2.9 Until March 2015, GDS reviewed performance quarterly against the actions outlined in the Government Digital Strategy (Figure 8). It required departments to provide regular management information on major transactional services. GDS has also monitored exemplars in departments and published the results of service assessments.
2.10 However, GDS has encountered challenges in sustaining its approach. For example, GDS publishes data on 802 government services on an online Performance Platform. But only 118 services publish data on costs per transaction and not all services publish required data on digital take-up, the completion rate for online transactions or user satisfaction. In an internal review in 2015, GDS found that there was a lack of clarity about the purpose of the Performance Platform. Some data have not been updated since March 2016.
2.11 GDS is now exploring how to track the success of its new strategy. It is reviewing the Performance Platform's role in providing information about service performance across government. GDS told us that it has commissioned an independent review, to be carried out by external consultants and its Advisory Board, to assess progress (successes and challenges) to date.
2.12 Internally within GDS, there have been limitations in the oversight of the organisation's work. The Executive Management Committee within GDS is responsible for overseeing performance and setting strategic direction. We reviewed board minutes and performance dashboards from each of four business groups (operations, digital, data and technology).17 We found that objectives and results presented to the board were sometimes vague and did not always include baselines or targets. This made it hard to assess progress.
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Figure 8
Government Digital Service's assessment of progress against the Government Digital Strategy
GDS tracked progress against actions until March 2015
Action from strategy | Examples of progress reported |
1 Digital leaders for all departments | Digital leaders appointed across all departments. |
2 Services involving over 100,000 transactions led by a skilled manager | Service managers assigned to digital projects across departments. All Department for Work & Pensions (DWP) service managers have either completed the GDS's service manager training or have been through DWP's own digital academy. |
3 Departments to ensure sufficient digital capability in-house | A number of departments have set up and expanded specialist central digital teams within their own departments. |
4 Cabinet Office to support improved digital capability | By summer 2014, the GDS Recruitment Hub helped departments recruit over 100 technology and digital experts to leadership positions across departments. |
5 Services with over 100,000 transactions to be redesigned | As at December 2014, 16 redesigned services are in use and a further four are expected by the end of March 2015. |
6 All new or redesigned transactional services meet Digital by Default Service Standard | Digital Service Standard came into force in April 2014. Between April and the end of December 2014, GDS ran 71 assessments for services handling over 100,000 transactions. |
7 All departments to move to GOV.UK | All sites moved over by December 2014. |
8 Departments to raise awareness of digital services | More than half of voter registrations and Carer's Allowance applications now made online. |
9 Cross-government approach to assisted digital | Published Government Digital Inclusion Strategy in April 2014. |
10 Rationalisation of ICT procurement | The Digital Marketplace replaced Cloudstore in 2014. The Digital Services Framework provides access to a diverse range of suppliers. GDS is encouraging departments to use shorter and more flexible contracts. |
11 New suite of common technology platforms | Verify entered public beta (publicly available but still being tested) in October 2014. |
12 Removal of legislative barriers to digital development | HM Revenue & Customs (HMRC) undertook policy analysis on its digital self-assessment exemplar to ensure it aligned with policy and legislation. |
13 Departments to supply consistent set of management information for transactional services | Performance Platform makes public for the first time detailed information about the performance of transactions which citizens have with government. |
14 Policy teams will use digital tools and techniques to engage with the public | In 2014, Cabinet Office's Government Innovation Group ran targeted activities to increase engagement with wider audiences using social media and GOV.UK channels in support of open policymaking. |
15 Cross-sector collaboration to increase number of people online | HMRC provided funding in 2014 to help the digital inclusion team at GDS undertake cross-departmental research to further understand demographics, needs and characteristics across the UK. |
16 Open up government data and transactions | DWP completed a feasibility study in 2014 into secure communications and data transfer between the Department, its customers and third-party stakeholders. |
Source: National Audit Office review of Government Digital Strategy: Annual Report 2014, and progress reports published by Government Digital Service
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2.13 GDS has recognised this issue. In August 2016, board minutes noted that there was still work to be done to ensure that objectives and results aligned with the organisation's objectives and could be measured against hard progress measures.
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17 The group structure changed in January 2017. There are now six business groups reporting to a new Management Committee.