Source · Select Committees · Public Accounts Committee
Recommendation 5
5
Accepted
Require DSIT to lead systemic data and systems improvement and detail specialist retention plans.
Recommendation
There is a lack of urgency and clear leadership for resolving the legacy systems and poor data issues that inhibit the realisation of benefits through greater productivity and efficiency that departments will reap from new technology such as AI. Government transformation and efficiency efforts increasingly rely on artificial intelligence (AI), but legacy systems remain a major barrier, limiting access to the data needed for effective implementation. Despite this, departments are already experimenting with AI. Resource constraints at the centre of government mean less support is available compared to previous initiatives like the Top 75 programme. Although the digital pay framework has been revalorised, it still falls short of industry rates in London and the South East, affecting recruitment and retention. Addressing data and legacy issues requires sustained effort and resilience. AI offers potential to connect disparate data sources, but progress must be focused and purposeful–trying to solve everything at once risks losing momentum. Prioritisation and clear milestones are key to avoiding drift and ensuring that artificial intelligence delivers meaningful value. recommendation As part of its response to this report, DSIT should set out how it will take the lead on systemic data and systems improvement across government in order to exploit new technologies such as AI. At the same time, the department should set out what further steps it will take to ensure it can both secure and retain board level CDIOs and senior specialists of the right calibre given it cannot match industry pay rates in all areas of the country. 6 1 Accountability, support and guidance Introduction
Government Response Summary
The government accepts the recommendation, stating GDS will develop a long-term plan for public data governance to exploit new technologies like AI. To secure and retain talent, they will mandate digital leaders on executive committees and digital non-executive directors on boards by 2026, refine pay frameworks, and develop talent pipelines through various initiatives.
Government Response
Accepted
HM Government
Accepted
The government agrees with the Committee’s recommendation. Government Digital Service will set out a long-term plan for how public data should be governed, accessed and used. This plan will help to create smarter, faster public services, such as using data to improve transport or healthcare. It will also ensure that as the government uses technology like AI, data is always kept secure and used ethically. To strengthen leadership and invest in talent, the government is introducing a requirement for all executive committees to include digital leaders and for boards to appoint digital non-executive directors by 2026. Further action to attract, retain, and develop digital and data talent is being taken through the refinement of the Government Digital and Data Pay Framework and Capability Framework. To support long-term workforce planning, talent pipelines are being developed and cross-sector skills exchange encouraged through initiatives such as the TechTrack apprenticeship programme, Digital and Cyber Fast Stream, the AI Accelerator, succession plans and the Digital Secondments Programme. The impact of these initiatives will be monitored and evaluated through the Workforce Commission’s bi-annual reporting, the Senior Civil Service Benchmarking Tool, and ongoing workforce data collection. Transparency will be maintained through public reporting, including updates on digital leadership appointments, publication of Workforce Commission outputs (where appropriate), and the launch of major programmes such as TechTrack.