FUTURE OF GOVERNMENT DIGITAL SERVICES

A NATIONAL STUDY OF UK CONSUMER AND BUSINESS REQUIREMENTS OF THE DIGITAL TRANSFORMATION OF PUBLIC SERVICES IN THE 21ST CENTURY

Contents

Foreword

Introduction

About this Research / Methodology

Executive Summary

Section 1: A brief history of digital transformation in the UK public sector

Section 2: Study key findings: Consumers

Section 3: Study key findings: Businesses

Section 4: Report recommendations

Section 5: Conclusions

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ForewordAt the risk of sounding like Abraham Lincoln at Gettysburg, four years ago Francis Maude and Baroness Martha Lane Fox brought forth the transformation of digital public services in the UK. There has been much written of late about how well that has all gone. James Norman, EMC UK Public Sector CIO, picks up the key points in his introduction, so I won’t dissect the success of Government Digital Service (GDS) or its impact here.

There are a few key things I would like to highlight, which may sound overly simple, but when you have spent a lot of time trying to make them work you would be amazed at how tough it actually is. The biggest and most important one is putting users first. This has made the biggest single impact to the state’s ability to give people the services they need, whether it is removing 300 superfluous questions from applying for Carers Allowance or simplifying the complexities of a Lasting Power

of Attorney. Building the service through the eyes of the user makes things simpler, clearer and faster. The stats support this with high digital take up (up to 80% peaks for Carers Allowance and over 95% for Student Loans) and vast improvements in customer satisfaction (from -40% to +80% in the case of Student Loans).

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DIG

ITA

L TA

KE U

P

95%Student Loans

80%peaks forCarers Allowance

Vast improvementsin customer satisfaction(Student Loans)

-40% +80%

ForewordHowever, to make that happen and change priorities away from policy and risk aversion requires a considerate and collaborative approach. Civil Servants are amazing folk, they work in a complex and often frustrating world. Empowering and supporting the public sector workforce is core to making public services better across the board. This process has started but, as James points out, it is a sizeable organisation. To take the momentum of world class digital public services forward there needs to be a combination of a strong core to set standards, direction and prevent a relapse into old ways of working. This needs to be complemented by skills and

capability in departments and local authorities. Finally, the digital and tech industry needs to develop a variety of offerings that foster collaboration and sharing around open standards.

The services themselves are key to offering a better deal to the public. Transformation will require a variety of ingredients, including an ecosystem of platforms and solutions arranged around standard capabilities to avoid duplication, open standards to ensure that things work together and most importantly a spirit of collaboration between all parties inside and outside the public sector focussed on the needs of the user and making it easier for front line public servants to do

their jobs. We have seen what can be done by a relatively small and focussed group over the last four years. Now is the time to harness that learning and build the delivery plan for the next five to ten years.

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95%Student Loans

80%peaks forCarers Allowance

Mike Beaven, Director of Digital, Methods Digital (former Transformation Programme Director, GDS)

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IntroductionAusterity is an abiding factor in UK Government today. Whilst in some cases there will be inevitable reductions or alterations in service quality or delivery, in others there is a tremendous opportunity for digital transformation to drive down costs and provide new, innovative solutions to age-old problems. That could mean making the tax-disc system ‘online only’ or in finding new ways for people to file planning applications. Similarly, in the business world, it could be new routes for handling tax submissions or providing information about Government incentives and support programmes. There are hundreds of opportunities for the digitisation of citizen services to not only cut costs but actually improve the quality of the service being delivered.

This is all well-established fact; and, indeed, it’s been the role of GDS to help Government departments, authorities and public sector organisations adapt to our new digital reality. Through a process of iterative evolution and disruptive transformation, most would agree GDS has been a

tremendously effective catalyst for change.

However, the scale of the challenge is immense, and there’s a long way still to go. With the UK public sector employing 5.7 million people (19% of all people in UK employment), despite GDS

recommending best practice and mandating certain policy, the scale of the challenge to drive change in Government is overwhelming. There’s a disparate set of organisations in there; some nationalised and bureaucratic, others federated and somewhat fragmented.

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Introduction

The leaders of these organisations – and their technology support functions – don’t have a uniform vision, ambition or drive for technology to help transform their service delivery. Rather, if a 20% cut comes through, it in many cases results in a proportionate cut in service quality or scale, instead of a strategic re-think or re-evaluation.

It’s also challenging for Government to keep up a multi-channel service delivery strategy given the acceleration of change in the way the ‘information generation’ expect to engage. It’s not just about digital channels but the right digital channels that keep up with what modern Millennials want whilst continuing to be accessible and useful to people at the opposite end of the demographic spectrum.There needs to be commercial pressure in the form of budget implications and deadlines to drive more dramatic transformation as the gap between citizen expectation and citizen reality widens. Private sector innovation has set a pace of expectations for digital services

and apps that it would be hard for anyone that’s not a Google, Facebook, Microsoft or Apple to maintain. Austerity, for all its challenges and limitations, gives us precisely the motivation we need to change the way we go about tackling the challenges we face. The choice is to truly embrace digital transformation across Government, or lose our status as a developed nation as austerity limits our ability to provide basic services to all.Britain has shown global leadership in the digital transformation of public services and we’ve seen good replication of GDS-like functions by other Governments. There have been excellent successes including GOV.UK, but we will need further drive and ambition across the public sector to ensure that transformation takes root and is constantly refreshed to recognise the rapid developments and shifts in digital technology taking place.The opportunity is immense: there is untapped potential to save through digital Government services. £18.6 billion was saved through efficiency and reform initiatives in the last financial

year, but only £61 million through a single GOV.UK and £390 million from intervention in digital and technology projects. Of course, to the question of public sector digital services, innovation and technology is the answer – but are we moving fast enough? How effective has the transformation been to date? What areas need to be addressed and prioritised? That’s what this report sets to discover, by talking to a representative sample of adult and business decision makers to better understand the progress and challenges for Government digital transformation from an end-user perspective. As ever, I would be interested in your feedback or comments – via Twitter, LinkedIn or directly via email.

£18.6 billion saved through efficiency

and reform initiatives

£390 million saved from intervention in digital and technology

projects

£61 million saved through a single GOV.UK

James Norman | @JamesTnormanCIO, Public Sector, EMC – UK & Ireland

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About this Research/ Methodology

Research was conducted by Opinium Research on behalf of EMC. Consumer research was conducted online amongst a nationally representative sample of 2,006 UK adults aged 18+ and 100 adults aged 18+ from the Republic of Ireland. The sample is defined from pre-collected registration data containing gender, age and region to match the latest published ONS figures. Opinium also takes into account differential response rates from the different demographics

groups (e.g. those aged under 35, typically have a response rate of 1/3rd of those aged over 55), to ensure the sample is representative. Data is weighted to the profile of all adults aged 18+ (including households without internet access) according to gender, age, region, working status and social class. Respondents were incentivised to participate.

Additional research was conducted amongst 614 UK

business decision makers and 50 Irish business decision makers. The sample was drawn from a pre-profiled B2B research panel allowing for robust samples of different company sizes (micro (1-9 employees), small (10-49 employees), medium (50-249 employees) and large (250+ employees) businesses) and of all regions across the UK. Respondents were incentivised to participate.

2,006UK adults aged 18+

614UK business decision makers

100adults aged 18+ from the ROI

50Irish business decision makers

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The citizen view on Government digital services:

• Around half of people think there’s now the right level of services online across key areas like tax, benefits and local Government.

• At least 20 percent of the people that are not using online services would like to, rising to 44 percent in health and 31 percent local Government.

• 65 percent of consumers believe online services from Government lag behind those in the private sector, lacking necessary ease of use and features.

• Customer services across different areas are more limited than citizens would like, with calls for more online services in healthcare (55 percent) and local Government (40 percent).

• Lack of trust is a barrier: 45 percent say that in no scenario would they be happy to have their data shared with or across areas of Government or public sector organisations.

• Downloadable e-prescriptions – already available in some areas – were highlighted as the most popular service the public would like to see introduced in the next two years (49 percent).

• This was ahead of live chats and online consultations with GPs (46 percent).

• 48 percent of the public would like to see online voting for all elections.

On reflecting on Government digital services, respondents called for the following improvements:

• Having the option to speak to someone if they need to (50 percent).

• The introduction of one ID record per citizen, for interacting with Government, instead of different options including your passport, driving licence and National Insurance number (41 percent).

• Simpler navigation and language (38 percent).

This study sought to understand how effectively the Government has provided digital services to citizens and businesses today, and what they think should be prioritised and addressed as we move into the future where more ‘traditional’ services may be replaced or augmented with online resources.

It polled 2,006 consumers and 614 business decision makers to assess their views.

Reviewing citizen and business decision maker perspectives, the key findings include the following.

Executive Summary

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The business view on Government digital services:

• UK businesses report spending more than a working month a year (33 working days) grappling with outdated Government digital services.

• Business leaders estimate that five hours could be saved each week if the services were brought in line with the types of modern application commonplace in the private sector.

• Sixty percent of respondents said that online services from Government lack the ease of use and features commonplace with popular digital apps from Facebook to Amazon and beyond.

• Businesses also demanded additional digital services in key areas, including:

→ Business support (39 percent) such as Government funding, rising to over half (53 percent) of the overall proportion of those aged 18-34 calling for more online services in this area.

→ Health and safety (34 percent) including updates on the latest hygiene and safety regulations.

• Online tax services saw the heaviest use by UK businesses, but was voted as the area in most need of drastic improvement (31 percent).

• Over the next two years, businesses want the following services to be introduced:

→ An online directory showing all available tax grants / breaks for businesses in one place (50 percent).

→ Personalised updates to changes in regulation / legislation (41 percent).

→ Online system with the ability to generate all the information / requirements a business needs to set up in one place using personalised data, e.g. local business rates (36 percent).

• Business decision makers requested the following service enhancements be considered:

→ Half of business respondents requested the option to speak to someone if they needed to.

→ Simpler navigation and language (42 percent).

→ Proactive reminders when forms/payments are due (38 percent).

Report recommendations

The report makes a series of recommendations, based on the experience of the authors in assessing and driving digital transformation in the private sector, and from witnessing how other markets have handled the digital transformation of their public services. These include:

• Public trust: adopt Policy Exchange’s proposed Code for Responsible Analytics to create a political framework to enable smarter services for cross Government data sharing and enable consumers and businesses to make informed choices about data use

• Collaboration: Government as a Platform must be built as a platform for citizens, public sector organisations and commercial profit/not-for-profit organisations to collaborate and communicate effectively, efficiently and securely

• Technology: build a platform for Government applications that scale, create a frictionless developer experience, create an extensible service environment and ensure maximum efficiency and control across cloud platforms

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Section 1: A brief history of digital transformation in the UK public sector

Over the past 25-30 years, Government has made a concerted effort to make greater use of a range of ICT to operate more efficiently and keep pace with citizens’ rising expectations. The latter is particularly important with the increasing community of digital citizens that are living in an always-connected network, those we refer to as the ‘Information Generation’. There have been several distinct phases to this process, and the results have been somewhat mixed. But the overall picture is a positive one of Government attempting to innovate and improve the delivery of citizen services in an increasingly digital world.

The early 2000s saw the Government make its first real foray into delivering services to citizens online. UKonline, which appeared in beta form in 2000 and Directgov, which replaced it in 2004, were both central portals which attempted to signpost citizens to relevant information and services. While these were both worthy initiatives, behind these unified front ends sat a myriad of different public sector websites, each with their own domain names, terminology, and design templates. This made it hard for citizens to find the information they were looking for

and increased costs for the public sector.

The 1990s and early 2000s was also the era of the ‘big bang’ IT project, which was invariably highly ambitious in scope, and often poorly implemented. The Child Support Agency and the NHS National Programme for IT have both become notorious examples. The first attempted to administer welfare payments between separated parents, while the second sought to create digital patient records across the whole of the health service.

Both tried to do too much, too quickly, and were hampered by a number of factors. The commissioning departments outsourced their delivery to external partners as part of large, multi-year, inflexible contracts. This left the departments with insufficient contract management and oversight powers, and led to significant concerns over value for money and delivery when things went wrong.

As the 2000s progressed, appetites grew to find new ways to deliver services online and manage public service IT projects more efficiently. Shortly after the 2010 general election, the Government’s Digital Champion

Baroness Martha Lane Fox made a number of key recommendations. Firstly, all departments’ online services to citizens and businesses should be provided via a single online front end. Secondly, that there should be a strong digital transformation function within the Cabinet Office to set standards for online Government services and content, expose APIs to open up services, and drive transformational change. The creation of Government Digital Service (GDS), and single Gov.uk domain for every central Government department and online service, were the result.

GDS, led by Mike Bracken, also eagerly took up the principles of open data and open source, to encourage innovation and drive down costs. The G Cloud (later renamed Digital Marketplace), and initiatives driven by the Cabinet Office Minister Francis Maude, began to see the monolithic outsourcing contracts of the past broken up and public sector IT increasingly delivered as a service.

This work led to several positive achievements since 2010. To date, GDS has delivered four platforms (Gov.uk, for publishing; Verify, for identity management; the Digital

Marketplace, the procurement framework; and Performance, a live portal of performance data for Government services), and digitised 25 ‘exemplar’ public services. It is now possible to register to vote, renew a patent, or book a prison visit entirely online. The net result has been savings of around £500 million through ICT strategy controls and transformation initiatives, and

a further £2.5 billion through renegotiated contracts.

Mike Bracken and several senior members of his team have recently moved on from GDS. However, the new Cabinet Office Minister Matt Hancock has stressed his support for GDS’ mission and belief that “digital can transform the entire public sector.”

While the future may bring some change in emphasis, the direction of travel towards more, better digital services seems clear.

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£500 million saved through ICT strategy controls

and transformation initiatives

£2.5 billion saved through renegotiated contracts

and a further

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Section 2: Study Key Findings:

Consumers

With an average of just over a quarter of consumers using Government online services, clearly progress has been made to increase adoption, but there’s an appetite for more. Around half of people think there’s currently the right level of services across key areas like tax, benefits and local Government. But at least 20 percent of the people that are not using online services would like to, rising to 44 percent in health and 31 percent local Government.

However, Government has a challenge on its hands. Consumers have high expectations from the user experience and functionality of Government online services, particularly when compared to the digital experience of commonplace apps. 65 percent of consumers believe online services from Government are lagging behind those in the private sector, lacking the ease of use and features of popular digital apps from Facebook to Amazon and beyond.

Customer services across different Governmental areas are also still more limited than citizens would like, with calls for more online services in healthcare (55 percent) and local Government (40 percent), as well as simpler navigation and language (38 percent) overall.

A healthy approach to digital

It’s not surprising to see such a jump in the future demand for health related online services. With an increasingly health conscious and digitally enabled consumer on the rise, the consumer health market is set to increase to £474 billion* by 2018. Within this wider context, it is likely that consumer expectations from their experience of digital health services from Government will rise further, with more demand for the experience to mirror those from their personal life.

On the more basic level, it would appear that more communication is needed on the accessibility and introduction of downloadable e-prescriptions (49 percent) – a service only available in some health organisations. This came ahead of live chats and online consultations with GPs (46 percent) as a priority for consumers.

*https://www.accenture.com/us-en/insight-consumer-healthcare-market-high-performance-business-research-2013.aspx

65%of consumers believeonline services from

Government are lagging behind the private sector

55%call for more online services in healthcare

40%call for more online services in local Government

38%call for a simpler navigation and language overall

Immediate priorities for the multi-channel information generation

The research highlights the changing expectations of today’s Information Generation for their Government interactions, with high demand for a multi-channel experience.

Key demands include:

• The option to speak to someone whilst interacting online (50%)

• Just one ID record for engaging with Government, instead of having a separate passport, National Insurance number and driving licence (41%)

• Simpler navigation and language (38 percent)

• As we approach the European referendum, 48 percent of the public would like to see online voting for all elections.

Trust and digital literacy challenges

However, despite this clear demand, lack of trust is a barrier. Almost half (45 percent) admit that in no scenario would they be happy to have their data shared with or across areas of Government or public sector organisations. This, however, increased to almost 60 percent when it came to having their data being shared with private organisations.

Maximising data insights will unlock future innovation in

the delivery and adoption of Government digital services. But gaining access to this data requires complete consumer trust in how this data is collected, what it is used for, and the benefit to consumers.

A further hurdle in the progression of Government digital services is the digital divide. With 20 percent of the adult population still lacking access to fixed or mobile broadband in the UK, according to Ofcom, more needs to be

done to extend the skills, access, consumer motivation and reduce the cost barriers to address the digital exclusion challenge. Across the public sector, there’s a tremendous opportunity to empower people and transform lives via easier interactions with Government.

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55%call for more online services in healthcare

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Section 3: Study Key Findings:

Businesses

With over three million active businesses currently registered in the UK, and a growing number of these falling in to start-up and small to medium sized business bracket, Government is under pressure to ensure that relevant business information is readily available. With only an average of 37 percent currently using Government online services, progress has been made to improve the user experience and accessibility of information, but more needs to be done.

One particular concern is the amount of time spent grappling with outdated Government digital services. Overall, UK businesses report spending more than a working month (33 days ) a year trying to navigate online services for relevant information for their business. Business leaders estimate that five hours could be saved each week if the services were brought in line with the types of modern application commonplace in the private sector. Sixty percent of respondents said that online services from Government lack the ease of use and features commonplace with popular digital apps from Facebook to Amazon and beyond.

Businesses also demanded additional digital services in key areas, including:

Whilst online tax services saw the heaviest use by UK businesses, it was voted as the area in most need of drastic improvement (31 percent), particularly when it comes to access to personalised information.

Young digitally-savvy entrepreneurs

With 600,000 new companies set to launch in 2015, it was no surprise that UK business leaders are calling out for more general and personalised business advice online and for digital services to be easier to navigate. Almost 40 percent of UK businesses demanded more online services in the business support area, which includes getting advice on key topics including imports and exports, business funding and more. The results also suggest a new generation of digitally-savvy young business minds, with over half (53 percent) of the overall proportion of those aged 18-34 calling for more online services in business support.

39% Business support,

for example Government funding,

business support and expert advice

34% Health & Safety,

for example thelatest hygiene or

safety at workregulations

33% Local Government,

for example filingplanning permission

and accessingbusiness rates

Immediate priorities for the business community

Over the next two years, businesses want the following services and improvements to be made:

• An online directory showing all available tax grants / breaks for businesses in one place (50 percent)

• Personalised online updates to changes in regulation / legislation (41 percent)

• Online system with the ability to generate all the information / requirements a business needs to set up in one place using personalised data, e.g. local business rates (36 percent)

• The option to speak to someone if they need to (50 percent)

• Simpler navigation and language (42 percent)

• Proactive reminders when forms/payment are due (38 percent)

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Section 4: Report Recommendations

1. Build public trust

A political framework is needed for smarter services paving the way for cross-Government data sharing. This can be built on the UK’s current policies for securing ‘informed consent’, which provide strong safeguards around how personal data can be collected and used.

The significant data sharing concerns amongst business leaders and consumers must be addressed head on. This could be done by adopting Policy Exchange’s proposed Code for Responsible Analytics and by enabling citizens and businesses to make an informed choice about how their data is used.

A Code for Responsible Analytics for public sector data sharing would set the framework where by any Government organisation must:

→ Put outcomes before capabilities: data analytics capabilities must only be acquired on the basis of a clear and openly communicated public policy justification.

→ Respect the spirit of the right to privacy. Auxiliary data and analytics will not be used to infer personal or intimate information about citizens. Where this data is needed for public policy reasons, consent will be sought explicitly.

→ Fail in the lab, not in real life. A sandbox environment and synthetic data should be used to test all major big data initiatives. Only those that stand up to close scrutiny by Ministers will be implemented.

This needs to be launched with an extensive communications campaigns in order to ensure public support for big data applications which offer significant benefits to individuals and wider society.

Consumers and businesses have shown they will expect better services that depend on smarter use of data, personalisation of services and faster, easy to use applications. But trust is a serious barrier to progress.

EMC believes fundamental building blocks are needed if we want Government services that are comparable to the private sector.

2. Embrace collaboration

Government as a Platform (GaaP) is the vision for digital Government under this parliament. It means a common core infrastructure of shared digital systems, technology and processes on which it’s easy to build user-centric Government services.

It must be built as a platform for citizens, public sector organisations and commercial profit/not-for-profit organisations to collaborate and communicate effectively, efficiently and securely. This is the way to ensure public and commercial confidence in the GAAP is not damaged and supports greater adoption by citizens.

Key to this is driving increased participation, which will help to accelerate and broaden out the digital strategy for public services. Plus a seamless citizen service will mean spanning all areas of Government, especially health and local Government.A focus on open standards by default and open source will keep costs down, create a culture of agile development and continue to build a community of developers and suppliers.

Finally, whilst the G Cloud framework has already opened up ease of access to suppliers by public sector bodies, it can be a minefield for buyers looking to identify the right options

for their organisations. The inclusion criteria for G Cloud will also be off-putting for a number of SMEs, as they are more likely to be niche players, and the effort of maintaining the G Cloud registration can be a big overhead. Further work is needed to ease the process for all frameworks, not just for the niche players but across the board, to simplify delivery of and access to services as they emerge.

3. Technology

To underpin this there are 4 key areas that need to be addressed that will help developers to embrace the platform:

Build a platform for Government apps that scales: The platform for Government apps needs to have built-in capabilities to cope with significant potential demand from the digitally savvy information generation. This means features such as automatic scaling, high availability, security, logging and dynamic routing built into it, ensuring it doesn’t either impact the citizen experience or create a challenge for developers each time they start to code

Create a frictionless developer experience: App developers need to be able to “push and it just works”, once their apps are coded, and not be subject to complexity around network, load balancing, firewalls etc., in application runtime containers

Create an extensible service environment: For more advanced, personalised Government services it will be vital to work with industry to build seamless integration between key services vital for modern apps. This means that services from Hadoop, MySQL, Redis, MongoDB etc., must all be supported natively.

Ensure portability across cloud platforms: It is inevitable that modern Government apps will need to function across different ‘back-end’ infrastructures, particularly if handling sensitive Government data. Pure ‘public cloud’ deployments will not always be a viable option; apps need to be able to move between different environments as needed.

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TRANSFORMING DIGITAL GOVERNMENTSERVICES FOR BRITAIN

THE CHALLENGES

DEMANDS FOR THE NEXT 2 YEARS

RECOMMENDATIONS

BUSINESS VIEW CONSUMER VIEW

A third think online tax servicesneed the most drastic improvement

business working days a yearare lost to outdated onlinegovernment services

Progress has been made but over 60%of businesses and consumers think thatgovernment still lags behind the privatesector when it comes to online services

31%

42%

Over half of the under35's would like to seemore online servicesoffering business support

53%

55%Think there should be more healthcare online services

Still prefer face to face contact for consultations39%

45%Don’t want to share any of their data with the government

50% Half want there to be one onlinedirectory that has all available tax grants/breaks for businesses

41% Want personalised updates to changes in regulations/legislation

36%

Demand an online system that can generate personalised requirements for setting up a business in one place using personalised data

CONSUMER

BUSINESS

Want e-prescriptions availablefrom all GP’s and pharmacies

Would like to vote online

Want one identity record forengaging government online

1

2

3

Use communication campaigns to provide assurance on the collectionand use of personal data

Build public trust:

Build a user-friendly platform for citizens, public sector organisationsand commercial profit/not for profit organisations

Embrace collaboration

Technology requirements:A scalable platform for government app developmentA frictionless developer experience that ‘just works’An extensible service environment for multiple industriesPortability across cloud platforms

a.b.c.d.

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TRANSFORMING DIGITAL GOVERNMENTSERVICES FOR BRITAIN

THE CHALLENGES

DEMANDS FOR THE NEXT 2 YEARS

RECOMMENDATIONS

BUSINESS VIEW CONSUMER VIEW

A third think online tax servicesneed the most drastic improvement

business working days a yearare lost to outdated onlinegovernment services

Progress has been made but over 60%of businesses and consumers think thatgovernment still lags behind the privatesector when it comes to online services

31%

42%

Over half of the under35's would like to seemore online servicesoffering business support

53%

55%Think there should be more healthcare online services

Still prefer face to face contact for consultations39%

45%Don’t want to share any of their data with the government

50% Half want there to be one onlinedirectory that has all available tax grants/breaks for businesses

41% Want personalised updates to changes in regulations/legislation

36%

Demand an online system that can generate personalised requirements for setting up a business in one place using personalised data

CONSUMER

BUSINESS

Want e-prescriptions availablefrom all GP’s and pharmacies

Would like to vote online

Want one identity record forengaging government online

1

2

3

Use communication campaigns to provide assurance on the collectionand use of personal data

Build public trust:

Build a user-friendly platform for citizens, public sector organisationsand commercial profit/not for profit organisations

Embrace collaboration

Technology requirements:A scalable platform for government app developmentA frictionless developer experience that ‘just works’An extensible service environment for multiple industriesPortability across cloud platforms

a.b.c.d.

Conclusions

There is no denying that austerity measures will continue to reign in the Government agenda. In a bid to cut costs and streamline services, GDS has been driving the digital transformation agenda with particular success to date. However, what becomes evident from our research is that this needs to accelerate and that the current run rate won’t satisfy the rapidly increasing consumer and business demands.

Our recommendations have focussed on building trust, increasing collaboration and using technology to accelerate the next phase of Government digital services. Ultimately, it’s about creating a user experience that is seamless, secure, quick and effortless.

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Conclusions

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