Source · Select Committees · Public Accounts Committee
Recommendation 28
28
Accepted
Government is not embedding digital culture and senior expertise fast enough across departments.
Recommendation
Successful procurement programmes require departments to have digital commercial experts at senior level, and governance arrangements to ensure that senior leaders are equipped to understand the issues being raised and the options available to manage risks.47 DSIT told us that the January 2025 Blueprint envisaged every organisation having a digital CDIO or otherwise sitting on their most senior departmental committee and their executive committee, and also having a digitally appropriate non–executive director on their board.48 We noted that cultural change starts at the top, and we were concerned that government was not moving quickly enough to meet the pace of change the government needs to make. We asked the Cabinet Office and DSIT what they were doing to embed a culture that fully incorporates digital. The Cabinet Office told us that “we have to change the culture”. DSIT noted that the Blueprint identifies culture as one of a long list of changes that are required for improvement.49 45 Q 33 46 Qq 33–34 47 C&AG’s Report, para 2.13 48 Q 52 49 Qq 51–52, 75 18 3 Chapter 3: Spending and buying power Data on spending and the pipeline of supply and demand
Government Response Summary
The government accepts the recommendation, outlining a three-phased approach to enhance digital commercial acumen across the GCF with target dates for training and capability building by September 2025 and March 2026. It will also undertake a review of digital procurement resources by December 2025.
Government Response
Accepted
HM Government
Accepted
4.1 The government agrees with the committee’s recommendation. Target implementation dates: first phase by September 2025, second phase by March 2026, final phase to be confirmed. 4.2 Within the GCF there are already 500 individuals who are considered experts in digital services procurement. These individuals are spread across departments in Digital Commercial Teams and lead the procurement of those services for their respective departments. 4.3 The government is seeking to build on this core expertise to broaden and deepen its digital commercial acumen across the GCF. GCF Capability, working with DSIT, has identified a three-phased approach to systematically raise the overall capability across the GCF. 4.4 This phased approach includes: • Phase 1: Raising the Baseline of Digital Capability. By September 2025. GCF and DSIT will have identified a number of existing courses that will raise awareness and understanding of digital services and technology. GCF staff will be required to complete these courses. • Phase 2: Broader Capability. By March 2026. To further build capability, there have been a further 11 hours of specific digital training courses identified by DSIT, which will need to be completed by GCF staff by March 2026. • Phase 3: Deeper Specialist Knowledge. A learning needs analysis will be carried out to identify the current skills gaps in commercial digital capability and identify the required training to overcome these. This will be carried out collaboratively by the GCF capability and DCCoE teams. Phase 3 steps are longer-term. 4.5 The government agrees with the committee’s recommendation. Target implementation date: December 2025 4.6 The GCF in conjunction with the DCCoE, will undertake a review of the level of resources aligned to digital procurement, that will have contract management capabilities and the extent to which Senior Business Owners have completed both the Commercial Foundation Awareness Course and Contract Management Capability Programme. Further detail will be provided to the Committee in December, in line with the target implementation date of December 2025.