Data label: OFFICIAL

Digital Transformation Strategy

2018/19 to 2022/23
 Digital Transformation Strategy 2018/23

We lco me to the D ig i ta l Trans form a tion Stra teg y

Digital technology is changing our society and the way we live. It is changing the way we communicate,
how we buy and sell goods and services, how we learn and how we organise our lives.

The council faces challenges that simply cannot be addressed by doing things the way we have always
done them. Budget constraints will continue to challenge the way in which services are delivered across the
public sector, whilst at the same time the demand for services is growing and the public’s perception of the
quality of public services is increasingly influenced by their wider experiences as consumers. Citizens
expect public services to be consistent, available, accessible and reliable.

The council is therefore committed to ensuring that a range of options are available to customers to interact
with council services. This will include face to face, phone and online, and customers will be able to choose
the most appropriate route for them, although where we can there will be a presumption of digital first.

Many early transformation projects focussed on channel shift, seeking to drive down costs by offering
citizens a digital alternative to traditional front end interaction channels. Whilst these initiatives can bring
savings they often do little to improve underlying services or deliver real efficiencies. If we are to deliver
truly sustainable transformation we need to transform and integrate service delivery from end to end
through the entire service journey, not just the front end.

The key to delivering this level of transformation lies in embracing new technologies, adopting new
approaches to collaboration and partnerships, and making a commitment to address transformation
holistically.

This has to be a journey that encompasses people and culture, process and technology.

Lawrence Fitzpatrick Graham Hope

Council Leader Chief Executive

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 Digital Transformation Strategy 2018/23

Stra teg y ou tc om es
This strategy is designed to ensure that services meet the changing expectations
of our customers whilst delivering efficient and streamlined business processes
both internally and externally.

The Digital Transformation Strategy has four outcomes:

Digital customers Our customers use digital

channels to interact with the
council

Digital skills Enabling and supporting our

customers and staff to thrive in a
digital age

Digital service design Ensuring our digital ambitions are

embedded across the council

Digital workplace Transforming how we work to

deliver more effective and efficient
services

Digital Transformation is changing the way in which council services are delivered today. At the heart of
this is the rise in the use of new technologies that now consume every part of our lives. The
consumerisation of council services has seen customers demand modern, digital solutions that are not
only fit for purpose but easy to use and accessible.

It is now more important than ever before for councils to be able to “close the digital gap”, the difference
between how services are currently delivered (whether this is online or manually) and how, ideally, they
should be delivered as part of a modern, digital public sector. The benefits of this are evident both in
terms of cost and operational savings and in meeting customer demands.

This strategy will complement the council’s suite of Corporate Strategies by supporting activity with
technology solutions. We will encourage innovation and sharing of experience through the links to the
Digital Partnership, as well as sharing good practice across council services.

The strategy will also support the council’s Financial Plan and transformation programme by ensuring that
relevant technologies are deployed to realise savings and create efficiencies in operation of many council
services. In addition, the council will pursue a programme of enhancing digital skills, both for customers
and staff, to ensure that everyone is able to take advantage of the opportunities that going digital provides.

Progress against the outcomes will be monitored by the Digital Transformation Board and reported to the
Corporate Management Team and Council Executive on an annual basis.

Corporate strategies

The council has nine strategies to support the delivery of the Corporate Plan. Each has been developed to
address specific factors that are critical to the sustained success of the council and to management and

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 Digital Transformation Strategy 2018/23

governance. The strategies have been aligned and provide specific support towards; transformation, digital
services and behavioural change in the council.

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 Digital Transformation Strategy 2018/23

O u t c o m e : D i g i ta l C u s t o me r s – O u r c u s t o me r s u s e d i g i t a l
c h a n n e l s t o i n t e r a c t wi t h t h e c o u n c i l .

Description
The council will exploit the use of technology to accelerate the shift toward digital services to meet
customer demands and expectations and to support efficient service delivery.

We will develop existing on-line services to match services provided elsewhere across the public and
private sectors to provide user friendly, integrated and accessible services for our customers.

The council has a well-established digital media presence and will continue to use existing and new digital
technologies to engage, consult and interact with our customers. Our range of on-line services will place
the customer at the centre, and will be actively extended and promoted to meet customer expectations
and changing behaviours, whilst still providing support to customers where appropriate.

Activities
The main activities of the council during the period of the strategy will be:

 The website will continue to be improved to allow more transactional activity to take place

Since its launch in 2014 the council’s website has continued to improve and grow. In 2017/18 there
were over 2.5 million hits. However the focus must now be on transactional activity, making it easy for
customers to request services, report issues and get real-time responses to their requests.

We are developing a customer portal that will allow customers to access key council services through a
single login and that will allow them to track progress of requests. This will provide on-line services
which are simple to use and for the council to deliver, in a secure, seamless and cost-effective manner.
Developments will include a Parents Portal, Tenants Portal and Revenues Portal.

 A single log on through myaccount will give customers access to their personal information

A national solution to secure logins to access personal data has been developed through the
Improvement Service with support from the Scottish Government. Known as “myaccount” the system is
already being used by parents to pay for school meals and trips, and as a way of accessing the
council’s public access Wi-Fi service. Linked to the activity above the myaccount login will give
customers a single access point to their data and service requests being held by the council.

 Customers will only have to provide information once as we join up systems and data and they
update each other automatically

Currently when customers have a change of circumstance, or want to apply for a variety of benefits,
they have to complete a range of forms and/or are required to provide the same information more than
once. By creating a single customer record that populates other systems, customers will be able to
advise the council once and then other systems will be updated automatically. Due to the complex
nature of council systems this will need to be done in a phased way and over a period of time.

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 Digital Transformation Strategy 2018/23

The council will need to take cognisance of the General Data Protection Regulations (GDPR) to ensure
that when we collect and keep personal data, it’s done in a way that protects both the individual and the
council.

 The options for customers to self-serve will be expanded

Customers can self-serve in a number of services including libraries and some frontline offices,
allowing them to choose when to transact with the council and also freeing up staff time to deal with
more complex enquiries and requests. Customers can also self-serve via the council’s website to pay
their council tax or rent, order a bulky uplift or request a visit from pest control.

As more systems are integrated and have customer facing portals the options for self-service will
increase. This will include reporting council house repairs, applying for benefits, confirming parental
contact details, and booking and paying for services such as registrars.

 We will deploy emerging technology to support customers

Currently 1.7 million vulnerable people rely on telecare in the UK. Common devices include pendant
alarms and fall detectors. Technology Enable Care (TEC) helps people live independently at home,
avoiding homecare, care homes and hospital.

In West Lothian there are currently 4,300 people that utilise this technology to help them remain at
home. Over the period of this strategy we plan to increase the use of home health monitoring, increase
the use of activity monitoring and GPS devices and support national projects exploring the scope and
benefits of switching our current telecare provision from analogue to Digital Telecare.

The council will also explore the use of other emerging technologies and physical devices which may
provide support to customers.

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 Digital Transformation Strategy 2018/23

Key performance indicators

We have identified the key measures of the success for this outcome and will track, monitor and report on
our performance in these performance indicators throughout the lifetime of our strategy:

Number of customer Percentage of

website transactions as a West Lothian
percentage of total population with
customer transactions Myaccount login

2022/23 Target 2022/23 Target

50% 20%

Percentage of self Customer

service payments satisfaction with
received through the the council website
income management
system
2022/23 Target 2022/23 Target
40% 90%

Increasing the number

of people aged 75+
supported by technology
to remain at home

2022/23 Target
10% increase

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 Digital Transformation Strategy 2018/23

O u t c o m e Di g i t a l S k i l l s – E n a b l i n g a n d s u p p o r t i n g our
c u s t o me r s a n d s t a f f t o t h r i ve i n a d i g i t a l a g e

Description
The growth in access to internet services has stalled with usage figures remaining unchanged over the
last few years. This would suggest that those customers who want to be connected, can get a connection
and can afford the cost, have already done so.

Recent reports suggest that people on low incomes are much less likely to use the internet. The
affordability of internet connections and devices, either via broadband or smartphone, is clearly an
important factor influencing the access and use of digital services. Whilst smartphones are increasingly
being the preferred device for internet access they are not particularly suitable for some tasks, and
therefore access to another type of device is important to enable people to fully engage in the digital
world. Further barriers to digital inclusion have been identified as a lack of confidence and motivation, and
the lack of basic digital skills.

The council will therefore support customers to develop and utilise digital skills. Through public access
Wi-Fi, digital champions in the workplace, support via communities and schools we will support people
who want to get online.

We also need staff to have easy access to ICT and digital resources, with the appropriate capability and
experience. Staff must also feel confident about digital technology and how it can support them to deliver
more efficient public services.

Activities
The main activities of the council during the period of the strategy will be:

 Digital inclusion will be delivered for customers in areas of most need.

As more public services become digital first, the customers who are most in need of these services are
often the ones least able to transact in a digital way. The council will maintain public access PCs in
key locations to allow customers free access to the internet. In addition, support will be made available
via Adult Learning service and volunteers to support customers to get online meaning all customers
will have the opportunity to be online .

 Schools will achieve Digital Schools status and ensure pupils have basic levels of digital
literacy before leaving

Digital Schools Awards Scotland is a new national awards programme which aims to promote,
recognise and encourage a whole school approach to the use of digital technology in primary and
secondary schools.

The 3 step programme has been developed to help schools assess progress and recognise excellence
in the use of digital technology at primary and secondary level while providing practical support and
encouragement.

Schools that successfully complete the programme will receive a nationally recognised Digital Schools
Award accredited by Education Scotland.
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 Digital Transformation Strategy 2018/23

 A staff digital skills audit will be undertaken to assess levels of competence

As with customers there is an expectation that staff have a range of digital skills because they use
smartphones and other technology in their personal lives.

In order to assess the level of skills within the workforce an audit will be undertaken to establish the
baseline, show any patterns of skill deficit and allow resources to be targeted at those most in need.

The audit will also highlight where we have staff with many digital skills who could be used as digital
champions and mentors to help colleagues who are less able.

 Staff digital skills training will be delivered and form part of the basic training for staff

Following the audit a basic training plan will be developed for staff. This will be wider than the basic IT
skills necessary but also focus on greater use of digital learning. In addition to supporting the current
employees to improve their digital skills, the council will also seek to ensure that we recruit people with
the right digital skills.

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 Digital Transformation Strategy 2018/23

Key performance indicators

We have identified the key measures of the success for this outcome and will track, monitor and report on
our performance in these performance indicators throughout the lifetime of our strategy:

Percentage of adult Percentage of

learners resident in schools achieving
20% most digital schools
disadvantaged status
areas

2022/23 Target 2022/23 Target

35% 75%

Percentage of
staff saying they Percentage of relevant
have basic digital staff completing
skills
digital skills training

2022/23 Target 2022/23 Target

90% 90%

Percentage use of
public access
PCs

2022/23 Target
50%

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 Digital Transformation Strategy 2018/23

O u t c o m e – Di g i t a l s e r vi c e d e s i g n – E n s u r i n g o u r d i g i t a l
a mb i t i o n s a r e e m b e d d e d a c r o s s t h e c o u n c i l

Description
The council’s ambition is to use digital technology to focus on user needs to achieve agreed outcomes.
This requires new methods of delivery that will open up new opportunities for our customers and encourage
efficiency and innovation. To ensure successful outcomes we will need to ensure that council services are
designed to improve satisfaction, improve resolution, increase digital take up and reduce costs.

To compound the challenge the expectation that council services should be available and accessible 24/7
will continue to grow. The term “customer experience” used to be limited to highly competitive markets like
retail; now it’s just as applicable to public services. Citizens expect public sector organisations to be
integrated and they want the service they receive to be consistent. So as well as attempting to secure
operational savings, councils are increasingly being driven to harness the power of new technologies like
mobile applications, analytics and artificial intelligence to support service redesign and ensure they can
meet the expectations of the people they serve.

Many of the first wave of transformation projects focused on channel shift; the goal being to drive traffic
away from call centres and council offices to lower cost digital platforms, most notably the website. While
this strategy can pay dividends it faces two challenges; firstly public sector organisations have a clear
mandate to offer the same quality and consistency of service through every channel, many citizens aren’t
“digitally enabled” and still need to access services via traditional channels, and secondly simply focusing
on the front end service delivery creates the risk that the real efficiencies and improvements that could be
gained by adopting an end to end approach will be missed.

By starting off with small changes, designed to help automate and streamline interactions between front
and back office, the council can help eliminate manual handling, speed up interactions and deliver better
connected services. In turn, incremental digital transformations help to create repeatable and sustainable
momentum in any public sector organisation.

Activities
The main activities of the council during the period of the strategy will be:

 Strategic business processes will be digitised to create a foundation of digital service delivery
on which to build other service change.

There are some processes within the council that are fundamentally the same but that are repeated
across a number of council services. Currently many of these processes are very manual and paper
driven. Creating digital solutions to these processes will allow services to build on this solid foundation
as further service change is implemented.

These processes include: collecting payments, staff having a single sign-on to multiple systems, a
standard approach to looking up addresses, electronic approval as part of a workflow and customer
identity verification.

By making small improvements such as electronic signatures and online forms we will provide a basis
for all services to work consistently whilst reducing printing and time spent on manual processes.

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 Business processes will be mapped and costed prior to technology solutions being
implemented

Due to the complex nature of both customer interactions and the systems that support these, there is
often a very complicated route for customer transactions to take. This takes time and resources to
deliver. In order to understand where this can be improved, detailed customer journey mapping will be
undertaken to map the process and cost its current iteration, before designing technology solutions that
should reduce time, manual handling and cost.

 Customers will receive updates for service delivery

The council will aim to introduce on-line self-service, email and/or text systems to provide customers
with updates on enquiries and service request. This will then reduce the amount of communication from
the customer checking up on progress.

 We will increase use of e-documentation and reduce the use of printed paper

The council has made significant progress in reducing the volume of printed documents produced each
year, through the use of new technology, e-documentation and integration of business applications.
Digital by default will be medium for all internal council and commercial correspondence and printed
documentation will only be used where e-documentation is not suitable.

 We will harness the potential to use data across all services

The council holds information about customers, service requests, service delivery and statistical
information in a variety of separate systems. The increasing use of technology will allow us to begin to
join up these data sets and use the information to identify trends, predict activity and have a more
preventative approach to service delivery.

In order to utilise this data, the council will need to ensure through the General Data Protection
Regulations (GDPR) that customers know what we will use their data for and will have to agree to its
use.

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Key performance indicators

We have identified the key measures of the success for this outcome and will track, monitor and report on
our performance in these performance indicators throughout the lifetime of our strategy:

Percentage of core Percentage

business processes reduction in
mapped print volumes
2022/23 target performance:

2022/23 Target Target 2022/23

100% 40%

Percentage of Percentage
customers satisfied reduction in the
with the number of manual
online/automated processes
service updates

2022/23 Target 2022/23 Target

75% 50%

Percentage of
system interfaces
implemented to
support Digital
Transformation

2022/23 Target
75%

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 Digital Transformation Strategy 2018/23

O u t c o m e – D i g i t a l wo r k p l a c e – T r a n s f o r m i n g h o w we wo r k t o
d e l i ve r mo r e e f f e c t i ve a n d e f f i c i e n t s e r vi c e s

Description
A digital workplace will transform the way staff undertake their duties. This will require significant cultural
change and needs to be flexible to changing needs. Through innovative use and integration of technology
we will evolve our workplace business processes, design by digital first and consider complete service
redesign where appropriate. This will be underpinned by smarter digital buildings and office spaces.

We will transform the delivery of our services by ensuring our workforce has access to innovative
technology solutions to support increased productivity and improved service to our customers.

Activities
The main activities of the council during the period of the strategy will be:

 Extending the use of mobile technology, empowering staff to work more efficiently and improve
service delivery.

In recent years the council has invested in the increased use of mobile technology which enables staff
to be more responsive to service requests, workload scheduling and having access to real time
information when on site.

This includes the use of mobile devices on waste collection vehicles which record contaminated or
incorrect bin presentations, and mobile devices to allow Building Services operatives to record service
requests from customers when on site.

The council will extend the use of such technology to other key areas of service activity including social
workers, housing officers, maintenance inspectors and revenues and benefits officers.

 Use of new technologies to ensure end to end transactions are automated

The council has a range of internal processes, and whilst many start online or in a digital format there
continues to be a degree of manual intervention required for the end to end transaction.

The council has recently invested in a new electronic records management system (the Objective
System), and all requests for internal services will utilise the functionality of the new system and will
remove all manual intervention. This will become the default position for any new technology
introduced.

 Key council buildings will allow digital access via wireless communications for customers and
staff

Public access Wi-Fi is currently available in 21 council buildings including libraries and community
centres. With an increasing reliance on customers accessing services digitally there will be a continuing
requirement to offer free Wi-Fi in public buildings. The current deployment of this service is not
sustainable, therefore a single, realistic and sustainable Wi-Fi plan across the council area will be
developed.

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 Digital Transformation Strategy 2018/23

All schools have access to Wi-Fi including filtered internet access by staff and pupils from mobile
personal devices.

 Collaboration and shared services will be pursued through the Digital Partnership

The council has contributed to the setup and maintenance of the national Digital Office through the
Digital Partnership. This allows the council to collaborate with other councils to develop and /or procure
solutions to some of the digital challenges we face. Sharing information, ideas and knowledge will mean
that the public sector in Scotland will utilise good practice and make the best use of scarce resources.
The council will play a full role in the Partnership and will lead and participate in projects that are
priorities for this council.

 Rationalise the number of systems in use across the council and improve system integration

The council will rationalise the number of IT systems in use across the council as part of a programme
of reviewing existing systems, or when investing in new systems. At the same time the council will be
seeking to improve the integration of the core systems across the council in order to deliver better
joined us services, reduce manual intervention and to streamline business activity.

 Further develop web-based learning and development and elements of self-service via the
council’s intranet and e-learning platform

The council’s HR Services Mytoolkit provides advice, information and professional support to
managers and employees on all employment related matters. The council will further develop the use
of the toolkit and other areas of the intranet to provide staff with suitable on-line training, support and
guidance.

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 Digital Transformation Strategy 2018/23

Key performance indicators

We have identified the key measures of the success for this outcome and will track, monitor and report on
our performance in these performance indicators throughout the lifetime of our strategy:

Percentage of Percentage of staff with

relevant staff using access to the council’s
mobile intranet and related
devices/technology
on-line support:
2022/23 Target Target 2022/23
50% 100%

Percentage of West Customer

Lothian residents satisfaction with
using public access public access wifi
wifi

2022/23 Target 2022/23 Target

10% 75%

Council
participation in the
Digital office
program

2022/23 Target
100%

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Developing the strategy and reporting

progress
The strategy was developed to support the delivery of the Council’s Corporate
Plan and to take account of a range of factors that are likely to impact the
delivery of council services in the next five years.

Context
The next five years will be a period of significant challenge for the council with ongoing spending
constraints expected to continue. However, the council has clearly defined long term aims relating to the
development of high quality services, designed to meet the needs of its customers. These long term aims
are captured in the Local Outcome Improvement Plan, Community Plan and in the council’s Corporate Plan
and together these strategic plans determine the work of the council’s services.

The development of the Corporate Plan 2018/23 has been directly influenced by the views of the people
living and working in West Lothian, ensuring that all employees are focused on meeting the needs of a
growing and vibrant community. The Corporate Plan sets the strategic priorities for the council up to
2022/23 and this will be the continued focus for all council services during the period.

This will help to ensure that we continue to tackle the most important issues for West Lothian. Also, that we
invest in and prioritise the services which make the most significant contribution to the achievement of
positive outcomes.

Citizens Panel data

During November 2016 the Council and Community Planning partners conducted the fifth Citizens Panel
survey. This covers a range of questions about living in West Lothian. There are 2,800 panel members.
Results show

Almost all respondents (96%) stated that they have internet access (up from 94% in 2010):

• 93% access at home via Broadband (up from 89% in 2013)

• 38% access via a mobile device (down from 48%)
• 21% access at work (down from 31%)

Analysis indicated that there were some significant differences between sub groups in relation to access.

• Owner occupiers were significantly more likely to have access (97%) than respondents who rented from
a housing association (87%). Council tenants were less likely to have access at home via Broadband
with 80% of this group having home access compared to 96% of owner occupiers.
• Younger respondents aged under 25 were significantly more likely to have access (100%) than those
aged over 75 (72%). In terms of method of access, access via a mobile device is greatest for those
aged 25-34 (66%) whereas access at home via broadband peaks for respondents in the 35-59 age
groups where 93% access the internet in this way.

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Scottish Government Digital Strategy

In March 2017 the Scottish Government launched its Digital Strategy for Scotland, “Achieving Scotland’s
full potential in a Digital World”.

This set out the ambitions and actions required to deliver inclusive economic growth, a reformed public
sector and creates a culture where collective action is taken.

The outcomes detailed in the strategy are, Scotland has:

• High quality connectivity across the whole country

• A digitally skilled and inclusive workforce
• Internationally competitive, digitally mature businesses across all sectors of the economy
• Efficient user centric digital public services
• A digital society which enables everyone to share in the social, economic and democratic opportunities
of digital
• Cyber resilience with a global reputation for being a secure place to work, learn and do business
• Non personal data that is shared in a trustworthy manner to contribute to innovation and efficiency

The 2017 Government Digital Transformation Strategy reaffirmed the government’s commitment to making
the most of new technologies by 2020. Alongside back-office business transformation, and skills and
cultural development, the document highlights the government’s goal to “give public servants the right
location-independent tools to do their jobs” and make “better use of data as an enabler for public services,
particularly where those services cross organisational boundaries”.

Digital Partnership

The council, along with 29 other Scottish Local Authorities, has contributed to the setting up of the Local
Government Digital Partnership. Designed to aid collaboration and partnership working across councils and
other public sector organisations, the Digital Partnership has agreed a digital vision for councils stating that
all councils will be digital businesses by 2020. Through this, we will

• Deliver better outcomes for citizens

• Focus on delivering services to those who need it most
• Provide services that are both customer centred and efficient
• Provide services as good or better than those available in the commercial sector – customers will
choose to use our services
• Create new ways of developing and delivering joint services with partner organisations in an ever
changing world
• Have a workforce equipped and skilled for the digital world we live in.

The Digital Partnership is working on projects across three workstreams of Digital Foundations; Digital
Leadership; and Digital Services.

Audit Scotland report

Audit Scotland published its Principles for a digital future: Lessons learned from public sector ICT projects
in May 2017. The document summarises the issues that they had identified in previous reports, bringing
forward common themes. These are organised into a set of principles:

• Comprehensive planning setting out what you want to achieve and how you will do it
• Active governance providing appropriate control and oversight
• Putting users at the heart of the project
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 Digital Transformation Strategy 2018/23

• Clear leadership that sets the tone and culture and provides accountability
• Individual projects set in a central framework of strategic oversight and assurance

Digital Technology in Education

In 2016, a national strategy (Enhancing Learning and Teaching through the use of Digital Technology) was
published that aims to ensure all learners and educators are able to benefit from digital technology in their
education.

This strategy aims to improve the current situation by creating the conditions to allow all of Scotland’s
educators, learners and parents to take full advantage of the opportunities offered by digital technology in
order to raise attainment, ambition and opportunities for all.

It sets out a series of national actions and local expectations structured around four essential and
interrelated objectives:

• Develop the skills and confidence of teachers

• Improve access to digital technology for all learners
• Ensure that digital technology is a central consideration in all areas of curriculum and assessment
delivery
• Empower leaders of change to drive innovation and investment in digital technology for learning and
teaching

Strategy development process

This strategy has been developed by services from across the council through the Digital Transformation
Programme Board and Project Team. Utilising data about customers’ use of services, and data from the
most recent Citizens Panel survey, a range of outcomes have been developed. These have been reviewed
and refined by services and customers to create the outcomes and activities that are detailed in the
previous section.

The process and timescales for the development and publication of the strategy is set out, including
consultation with the appropriate stakeholders

Strategy governance

Group Governance Scrutiny role Reporting Frequency

Council Executive a) Engagement on the strategy and  Approval
outcomes
 End of strategy
b) Updates to the Council Executive on the
progress of specific programmes of work

Partnership & a) Engagement on the strategy and  Annual progress report

Resources PDSP outcomes

b) Updates to the PDSP on the progress of

specific programmes of work

Corporate a) Engagement on the strategy and strategy  Annual progress report

Management Team outcomes at the development stage

b) Regular updates to the Corporate

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 Digital Transformation Strategy 2018/23

Strategy governance

Group Governance Scrutiny role Reporting Frequency

Management Team on the progress of
specific programmes of work

Digital a) Development of the strategy and strategy  Two monthly

Transformation outcomes
Board/ Steering
Group b) Regular updates to Board on the progress
of specific programmes of work

Stakeholders a) Digital Office - Development of the  Drafting stage

strategy and strategy outcomes
b) Improvement Service – Development of
outcomes using myaccount

Strategy monitoring

The strategy lead and the board (responsible for delivering and monitoring progress in the strategy) will
ensure that appropriate arrangements are in place to track and monitor in-year progress.

An annual review will be undertaken and reported to the council’s Corporate Management Team and to the
relevant PDSP. This will include an update on the agreed performance scorecard and action plan and will
also be published on the performance pages of the council website.

An end of strategy review will be undertaken in the final year of the strategy to report on the achievement in
the outcomes and final position in the performance indicators (against the target) and the agreed actions.

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Su ppor ti ng th e de l i very o f C ounc il pr ior i ties

This strategy will support the delivery of the Council’s Corporate Plan

Corporate strategies are designed to support the delivery of the Corporate Plan 2018/23 by improving the culture, agility, resilience and performance of the
council. Each strategy has clearly defined outcomes and measurable indicators of success and actions for the period. Specifically, this strategy aligns to the
enablers and deliverables that have been identified as key to the success of the Corporate Plan, this is outlined in the following table.

Alignment with Corporate Enablers

2017/18 2022/23
Council enabler Deliverable Strategy key activity / process Indicator(s)
Performance Target
(E3.2) Modernisation Ensuring that service provision is  Single logon through myaccount % West Lothian 11.79% 20%
and improvement designed and delivered to meet local  Customers will tell us things once population with
needs and that service improvements  Customers and staff will be able to self-serve myaccount login
are customer-led and outcome  Customer digital skills will be improved
focused.  Customers will receive service delivery REV 125 % self service 27% 40%
updates payments received
through income
management

EDALYS024% adult 28% 35%

learning students
resident in 20% most
disadvantaged areas

(E3.9) Modernisation Driving deployment of new  Staff will use mobile technology to undertake % of West Lothian 0.27% 10%
and improvement technology to support new, digital, tasks residents using public
more efficient, sustainable, flexible,  End to end transactions will be automated access wifi
and customer focused ways of  Digital access via wireless communication in
working whilst minimising risks to key council buildings % of relevant staff using 9% 50%
business critical ICT systems.  We will reduce the number of systems we use mobile
 We will expand the use of Technology devices/technology
Successful transformation will Enables Care in people’s homes
support services to deliver  Business processes will be transformed % reduction in the 0% 50%
efficiencies and will be dependent on  Paper processes will be eliminated number of manual
the combination and balance of processes
people, processes and technology.

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 Digital Transformation Strategy 2018/23

Ap pen di x 1: Stra teg y Scor ecar d

The council will report on the following key measures of the success throughout the lifetime of our strategy, targeting
performance improvement against the baseline year (2017/18)

DIGITAL CUSTOMERS -
Baseline End of Strategy
Target Target Target Target
Indicators Performance Performance
2018/19 2019/20 2020/21 2021/22
2017/18 Target 2022/23
New PI: Number of customer website transactions as a % of total customer
transactions 12% 15% 20% 30% 40% 50%

New PI: % of WL population with Myaccount log-in

11.79% 12% 15% 18% 19% 20%

REV125: % of self service payments received through income management

system 33% 34% 36% 38% 39% 40%

CC089 : Customer satisfaction with the council website

56% 60% 65% 70% 80% 90%

New PI: Increasing the number of people aged 75+ supported by technology to
remain at home 0% 2% 5% 7% 9% 10%

DIGITAL SKILLS -
Baseline End of Strategy
Target Target Target Target
Indicators Performance Performance
2018/19 2019/20 2020/21 2021/22
2017/18 Target 2022/23
EDALYS024 : % adult learners resident in 20% most disadvantaged areas
32% 32% 33% 33% 34% 35%

New PI: % schools achieving digital status

0% 10% 20% 50% 60% 75%

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 Digital Transformation Strategy 2018/23

DIGITAL SKILLS -
Baseline End of Strategy
Target Target Target Target
Indicators Performance Performance
2018/19 2019/20 2020/21 2021/22
2017/18 Target 2022/23
New PI: % staff assessing they have basic digital skills
0% 50% 60% 70% 80% 90%

CuCS031 : % use of public access PCs

31% 35% 48% 40% 45% 50%

New PI: % of relevant staff completing digital skills training

0% 5% 20% 50% 75% 90%

DIGITAL SERVICE DESIGN -

Baseline End of Strategy
Target Target Target Target
Indicators Performance Performance
2018/19 2019/20 2020/21 2021/22
2017/18 Target 2022/23
New PI: % of core business processes mapped
0% 10% 30% 50% 75% 100%

New PI % reduction in print volumes

10% 15% 20% 25% 30% 40%

New PI % of customers satisfied with online/automated service updates

0% 20% 35% 50% 60% 75%

New PI: % reduction in the number of manual processes

0% 5% 10% 20% 35% 50%

New PI: % of system interfaces implemented to support Digital Transformation

0% 5% 20% 50% 60% 75%

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 Digital Transformation Strategy 2018/23

DIGITAL WORKPLACE -
Baseline End of Strategy
Target Target Target Target
Indicators Performance Performance
2018/19 2019/20 2020/21 2021/22
2017/18 Target 2022/23
New PI % of relevant staff using mobile devices/technology to undertake
9% 10% 15% 20% 35% 50%
their job
New PI % staff with access to the councils intranet and related online
75% 75% 80% 85% 90% 100%
support services
New PI % WL residents using public access wifi
0.27% 1% 3% 5% 8% 10%

New PI: % Customer satisfaction with public access wifi

0% 60% 62% 65% 70% 75%

New PI: Council participation in the Digital Office programme

50% 60% 70% 80% 90% 100%

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 Digital Transformation Strategy 2018/23

Ap pen di x 2: Stra teg y Ac tion Plan

The council will undertake a range of actions to support delivery of corporate priorities and objectives, improve services
and deliver transformation.

Actions 2018/23

Outcome Action Description Planned Outcome Owner(s) Start End Status Update

High Priority actions

Business process Key business processes will be Services understand Performance June Dec 2019 Planned
mapping activity mapped and costed prior to the cost of each and 2018
technology solutions being process Improvement
Manager
implemented.

Create digital Develop common approach to Reduced time and Digital June March 2019 Planned
foundations on which address use, customer evidence, effort to complete Transformati 2018
all systems are based single system sign on, workflow to basic tasks on Manager
create digital signatures

Website refresh The website will continue to be More people use the Corporate June Dec 2018 Active
improved to allow more transactional website to find Communicati 2018
activity to take place. information and ons Manager
transact with the
council
Adopt myaccount as A single log on through myaccount Staff and customers Corporate April 2018 Dec 2018 Active
the single logon will give staff and customers access find it easier to Communicati
to their personal information. transact with the ons Manager
council

Corporate approach to Key council buildings will allow Staff and customers IT Manager June March 2019 Planned
public wifi digital access via wireless are able to use wifi 2018
communications for staff and provided by the
council
customers.

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 Digital Transformation Strategy 2018/23

Actions 2018/23

Outcome Action Description Planned Outcome Owner(s) Start End Status Update
Work with the Digital Collaboration and shared services Council benefits Digital April 2018 March 2021 Active
Partnership will be pursued through the Digital from other councils Transformati
Partnership. work on Manager

Schools champion Schools will pursue Digital Pupils have the Education April 2018 March 2020 Active
digital learning Schools status and ensure pupils necessary digital Officer -
have basic levels of digital literacy skills when they Digital
before leaving. leave school

Staff skills audit A staff digital skills audit will be Managers Digital June Sept 2018 Planned
undertaken to assess levels of understand the Transformati 2018
competence. digital skills of their on Manager
staff

Digital skills training Staff digital skills training will be Staff acquire basic HR Manager Oct 2018 Dec 2019 Planned
created to meet delivered and form part of the digital skills
demand basic training for staff.

Medium Priority actions

Paper processes will Paper will be removed from The council will Performance Dec 2018 March 2020 Planned
be reduced meetings and applications. reduce its printing and
costs Improvement
manager

Mobile technology is Staff will be able to use mobile Staff are more Housing Jan 2019 March 2020 Planned
deployed to staff technology to undertake their tasks efficient Operations
working in the field meaning they can update job or Manager
customer records or order parts
without needing to come back to the
office.

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 Digital Transformation Strategy 2018/23

Actions 2018/23

Outcome Action Description Planned Outcome Owner(s) Start End Status Update
Internal end to end Office based staff will utilise new Transactions are Performance Jan 2019 March 2021 Planned
transactions are technologies to ensure end to end seamless and
automated transactions are automated. Improvement
manager

The number of The number of systems we use The council saves IT manager Jan 2019 March 2021 Planned
systems used is will reduce meaning staff will find it money from reduced
reduced quicker and easier to do their job. support and
maintenance costs

Digital skills training Digital inclusion will be delivered Customers digital Adult March March 2021 Planned
will focus on those for customers in areas of most skills will be Learning 2019
most in need need. enhanced Manager

Further develop web Staff access web based learning Staff have HR Manager April 2019 March 2021 Planned
based learning and and self service via the intranet immediate access to
development help and information

Longer term actions

Systems are Customer will only have to tell us Systems and data Digital April 2019 March 2023 Planned
integrated things once as we join up systems sources are joined Transformati
and data and they update each up on Manager
other automatically.

Customers will receive Systems auto generate replies for The council keeps Digital April 2019 March 2023 Planned
updates for service customers to update them. customers informed Transformati
delivery about the status of on Manager
their enquiry

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 Digital Transformation Strategy 2018/23

Actions 2018/23

Outcome Action Description Planned Outcome Owner(s) Start End Status Update
Self-service is The options for customers and Self-service options Digital April 2018 March 2021 Planned
implemented across staff to self-serve will be are available Transformati
the council expanded. on Manager

Technology Enabled Technology Enabled Care (TEC) Vulnerable people Senior April 2019 March 2023 Active
Care (TEC) in people’s in people’s homes will be are protected in their Manager
homes will be expanded. homes Social Policy
expanded

Share and use data Services will share and use data Data sets will be Performance April 2018 March 2023 Planned
across the council from a variety of sources to help shared, and
plan and implement change amalgamated and Improvement
analysed Manager

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 Digital Transformation Strategy 2018/23

Digital Transformation Strategy

West Lothian Council

June 2018

For more information:

Email address:[Link]@[Link]
Telephone number:01506 281082

West Lothian Civic Centre

Howden South Road | Livingston | West Lothian | EH54 6FF

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