2.6 GDS took an active role early on by communicating the need to change to digital services. It created a single government website, GOV.UK; supported exemplars in departments; and enforced strict controls on IT spending and certain service standards. In our review, several departments recognised the positive impact of this 'disruptive' role.
2.7 GDS's role in supporting transformation is not set out clearly in the new Government Transformation Strategy. The Infrastructure and Projects Authority (IPA) has sponsored a cross-government Transformation Peer Group, now co-chaired by GDS, which shares good practice and analysis of transformation programmes.15 At the same time, GDS has taken the lead in developing the Government Transformation Strategy. We found that responsibilities between GDS, the IPA and departments are not clearly defined. It is not clear who is responsible for driving business transformation in government to address issues such as culture and process change, which were highlighted in the Government Transformation Strategy. It is also unclear how they will do this.
2.8 Roles may take some time to emerge. GDS and the IPA have already been working together to coordinate support for departments. For example, GDS and IPA, together with the Complex Transactions Team, provided multidisciplinary advice to the Department for Environment, Food & Rural Affairs on replacing IT contracts.16
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15 The IPA reviews major projects.
16 The Complex Transactions Team is a Cabinet Office team that supports departments in their most complex and challenging deals.