix Three Year 4 (2022-23) Sprint Development/Build Roadmap Sprint Process Priority Development Start Date Development End Date (inc UAT and contigency) Date to live production Proposed Year 4 Development Housing Field Services (Dynamic Scheduling) complete complete complete Environmental Assets Report It On-line forms 1 01/09/2022 30/09/2022 25/11/2022 Waste Special Uplift 2 01/10/2022 13/10/2022 14/10/2022 Fleet MOT and Taxi Compliance 3 17/10/2022 25/11/2022 25/11/2022 Financial Inclusion Debt Advice Management 4 28/11/2022 27/12/2022 05/01/2023 Environmental Assets all remaining processes 5 03/01/2023 22/08/2023 23/08/2023 Continued Development Activity Education & Families Financial Management System 01/09/2022 02/12/2022 05/12/2022 Financial Solutions RPA BI Hub reporting 01/01/2020 28/02/2023 01/03/2023 Year 5 Development Waste Business Waste 6 10/03/2023 01/11/2023 02/11/2023 Legal Licencing 7 23/04/2023 22/08/2024 23/08/2024 Potential Year 4 Development Housing Anti Social Behaviour 8 Back Office Processes Elected Member enquiry system 10 Back Office Processes Complaints (additional requirements) 11 Housing Rents on-line 9 Continued Service Sprint Activity )Non-Development/Business Change) - Year 4 Estate Management Facility Support Services Housing Repairs Phase 1 - Request a repair online process POD design of case management system and AD Education & Families Enterprise & Economic Development design of case management system Legal design of case management system Back Office Processes Purchase to Pay (P2P)
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Appendix Four Commsworld - Fibre Build and Connectivity
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Appendix Five Connectivity Framework – Added Value and Community Benefits Added Value - Commsworld will invest over £73m in North Lanarkshire as a direct result of this procurement, delivering a GVA of c£1.3bm over 15-years Pillar 1 - COVERAGE • 340km of fibre infrastructure passing 101,752 properties, with FTTH covering: • FTTH for minimum 1,000 rural properties using Scottish Broadband Voucher Scheme • All main business parks to be connected. • Guaranteed significant % lower than prevailing market rates sell on to ISP’s and Mobile Operators to generate investment • Further Fibre investment in North Lanarkshire of £90m being considered Pillar 2 - TAKE-UP • Social Housing resident package: 1gb fibre for £20p/m • Resident package: 1gb fibre for £45p/m • Business package 1gb fibre for £300p/m • Work with ISPs to promote infrastructure investment Pillar 3 - CHOICE & INNOVATION • 10% of profit from connecting new customers to re-invested into Council technology programmes • Provision of 4 additional Omni Flow units for Palacerigg Country Park, building upon POC for smart park. • Provision of 10 CCTV cameras as a POC for cloud-based CCTV technology solution • Provision of 15-days consultancy to explore the 20-minute Neighbourhood concept and establish a pilot project – potentially leading to a bid for Demonstration project funding Pillar 4 - FUTURE PROOF • Inclusion of a Cloud-based Firewall within service offering for Council • Provision of 20 specialist consultancy days to support Business Intelligence Hub
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Connectivity Framework Community Benefits to be delivered over the first 3-years of the framework... Theme - Employment, Education & Skills • Delivery of 10 events per annum to enhance digital skills and employability, preparing young people for the world of work • Invest £3,000 per annum to create opportunities & initiatives for young people who face the greatest barrier to work • Delivery of 3 apprenticeships per annum from priority groups* (9 in first 3-years of Framework) • Delivery of 4 5-day work placements per annum over 1st 3-years for 14–16-year-olds. • Delivery of 4 education/community events per annum to raise awareness of Digital Careers and Pathways • Delivery of 6 Industry Awareness Events per annum targeting 4th, 5th & 6th years. Theme - Business Advice & Supply Chain Development and Opportunities • Delivery of 4 events per annum to engage, raise awareness and maximise of supply chain opportunities for local SMEs, 3rd sector organisations and supported businesses • Delivery of 4 events per annum to provide digital advice and support to local SMEs, voluntary & 3rd sector organisations. Theme – Community Engagement, Empowerment & Capacity Building • Commitment to work with the 9 Community Boards & Digital NL: • To develop and support initiatives (4 events per annum) to improve local decision making • To develop and support initiatives to address digital skills and inclusion (4 events per annum) • Commitment to work with VANL and Digital NL partners to provide donations of kit and to support access to data through the TechShare NL initiative (4 engagements per annum) to address digital capacity Commitment to best Practise, continuous improvement & innovation in community benefits - including delivery of community benefits over the lifetime of the Framework beyond first 3-years Communication, Monitoring & Reporting – Formal plan, quarterly KPI reporting, 3-year reviews, marketing & communications including case studies
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Appendix Six
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