Agenda, decisions and minutes

To approve and sign the minutes of the meeting held on 4 March 2025.

The minutes of the meeting held on 4 March 2025, were taken as read, approved, and signed by the Chair as a correct record.

Councillors are reminded of the need to declare any disclosable pecuniary interests that relate to business on the agenda and which have not already been included in the register of interests, before any discussion takes place on the item. Unless the interest is sensitive, you must also disclose the nature of the interest. In accordance with the Council's Code of Conduct, you must then leave the room and must not participate in any further discussion of the item.  Councillors requiring clarification should seek the advice of the Monitoring Officer prior to the day of the meeting.

No declarations of disclosable pecuniary interests were made.

To receive questions relating to items on the Agenda from members of the public and responses thereto.

Details of questions should be notified to the Democratic Services Manager by 10.00am at least three working days prior to the meeting. Further information about speaking at a committee can be found here: Speaking at a Committee

No questions from members of the public were received.

The Leader advised Members of a recent hospital visit and expressed his gratitude to the NHS and commending the efficiency of the service provided.

To consider the report of the Strategic Director of Corporate Resources.

Review of Corporate Risk Register

Agreed:

RESOLVED that the Council’s Corporate Risk Register be approved and that any necessary actions to help mitigate the risks for which it is responsible for be proposed to Council.

Reason for Decision: As set out in the report.

The Executive received the report on the Council’s risk management progress and presented the revised Corporate Risk Register which was linked to the Council’s Strategic Priorities. The Audit and Governance Committee had considered the report at its meeting on 19 March 2025, where it has been suggested to include a direction of travel indicator for risk scores, which would be incorporated in the next update.

During the discussion, Executive Members raised the following points and questions:

·         the Public Sector Decarbonisation Scheme (PSDS) funding for the Riverside had been approved, resulting in a £3.6 million grant award from the Department of Energy, Security and Net Zero. The funding would contribute significantly to decarbonising public sector facilities and the Councils previous prudent decision making was highlighted;

·         a new Head of Service for HR had been appointed, and the HR improvement plan was now underway; and

·         the register required an amendment to ensure that the Portfolio Holder for Arts, Culture & Tourism was listed for the relevant risks associated with that portfolio.

Opposition group leaders raised the following points and questions:

·         the suggestion from the Audit and Governance Committee, highlighted the benefit in indicating text amendments in the document to help members track where changes had been made between meetings.

The Leader moved the recommendations, which were seconded by Councillor Wright, voted upon, and CARRIED unanimously.

RESOLVED that the Council’s Corporate Risk Register be approved and that any necessary actions to help mitigate the risks for which it is responsible for be proposed to Council.

To consider the report of the Strategic Director for People and Communities.

Agreed:

RESOLVED that the report was noted.

Reason for Decision: As set out in the report.

The Executive received the report on the update and progress to date of the Digital Customer Strategy. The strategy was vital for delivering Member aspirations for customer-focused services, emphasising the importance of a culture of excellent customer and digital service, digital equality, and efficient processes.

Members received a presentation (appended to the minutes), and particular points discussed included:

·         the Digital Customer Strategy (DCS) was adopted in December 2023, and focussed on user experience, customer-focused services, digital equality, and efficient processes;

·         pre-adoption work included providing a gateway for non-standard service requests, improvements to the ‘contact us’ form on the council website, the rollout of Microsoft 365, reduction of mailbox sizes, and audits on digital equality and data use;

·         there were 10 DCS goals which included outcomes and priority actions;

·         the formation of dedicated teams within the People and Community Directorate, with additional staff recruited in Spring 2025;

·         the Council adopted the Strata Business Plan 2024-2025 which supported delivery of the DCS in a number of ways including:; the rollout of a new end-user computer, replacing Skype with Teams, a new customer relationship management platform, Enterprise Middleware Architecture for data integration, replacing the intranet and document management systems with SharePoint and bookings/notifications for customer updates and reminders;

·         the MyExeter Platform was launched in January 2025 and provided joined-up channels for customer interactions. Garden waste services have been successfully piloted with waste management services to follow;

·         over 2,000 users have signed up to MyExeter providing positive feedback on the seamless user experience, and plans are under development to include a wide range of other services;

·         having central customer records allows officers to access personalised information, be able track customer interactions and make improvements in resolving enquiries;

·         all staff moved from Skype to Teams telephony in February 2025;

·         a new CX One Contact Centre Platform was procured in December 2024 and was scheduled to go live in Exeter in Spring 2025;

·         the CX One Contact Centre will allow better integration and communication channels, with AI virtual assistants also automating back-office processes.

·         a new Customer Charter was scheduled for 2025 and both customer and Councillor involvement will take place to craft the charter and set standards for   high-quality customer experiences;

·         having secure data measures was a priority for the Council and would involve regular audits completion of the cyber assessment framework, and rollout of cybersecurity training; and

·         the Council had made a significant capital investment to enable the delivery of the Digital Customer Strategy.

During the discussion, Executive Members raised the following points and questions:

·         would there be an App developed for residents to improve access to services?

·         mailbox sizes were affecting Councillors' ability to manage casework;

·         how would digital equality be put into practice?

·         had mobile phone access been given more priority due to the likelihood of more residents having one and had the system been designed around this?

·         there were some concerns about the phasing out of the global desktop for Members;

·         Member training for cybersecurity would be necessary going forward;

·         the update  ...  view the full minutes text for item 35.

To consider the report of the Strategic Director for People and Communities.

Agreed:

RECOMMENDED that Council approve the Data Strategy as set out in Appendix A of the report presented at the meeting.

Reason for Decision: As set out in the report.

The Executive received the report which outlined the Council’s approach to using data to achieve its strategic goals and was intended to align with the adopted Digital Customer Strategy and the revised draft Corporate Plan 2025-2028.

Reference was made to the importance of the data strategy for data security, appropriate use and that efforts had been made to ensure it was understandable and clear.

During the discussion, Executive Members raised the following points and questions:

·         interest was expressed in how data collection could streamline services and manage issues such as fly-tipping;

·         were Councillors responsible for their own data control and protection? and

·         the extent of efforts in meeting the needs of all customers was commended.

Opposition group leaders raised the following points and questions:

·         would public databases be updated, notably for tree protection orders and heritage assets, which had not been updated in many years;

·         the report advised that there would be no environmental impacts, but data servers would create carbon issues, which needed to be addressed;

·         was the budget for the strategy sufficient?

·         a query was raised on a potential typo in the report appendix; and

·         did the strategy adhere to any imposed template by central government or other public document?

In response to questions and points raised by Members, the Strategic Director for People and Communities advised that:

·         there was a challenge in making data publicly available;

·         there was a focus on improving the quality of information on the website,

·         there were further difficulties in recruiting individuals with digital skills to undertake the work due to competition with the private sector. However, partnership work with other councils and Strata was on going on project-by-project basis;

·         Strat costs the council around £2 million revenue a year which is a sufficient budget, and the partnership arrangement provides economies of scale, aiding a timely delivery;

·         Exeter’s initial focus was on infrastructure before making changes to front line services: partner councils have taken other approaches and whilst collaboration had been effective discussions were being held with Strata on potential changes in the approach to increase the pace of delivery on some projects.;

·         the carbon impact assessment was an issue which had been discussed with Strat Board a, who have committed to further work with all three local authorities to assess carbon impacts, which had previously been a challenge to assess.

The Deputy Leader and Portfolio Holder for Corporate Services and City Centre, confirmed that Councillors were the data controllers and suggested that Members should receive a briefing on the subject.

The Leader moved the recommendations, which were seconded by Councillor Wright, voted upon, and CARRIED unanimously.

RECOMMENDED that Council approve the Data Strategy as set out in Appendix A of the report presented at the meeting.