Public sector digital capacity
Lack of sufficient digital capacity within government departments, posing significant risks to transformation programmes.
Strongest theme matches
Mixed across source types and ranked by classifier confidence plus text match strength.
Committee recommendation
100match
#51 - 1st Report - Rewiring the state: Delivering digital government
The digital ID will be a significant test of the government’s wider digital transformation ambitions: if it does not succeed, or results in a worse experience for citizens when they interact with government, there will be far-reaching political consequences. Citizens’ consent is a pre-requisite for delivering digital transformation, and the widespread concern about the presence of Palantir in...
Matched on
terms: digital, public, sector
Committee recommendation
98match
#41 - 1st Report - Rewiring the state: Delivering digital government
Setting a cross-public sector definition of sovereignty and agreeing a strategy that is clear about the sectors and services where sovereign capability matters most, is a prerequisite for the effective use of technology by government departments and public bodies. We are therefore concerned by the current lack of clarity over how the government is approaching this important topic....
Matched on
terms: digital, public, sector
Committee recommendation
98match
#6 - 1st Report - Rewiring the state: Delivering digital government
The public sector needs more of the right people to deliver the government’s ambitions for the digital transformation of the state. There are 100,000 digital and data professionals but not enough are in leadership roles, which are too often filled by generalists. Enthusiasm from non-experts at the top and insufficient skills at the coalface is a dangerous combination....
Matched on
terms: digital, public, sector
Committee recommendation
98match
#6 - Thirtieth Report - Challenges in implementing digital change
There is a large gap between the demand for and supply of the digital specialists that government needs, and it is hard to get the right balance of in-house and outsourced skills. Government has been excessively reliant on outsourcing and has failed to retain sufficient in-house capability. The Central Digital and Data Office now has responsibility for government’s...
Matched on
terms: digital, public, sector
Committee recommendation
95match
#3 - Understand digital service replacement capacity and ensure minimum telephone service for all customers.
HMRC has been too willing to let its telephone services fail in the hope this forces people to use its digital services instead. HMRC estimates 66% of calls it receives could be handled online instead. It hopes that by encouraging customers to use digital services it can free up its helplines for vulnerable customers and customers with complex...
Matched on
terms: capacity, digital, public
Committee recommendation
94match
#24 - 1st Report - Rewiring the state: Delivering digital government
GDS should set up a Legacy Systems Taskforce with a remit to drive progress in remediating legacy systems across the public sector. It should be empowered to mandate action by departments and public sector bodies 53 where necessary. The taskforce should publish the results of the promised legacy mapping exercise in as transparent a form as possible given...
Matched on
terms: digital, public, sector
Committee recommendation
94match
#20 - 1st Report - Rewiring the state: Delivering digital government
The Prime Minister should appoint a cabinet-level minister responsible for driving effective digital transformation across the public sector and supporting other ministers in this work. A permanent secretary-level Government Chief Digital Officer and head of GDS should be appointed to support them, with the publication of a detailed delivery plan in the form of a command paper as...
Matched on
terms: digital, public, sector
Committee recommendation
94match
#3 - 1st Report - Rewiring the state: Delivering digital government
Delivering successful digital transformation will require a new approach to digital and technology spend, underpinned by clear standards, approval processes, and lines of accountability. The current approach to funding, whereby it is easier to secure capital funding than resource, public sector organisations are limited in their ability to secure funds for ‘as a service’ products, and inefficient buying...
Matched on
terms: digital, public, sector
Committee recommendation
93match
#6 - Twenty-Ninth Report - The National Law Enforcement Data Programme
There is a risk that the Department still lacks the capacity to prioritise and deliver major digital programmes on time. In common with many other government departments and agencies, the Department is reliant on a range of legacy technology systems that need updating or replacing. We have seen several major programmes to deliver such replacements encounter major problems...
Matched on
terms: capacity, digital, public
Committee recommendation
90match
#46 - 1st Report - Rewiring the state: Delivering digital government
The government should publish a technology sovereignty strategy that sets out how it intends to support the development of sovereign alternatives to incumbent providers across the public sector. Informed by the cross-government definition and list of required sovereign capabilities recommended above, the strategy should set stretching targets for the procurement of sovereign, open-source alternatives and detail further support...
Matched on
terms: digital, public, sector
Committee recommendation
86match
#19 - 1st Report - Rewiring the state: Delivering digital government
The government should commission an urgent review of the new GDS, to report no later than the September sitting of Parliament. The review should examine how GDS can set policies, coordinate effectively, and hold individual departments and public bodies to account for their 52 delivery against specified digital transformation metrics and outcomes. These should be designed to ensure...
Matched on
terms: digital, public
Committee recommendation
86match
#8 - 1st Report - Rewiring the state: Delivering digital government
The cross-government digital workforce strategy should include detailed targets for departments and public bodies to meet by the end of the current Spending Review period, including: the publication of departmental plans to reduce the proportion of total workforce and cost of contractors in digital and technology roles; a clear plan to deliver on the Prime Minister’s commitment for...
Matched on
terms: digital, public
Committee recommendation
82match
#23 - 1st Report - Rewiring the state: Delivering digital government
Legacy systems present huge efficiency, cost and security risks, and it is therefore deeply concerning that government still does not know the full scale of the problem. While it may be difficult for ministers to argue in favour of spending public funds on systems that still (just about) work, if legacy systems are not remediated, the government’s digital...
Matched on
terms: digital, public
Committee recommendation
82match
#18 - 1st Report - Rewiring the state: Delivering digital government
The operational delays caused by the July 2024 machinery of government change, combined with shifting priorities, has hamstrung delivery of the vision set out in the blueprint. Unlike DSIT, the Cabinet Office is a coordinating department with the ability to drive change in the name of the Prime Minister. As digital is now essential to the operation of...
Matched on
terms: digital, public
Committee recommendation
82match
#2 - 1st Report - Rewiring the state: Delivering digital government
GDS should require all departments and public bodies to disclose their annual spending on digital and data-driven activities, using guidance developed jointly with HM Treasury and with input from the National Audit Office. In its response to this report, the government should commit to publishing this annually, as part of Public Expenditure Statistical Analyses. (Recommendation, Paragraph 16)
Matched on
terms: digital, public
Committee recommendation
82match
#2 - Develop a comprehensive long-term digital and data strategy, establishing group-wide technology standards for Defra.
Defra does not have a strategy or vision needed for its long-term digital transformation. Defra has so far focused on stabilising its legacy applications by seeking to mitigate the biggest risks of cyber-attack or operational failure and is moving towards enhancing and transforming these applications. But it does not yet have a strategy for the transformation of its...
Matched on
terms: digital, public
Committee recommendation
82match
#15 - HMRC lags in secure digital file sharing; plans secure messaging via app and tax accounts.
HMRC said it uses email sparingly due to security concerns.42 Several organisations representing taxpayers and their agents wrote to us to highlight the need for a secure digital way to share files and correspondence with HMRC so that communication by post and phone became the exception.43 HMRC acknowledged that it is clearly behind many other 31 Customer service,...
Matched on
terms: digital, public
Committee recommendation
81match
#9 - 10th Report - Government shared services
We noted parallels between the Shared Services Strategy and other cross-government cloud transformation initiatives. The Office for National Statistics launched the Integrated Data Service (IDS) programme in 2020.16 The programme set out to harness cloud platforms and innovative systems and processes to improve the usability of data across government in decision-making. Digital transformation also promised efficiency gains through...
Matched on
terms: digital, public
Committee recommendation
78match
#49 - 1st Report - Rewiring the state: Delivering digital government
While technology can help improve people’s experience of public services, and activities such as banking are increasingly done online, the difference between interactions with the state and a bank is that citizens have a choice 57 about which bank to interact with and can freely move between different providers. We therefore welcome confirmation that the new digital ID...
Matched on
terms: digital, public
Committee recommendation
78match
#44 - 1st Report - Rewiring the state: Delivering digital government
Building sovereign alternatives to US tech providers will require targeted support for start-ups in strategic sectors; a robust approach to competition policy that does not shy away from confrontation with incumbent firms but instead supports the development of a diverse ecosystem of providers; and establishing technology and digital procurement targets that build a more diverse and competitive landscape....
Matched on
terms: digital, sector
Committee recommendation
78match
#21 - 1st Report - Rewiring the state: Delivering digital government
The government is right to highlight the potential for technology to support better public service delivery. But its estimate that the digitisation of public services could deliver an annual saving of £45 billion is worryingly optimistic. While assumptions are an unavoidable part of economic projections, hyperbole diminishes the case for change. (Conclusion, Paragraph 68)
Matched on
terms: digital, public
Committee recommendation
78match
#12 - Many calls could be digital, yet some services remain offline and customers need assistance.
While the use of digital services has increased, HMRC still estimates that 66% of telephone calls could have been handled online. HMRC said this partly reflects customer awareness of the extent of its digital services. It started a campaign in November 2024 to increase awareness, particularly of its mobile app.26 HMRC said it also reflects a lack of...
Matched on
terms: digital, public
Inquiry recommendation
76match
COVID-M5.11 - Data and Technology in Emergency Procurement
Within three years of the publication of this Report, the systems for the procurement and distribution of healthcare equipment should be digitalised and interoperable across the UK government and devolved administrations. As a minimum, these systems should be able to use technology to collect, share and analyse data across the UK in real time on: pandemic stockpiles, health...
Matched on
terms: capacity, digital, public, sector
NAO recommendation
76match
Using data analytics to tackle fraud and error
Recommendation 8: The Public Sector Fraud Authority should work with the Government Digital Service to publish a playbook on how public bodies can develop the multidisciplinary team and capability to develop and deploy counter-fraud data analytics.
Matched on
terms: digital, public, sector
Committee recommendation
74match
#8 - HMRC continues receiving millions of calls despite digital-first ambition and roadmap plans.
HMRC has been working to become a ‘digital-first’ organisation since 2010 and hopes to replace traditional forms of contact with digital services.13 It said its research shows that 86% of customers say they are willing to deal with HMRC digitally or would prefer to do so.14 Despite this, HMRC still received 36.7 million telephone calls in 2023–24.15 It...
Matched on
terms: digital, public
Committee recommendation
74match
#4 - Prioritise introducing systems for customers to submit files and send secure digital messages.
HMRC does not provide an efficient means for taxpayers to communicate digitally with HMRC. In 2022–23, HMRC received 22 million items of correspondence, including physical post and forms and interactive forms. Approximately 70% of this comes in through the post. Postal correspondence, as well as some electronic correspondence, requires scanning, manual entry into HMRC’s systems, or both. In...
Matched on
terms: digital, public
HSSIB recommendation
74match
Digital tools for online consultation in general practice
National healthcare organisations can improve patient safety by creating the conditions within which online consultation tools can be effectively implemented, including ensuring general practice has the resources, capacity and capabilities to meet the needs of its patients.
Matched on
terms: capacity, digital
NAO recommendation
72match
Government's approach to technology suppliers: addressing the challenges
Individual departments and public bodies should: f) ensure that CDIOs are responsible for overseeing commercial contracting involving technology suppliers, supported by their own departmental digital commercial teams. Large digital change programmes should not have business cases approved and contracts agreed without digital experts agreeing that requirements have been properly understood and articulated and are deliverable;
Matched on
terms: digital, public
NAO recommendation
70match
Digital transformation in government: addressing the barriers to efficiency
CDDO should c) continue to push for central reforms in the way digital change is justified, funded and procured and work with policymakers, who often do not have the digital skills to understand how digital services work, to improve policy-making in this area
Matched on
terms: digital
Committee recommendation
69match
#23 - Seventeenth Report - Immigration enforcement
The Department told us that it has high hopes for its modernisation and transformation projects. However, the NAO reported that the Department agrees funding for its transformation projects on an annual basis, and their longer-term development is therefore uncertain.64 We heard that e-visas and the introduction of its Atlas programme would provide a better grip on an individual’s...
Matched on
terms: public
Committee recommendation
69match
#27 - Thirty-Sixth Report - EU Exit: UK Border post transition
Departments’ track record delivering IT projects is particularly relevant given that HMRC is still working on replacing its CHIEF customs system with a new Customs Declaration Service (CDS). CDS was originally supposed to be in use by all UK traders in January 2019, but the project has been delayed and in 2020 HMRC extended its contract with Fujitsu...
Matched on
terms: capacity, public
Committee recommendation
66match
#48 - 1st Report - Rewiring the state: Delivering digital government
As part of the government’s wider reset in its relations with the European Union, and its technology sovereignty strategy, DSIT should establish a unit dedicated to monitoring and disseminating digital government best practice from across the EU, with a remit to engage with Commission and member state-level bodies. This unit should have a particular focus on how the...
Matched on
terms: digital
Committee recommendation
66match
#42 - 1st Report - Rewiring the state: Delivering digital government
In its response to this report the government should set out its definition of technology sovereignty and confirm whether a list of key capabilities or technologies where the government considers that the UK needs sovereign capability exists, whether this will be published or made available to Parliament, and if not, why not. The definition should be reviewed on...
Matched on
terms: digital
Committee recommendation
66match
#22 - 1st Report - Rewiring the state: Delivering digital government
The new digital centre (GDS) should commission an independent economic analysis for each of the planned activities set out in the roadmap for modern digital government, giving a range of possible financial and economic outcomes for each commitment. (Recommendation, Paragraph 69) Barrier two: Legacy systems
Matched on
terms: digital
Committee recommendation
66match
#7 - 1st Report - Rewiring the state: Delivering digital government
GDS should publish the succession plans for all digital and data director and director general roles in central government, and develop and publish similar plans for the digital and data aspects of all permanent secretaries’ roles. The government should consider extending the requirement for all new directors and directors-general to be assessed against digital and data skills and...
Matched on
terms: digital
Committee recommendation
65match
#19 - 10th Report - Government shared services
Departments and ALBs are migrating to shared services from different starting points. While some departments are on ageing legacy systems, three departments—the Department for Education, HM Treasury and the Home Office—have already invested in modern, cloud-based platforms that also provide back-office operations like finance and HR.48 Although the Matrix cluster has made plans to onboard the Department for...
Matched on
terms: public
Committee recommendation
65match
#18 - 9th Report - Large business tax compliance
We asked HMRC when it expects to see the benefits of the extra investment in its IT. HMRC told us that by the end of the Spending Review period it wants to be a digital first organisation, with 90% of customer interactions going through digital channels. It also expects to bring up its security maturity level to meet...
Matched on
terms: digital, public
HSSIB recommendation
65match
Mental health inpatient settings: Creating conditions for the delivery of safe and therapeutic care to adults — HSSIB
Providers of mental health inpatient care can support patient safety by evaluating and addressing local barriers to the effective use of technology to support patient care, including through gaining insights from people with lived experience (patients and staff) and ensuring the digital infrastructure is available, usable and reliable. HSSIB proposes the following safety responses for integrated care boards...
Matched on
terms: digital, sector
Committee recommendation
62match
#9 - Increase NHS digital and social media presence for reproductive health conditions consistently
With women and girls relying on online spaces and a proliferation of femtech apps to fill gaps in their knowledge of reproductive health conditions, the NHS should increase its own digital and social media presence in relation to reproductive health conditions. This should be consistent rather than a one-off campaign and monitored to ensure it reaches those in...
Matched on
terms: digital
Committee recommendation
62match
#13 - HMRC reversed controversial helpline closures following public criticism, with no further plans.
HMRC closed or reduced the queries it handles on four helplines in 2023–24. For the largest change, the trial closure of the Self Assessment helpline in summer 2023, it gave customers only two working days’ notice.31 HMRC said it was not entirely clear what customers would have gained from having more notice.32 In March 2024, HMRC announced further...
Matched on
terms: public
NAO recommendation
61match
The challenges in implementing digital change
h) produce departmental strategies and plans for how to manage the legacy IT estate so that maintenance, support and decommissioning are systematically addressed and required funding is ringfenced; and
Matched on
terms: digital
Committee recommendation
57match
#13 - 7th Report - Transnational repression in the UK
We welcome the Government’s publication of online guidance for people experiencing TNR. This is a positive step towards providing easily accessible information on TNR and helping victims understand avenues of support available to them. (Conclusion, Paragraph 48) 42
Matched on
terms: public
Committee recommendation
57match
#19 - 6th Report - The Access to Work scheme
The productivity of the Department’s case managers is hampered by the fact that the scheme relies on three IT systems, which require case managers to transfer information manually from one system to another.33 The Department explained that it had more modern systems at the start of the process to allow customers to apply online, and at the end...
Matched on
terms: public
NAO recommendation
57match
Digital Services at the Border
c) continue to monitor its technical capability and skills to deliver the programme during rollout and urgently rectify any key shortfalls it identifies;
Matched on
terms: digital
IOPC learning recommendation
56match
Recommendations - Cambridgeshire Constabulary, October 2024
The IOPC recommends that Cambridgeshire Constabulary work towards obtaining incident data recorders (IDR)/Driver and vehicle data management systems (DVDMS) for their vehicles. Roads Policing APP states: “The accuracy and inherent independence of information automatically recorded by retrofit, dedicated IDRs or other DVDMS is of great value to investigators of post-pursuit incidents. DVDMS also provides the opportunity to both...
Matched on
terms: capacity, public
NAO recommendation
56match
Managing central government property
c) The OGP should: ? take prompt and decisive action to establish its new property asset register, InSite, minimising additional cost to the taxpayer; and ? analyse how and why the inSite project has failed to meet its goals and deadlines, producing lessons learned that can be used to inform future digital projects. Alongside this, the OGP should...
Matched on
terms: digital
NAO recommendation
56match
Improving the performance of major equipment contracts
d) The Department should work with the Cabinet Office and HM Treasury to address shortfalls in vital contract and programme management skills. Differing levels of remuneration and terms of employment between different parts of the Department, between the Department and other parts of government, and between government and other sectors create long-term skills gaps. Reliance on buying in...
Matched on
terms: sector
Committee recommendation
53match
#58 - 3rd Report – Access to Justice: Legal Aid
The Ministry of Justice must accelerate plans, and increase funds available, to upgrade the Legal Aid Agency’s digital infrastructure which is not fit for purpose. This should include a commitment and published timeline to fully replace the Client and Cost Management System (CCMS) with a modern system by the end of this parliament. Any new system should integrate...
Matched on
terms: digital
Committee recommendation
53match
#7 - 1st Report – Employment support for disabled people: Connect to Work
DWP should outline how it intends to strengthen its operational processes to support a smoother operation of Connect to Work, including ensuring continuity in case management, updating the tools used for reviewing documentation, and reducing delays caused by slow or inconsistent checks. It should also explain how it will make better use of digital solutions to enable faster...
Matched on
terms: digital
Committee recommendation
53match
#6 - 1st Report – Employment support for disabled people: Connect to Work
Support from DWP during the launch of Connect to Work was not consistent across areas. Differences in the quality and clarity of guidance, levels of engagement from Regional Engagement Leads, and the readiness of digital systems created challenges in the early stages of implementation. While some accountable bodies reported positive experiences, others faced uncertainty and administrative burden. DWP...
Matched on
terms: digital