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This publication is available at https: In just over 2 decades the internet has become a huge part of our everyday lives. Completing transactions online has become second nature, with more and more of us going online for shopping, banking, information and entertainment.

Because online services tend to be quicker, more convenient and cheaper to use. But until now government services have stood out by their failure to keep up with the digital age. While many sectors now deliver their services online as a matter of course, our use of digital public services lags far behind that of the private sector. Government has got to do better. This Digital Efficiency Report suggests that transactions online can already be 20 times cheaper than by phone, 30 times cheaper than postal and as much as 50 times cheaper than face-to-face.

We will not leave anyone behind but we will use digital technology to drive better services and lower costs. This Government Digital Strategy is just the start of a process that will transform how we provide services. Departments will be publishing their own digital strategies later this year, setting out how they will improve their services and reduce costs. New technology also means that for the first time individuals, entrepreneurs and businesses can now access and exploit public data in a way that increases accountability, drives choice and spurs innovation.

Government will continue to be on the forefront of the open data revolution— putting more and more data in the public domain that will underpin new social and economic growth. Until now government has been slow to realise the benefits of the digital age. In the future our services will be fit for the 21st Century — agile, flexible and digital by default.

This strategy sets out how the government will become digital by default. It fulfils the commitment we made in the Civil Service Reform plan. Government is improving the way it provides information by moving to a single website, GOV. Transactional services now present the biggest opportunity to save people time and save the government money.

People will only choose to use government services digitally if they are far more straightforward and convenient. The government provides more than transactional services. There is only a handful of these services where a significant majority of people who could use the online option do.

Many have a digital option, but few people use it. Departmental executive boards will include an active digital leader. Transactional services handling overtransactions each year will be redesigned, operated and improved by a skilled, experienced and empowered service manager. All departments will ensure that they have the right levels of digital capability in-house, including specialist skills. Cabinet Office will support improved digital capability across departments.

All departments will undertake end-to-end service redesign of all transactional services with overtransactions each year. All new or redesigned transactional services going live after April will meet a new Digital by Default Service Standard.

There are 7 departments which between them handle the majority of central government transactions. Each of these departments will agree 3 significant exemplar service transformations with Cabinet Office. These were identified and published in departmental digital strategies in Decemberalongside delivery plans. Departments started to redesign these exemplar services in April and will implement them by March Corporate publishing activities of all 24 ministerial departments will move onto GOV.

Departments will raise awareness of their digital services so more people know about and use them, and look at ways to use incentives to encourage digital adoption.

It is important we do not leave anyone behind in this move to a digital by default approach. We will provide appropriate support for these people to use digital services and other ways to access services for people who need them.

Cabinet Office will offer leaner and more lightweight tendering processes, as close to the best practice in industry as our regulatory requirements allow. Cabinet Office will lead in the definition and delivery of a new suite of common technology platforms, to underpin the new generation of digital by default services. Cabinet Office will work with departments to amend legislation that unnecessarily prevents us from developing straightforward, convenient digital services.

Departments will supply a consistent set of management information, as defined by Cabinet Office, for their transactional services. Departments will encourage policy teams to use a wider range of digital tools to communicate with and consult people, both within the UK and overseas. Departments will build digital inclusion into all relevant policies and programmes, and collaborate with private and third sector organisations to remove barriers to internet use, whether caused through lack of skills, motivation, access or trust.

Departments will undertake cross-government discovery work with GDS to understand user needs for services delivered outside GOV.

UK, and what APIs and open standards might be required to support them; and GDS will undertake development work on GOV. UK to make all information held on it easily reusable. This strategy is just the beginning. We recognise that the changes required will be far from easy. Our existing processes and ways of working can get in the way, and many will need to change. In Decembereach department published their own departmental digital strategy explaining what actions they would take to contribute to this strategy.

These actions provide a framework for continuing improvements in their services. The strategy does not cover local government services or the NHS.

It also does not deal with the expansion of the broadband network which is being led by Department for Culture Media and Sport DCMS.

Watch a British Sign Language version of this summary. This strategy contains 16 actions the government will take to become digital by default. This follows the Civil Service Reform plan by developing services that:. If we successfully transform our services so they are digital by default, we can earn a reputation for offering high-quality, responsive, convenient and up-to-date services.

In his foreword to the Civil Service Reform plan, Minister for the Cabinet Office Francis Maude said:. Central government where possible must become a digital organisation. These days the best service organisations deliver online everything that can be delivered online.

This cuts their costs dramatically and allows access to information and services at times and in ways convenient to the users rather than the providers. Each government department prepared and published its own departmental digital strategy. These documents explained how departments will make their services digital by default in ways that work for their users. They will set the framework for service transformation over the lifetime of the next spending review.

Some matters covered by the strategy are devolved and reference should be made to the devolved administrations for more details as to how this strategy affect their areas. However, in order to provide public services digitally by default, all public bodies will need to work together.

Most public services are provided by local organisations such as local councils and the NHS. People often use a range of services, not just one at a time. The actions in this strategy are mainly about transactional services such as applications, tax, licensing and payments.

The strategy explains how the civil service will develop new skills and approaches to complement its existing expertise. It also includes actions to improve the way the government makes policy and communicates with people.

This strategy is about users of services within the UK. Users overseas will be covered in appropriate departmental strategies. Digital by default services are more efficient and more convenient for users.

Our initial testing comparing GOV. UK to the previous Directgov and Businesslink. Government will save money if demand for higher cost channels decreases. The Digital Efficiency Report found that the average cost of a central government digital transaction can be almost 20 times lower than the cost of telephone and 50 times lower than face to face.

These figures do not include the potential costs of a transition to digital, but also do not include the additional savings that could be gained from fundamental service redesign or back-end technology changes. Evidence from the Digital Efficiency Report case studies demonstrates public services exhibiting a typical technology adoption S-curve. This will be further increased where digitisation is accelerated by a process of fundamental service redesign based on user needs.

Digitising transactional services will save people and businesses time and money; by making transactions faster, reducing the number of failed transactions and simplifying the end-to-end process. Furthermore, many public services are run by agencies that recover their costs directly through user charges, so reducing costs provides the potential for savings to be passed on to users. UK adult population by internet use.

Cabinet Office, Digital Landscape Survey, August A growing proportion of people are willing and able to use more complex digital services that involve a high level of trust such as shopping and online banking. Furthermore, digital services are rapidly gaining strong reputations and loyalty from users. The people who use digital services do so for reasons of speed and convenience. The most frequent reasons people gave for choosing to use digital transactions were: Not everyone is online.

Through our digital inclusion and assisted digital programmes, we will help more people to use online services. Digital services must adapt seamlessly to meet the needs of mobile internet users. The new digital service standard will include a requirement to design digital services that are usable on mobile devices as well as desktop and laptop computers. In recent years there have been large advances in the portability and range of internet enabled devices.

This has changed the way users access the internet. OxIS research shows that ownership of internet-enabled phones continues to grow among all income groups. This will increase the number of people who can access the internet. Based on banking industry experience, this mobile web usage tends to be focused on simple straightforward transactions, notably progress tracking.

This offers the potential to shift a high volume of this type of transaction across to digital self-service, resulting in savings from reduced use of more expensive telephony channels. Government online publishing is in the process of being transformed by the GOV. UK website which replaced the previous Directgov and Businesslink. Government already uses digital channels for most of its communications, marketing and engagement.

Most departments and many agencies have developed expertise in using social media and other third-party digital properties such as YouTube to communicate with people and businesses, rather than paying for other channels. The Red Tape Challenge and e-petitions are 2 examples of this approach. Government has also made some progress in providing convenient, well-used and well regarded transactional digital services. Progress is also being made in making government information and transactions more widely and conveniently available through third parties.

Over 2 thirds of the 7. The clients of over 80 software providers use this service. Transactional services are the primary focus of this strategy. This is because developing transactional services offers the greatest scope to improve efficiency and the customer experience.

And despite the progress outlined above, they are also the area where there is the most work to be done to improve the digital offer and increase user take-up. There is a huge volume of transactions with government. This number rises to nearer 1. These are HMRCDFTDWPBISDefraMOJ and the Home Office. Whilst the majority of transactions are between government and individuals, there are also a significant number of transactions between government and business.

This includes some which are very complex and high value for example farming payments. In these cases, the use of specialist 3rd-party intermediary organisations is common. The process improvements recommended in this strategy will support these arrangements. Most government transactions fall far short of the standard of the best. For example, in some circumstances it is quicker to apply for some services by phone than by using the existing online service.

Inaround million calls a year coming into government were self-reported as avoidable. Such failure is frustrating and time-consuming for users but it is also costly for government. There are several causes of these failures. Many government services rely on digitised versions of pre-digital business processes, layered on top of legacy IT systems, some of which are over 30 years old. Each service has often been designed individually, rather than developing a consistent approach to user experience across the government digital estate.

Hence the user experience of government transactions is inconsistent and unnecessarily confusing, particularly to less confident users. Leading private sector digital businesses have learned that familiarity drives usage, and usage drives familiarity.

This lack of a consistent, high-quality user experience is a critical issue holding back performance and adoption of our digital services. Despite evidence of growing use of mobile devices as the route into digital channels, only a handful of government digital services cater fully for the needs of mobile internet users. Very few government digital services are flexible or agile enough to keep up with the rapid changes in user behaviour typified by the growth of the mobile sector.

If existing lengthy procurement processes and inflexible development models continue, they will be similarly poorly placed to adapt at any pace to future changes in how people prefer to use the internet. The Civil Service Reform plan acknowledges that we need to develop the right capability and skills to design, communicate and deliver the high-quality digital services we require. This makes services less efficient and less effective for users.

There are also weaknesses in the consistency, timeliness, accuracy and scope of management information to measure performance and costs between different services and channels. This means we may miss opportunities to target areas of waste, identify improvement opportunities or measure the benefits of change. We recognise that not everyone who uses government services is online, and that not everyone will be able to use digital services independently.

The government has to ensure fair access to services for those who are entitled to them. Many people who are offline will keep using the services in non-digital ways, such as face to face, by phone and through intermediaries.

In some cases, people may be offered help to use the digital channel. This is an integral part of providing digital by default services.

Departments will consider how they will provide this assistance at the same time as they are digitally transforming their services. Government Digital Service worked with departments to develop a cross-government approach to this issue.

This is to ensure those users who need this help receive a consistent service across the multiple services they use. We want those who are able to use our digital services to do so. For those who can and do use digital services already, the actions outlined in this strategy will result in a better user experience and a wider range of high quality digital services.

To persuade people to use government indiana stock market simulation services, we need to improve the quality of the services to make them clearly preferable to the alternatives.

We also need to make people aware of the services that are available. A number of techniques can be used to raise awareness and encourage people to use digital channels.

Departments will consider which methods are most appropriate to the context of their service, and the needs of their service users. But even services that inherently involve face to face contact can be redesigned - digitally - around the needs of users.

They will be able to pass on test information to the next stages of the process more swiftly and efficiently.

Over time, the success of better designed digital uk stock brokers for expats will allow government to reduce the scale and profile of less convenient, less effective and less cost-efficient contact methods telephony, face to face, post.

The most important part of this strategy is the need to redesign government services to respond to user needs. We can learn lessons from other organisations which are succeeding in digital transformation such as high street banks or the BBC:. Measured against the European Digital Capability Framework set out below, departments are currently at varying levels of digital maturity.

By taking the principles strategic default put option actions set out we will make progress in all departments towards the highest levels of strong, agile, responsive and, above all, user-centred digital service provision. Martha Lane Fox, Antonia Romero MOJ and Ian Trenholm Defra talk about the impact of high-level digital leadership. Read how departments are responding to this action. Roo Reynolds GDSNikki Marsh DWP and Carolyn Williams DVLA talk about redesigning services the digital way.

Private sector organisations that have been at the forefront of delivering digital transformation have repeatedly indicated the importance of leadership at all levels to their success. It is therefore important that we ensure that suitably skilled and empowered leadership is in place within departments and agencies to lead service transformation.

Digital leaders will provide active senior leadership for departmental digital strategies and activities and provide expertise and challenge to their boards.

Cabinet Office will help boards to identify digital leaders with suitable experience and skills role specification in Annex 4. These will usually be members of the departmental executive or management board. In a number of departments, these are already in place.

Outside government, organisations in the public and private sector are learning that empowered, experienced and highly skilled managers often called product managers in the commercial world are necessary to deliver high-quality digital services.

Government will adopt wikipedia commodity futures trading commission same model, and ensure each of its transactional digital services handling overtransactions each year is developed, operated and continually improved by an experienced, skilled and empowered service manager. These are not technical IT posts, nor are they confined to the revolutionary beginning of the american stock market a website.

Instead, they are individuals who work full-time to develop and deliver all the changes necessary to provide effective digital services. With a handful of exceptions, this is a new role within government. These service managers will:. Cabinet Office will help departments to recruit suitably skilled individuals. Newly appointed service managers will be supported by Cabinet Office through a specialist training programme run by the Government Digital Service.

This will include the hands-on process of designing and prototyping a digital service. Roger Oldham MOJSue Unerman MediaCom and staff from the Government Digital Service talk about the importance of digital capabilities. Alice Newton talks about developing projects for Number 10 and beyond in the Technology in Business Fast Stream. All departments should ensure that they have appropriate in-house specialist digital capability, including the management of their portfolio of digital services.

This capability will vary in size and skill-sets depending on the balance of information and services the department is responsible for. It will typically include specialist digital skills in digital service design, development, analytics, digital strategy, online publishing and product management.

Departments with lower volumes of transactions could international stock exchange brokers in karachi specialist digital resources. Government Digital Service has a team which works with departments on transformational service redesign projects. This support will continue, and be extended. Annex 2 describes the support that is available. To complement this internal development, approaches to recruitment will need to be adapted to attract staff with appropriate skills from outside government.

Departments will also provide opportunities for existing staff to develop the required digital skills. Government Digital Service will help Civil Service Learning to develop training for senior civil servants to raise their awareness of the opportunities offered by digital to improve a wide range of policy outcomes. Digital skills and leadership will be incorporated into the new government-wide approach to active corporate management of current and future leadership from Fast Stream through to future Permanent Secretaries set out in the Civil Service Reform plan.

Where possible Fast Stream entrants should spend one of their 6 month placements during their first 2 years in a digital role. The new Future Leaders Scheme will aim to give middle managers operational management experience in a digitally delivered service area as part how much money did evan almighty make overall career planning.

Departments will ensure appropriate levels of digital skills are part of core competencies, performance and objective-setting frameworks at all levels. For the 7 transactional departments HMRCDFTDWPBISDefraMOJ and the Home Office plus Cabinet Office:. Government digital services are inconsistent and often do not meet the standards that users expect.

To ensure that users receive a consistently high-quality digital experience from government, Cabinet Office developed a service standard for all digital services. No new or redesigned service will go live unless they meet this standard.

The full standard was published by the Cabinet Office in April The majority of the benefits will be achieved by the 7 transactional departments. Service redesign and prototyping work for these exemplar services started April or earlier. For each service identified for redevelopment, a proposed delivery plan will be prepared, showing how the department will resource the project including meeting the challenges in senior digital leadership, appointing a suitably skilled service manager to lead from the inception of the redesign process and undertaking service design and boundary binary options brokers and product put options advantages and disadvantages. Any funding required will be found by departments from within existing budgets, re-prioritised where necessary.

Departments will share the learning from the transformation of these exemplar services to increase digital capability across the civil service. All departments will redesign all their transactional services that handle overtransactions each year for completion by the end of the next spending review period.

In November there were transactions that met this threshold. In exceptional circumstances departments may seek an exemption from this requirement; for example where a business case for digital by default service design does not demonstrate good value for money. Any put forward would be agreed at a cross-government level.

Departments will identify which services they transform first, for agreement with Cabinet Office. Annex 3 identifies a number of criteria which departments should consider when selecting which services to redesign to ensure the greatest benefit to users and savings to government. Departments with direct responsibility for fewer than 1 million transactions each year will transfer their information on to GOV.

UKbut their departmental digital strategies will include clear plans for the future transformation of their services to digital by default. Progress against transformation of the exemplar services is published on our Service Transformation Dashboard. UK has replaced Directgov and Businesslink. UK has demonstrated how these methodologies can deliver high quality digital products that meet user needs, and are more efficient for government.

Similarly, when looking for information, respondents using GOV. UK took an average of 80 seconds, as opposed to seconds on Directgov. Between November and Marchthe corporate publishing activities of 24 ministerial departments will move onto GOV.

By Marchthe information publishing aspects of all department, agency and arms length bodies websites other than those granted a specific business-based exemption will transfer to GOV. UK by March However, we have now resolved these and will complete transition by July Similarly, we are aiming to move HMRC a non-ministerial department across to GOV. UK by summer In order to maximise the benefits from transformed digital services, departments must work to accelerate their take-up, shifting users able to access the internet away from non-digital channels.

Departmental digital strategies will include clear plans for encouraging the move from offline to digital channels, through awareness jquery dynamic select box options, involvement of front-line staff and appropriate use of incentives.

Copper on stock market will re-assess the effectiveness of their promotional activities to maximise the awareness of new and existing digital services, and encourage those who could use them to trial them.

This does not have to involve expensive marketing campaigns. Forex tester 2 indicators will build on service experience and expertise in behavioural insight and behaviour change in the public and private sectors to raise the profile of digital services, and encourage users to use them.

A key element of the channel shift approach will involve existing front-line staff both face to face and telephony. They should be made proficient in the use of digital services and encouraged, trained and equipped to support people in trialling and using the services themselves for example by having the same front end access to a service system as the user, making explanation and support more straightforward.

As digital take-up increases, the role of front-line staff may evolve. As well as ensuring users are aware of digital channels, the grameen bank on stock market to digital as the channel of choice can be facilitated by use of incentives.

Departments will be encouraged to trial a range of positive incentives to encourage digital adoption. The Powerpoint presentation anti money laundering Digital Service will work with service managers to collate and share experience and tools developed through initial transformation projects, as well as drawing in appropriate expertise from the commercial sector to share experience and techniques for facilitating channel shift.

Marketa Mach, CEO of Go ON UK, talks about their work making sure that no-one is left behind by the growth of digital services. This means that people who have rarely or never been online will be able to access services offline, and we will provide additional ways for them to use the digital services. The government has to provide public services to everyone who is etoro binary options signals to them.

Digital by default means that digital self-service is the default option for people who can use it, not the only option.

To ensure that people who are offline can access digital by default services, we will offer them ways to access services offline, and we will provide additional ways for them to use the digital services. Scottrade options tools services must be designed to meet user needs. We need to make sure that government takes a consistent approach to providing services for people who have rarely or never been online.

This will be better for users and more efficient for government. The approach includes a range of possible ways to provide services for people who are rarely or never online, depending on what the user needs are and how complex the service is. For more complex transactions and a high proportion of people who are not online, services may use a mix of face to face, phone and paper support.

Face to face support may involve having people helping users to do their transaction on terminals, or a user being able to give their details to a person who will enter it into the digital service on their behalf. Front-line staff have a vital role to play. They will signpost other ways for people who are not online to access services. Private or voluntary and community sector organisations will also be involved. The Government Digital Service, departments and stakeholders including Age UK, Post Office, Online Centres Foundation, Citizens Advice, Go ON UK, Society of Chief Librarians, Digital Unite, Communications Consumer Panel, Carers UK, UCanDoIT, Shelter, Shaw Trust and Lasa worked together on the cross-government approach to assisted digital which was published in December Within government, we also worked with Arts Council England and BDUK.

The government published its approach in December Departmental digital strategies also reflect these plans. This work is covered by Action 15 on digital inclusion, where we are collaborating with Go Strategic default put option UK in their work to help make the UK the most digitally capable nation in the world.

Tim Brooks BMJ Group and Denise McDonagh Home Office talk about how SMEs can revolutionise digital delivery. Departments currently rely on a few, large systems integrators to supply their digital requirements.

They can lack the in-house expertise to act as a challenging and informed client, and this has resulted in expensive and inflexible long-term contracts which do not support delivery of services likely to meet the forthcoming digital service standard. However, the UK has a burgeoning digital technology sector with a wide range of highly skilled and innovative companies, including small and medium sized enterprises who are often unable to access the government procurement market due to high barriers to entry and complex, expensive and often frustrating processes.

The need to redesign services to be digital by default is an opportunity to secure greater value for government, by changing how we commission our services, developing in-house capabilities and reducing our reliance on a few large systems integrators.

Cabinet Office has built on existing procurement reform to develop new commissioning arrangements for digital projectsto encourage a wider range of bidders, including small and medium sized enterprises. This will be accompanied by training and awareness raising for departmental procurement leads on the requirements for the new approach. To achieve this shift, there is a recognition that work will not inevitably go to the cheapest bidder, but that more flexible contracts with suppliers will be explored and assessed with a view to what longer-term value they will bring to government by providing agile and scalable solutions that meet user needs.

A number of new techniques may be introduced to the commissioning process to enable departments to gain a deeper understanding lowyat forex broker the capabilities of prospective suppliers. These include collaborative procurement techniques where face to face time is maximised with prospective suppliers and scenarios are used to understand supplier capabilities and approaches.

Both of these methods will be supported by fair and objective scoring. The ICT strategy stressed the need for government to procure its technical infrastructure - its servers, internet hosting, etc - as commodity services. The framework is an example of this shift, with over suppliers offering cloud-based solutions on a pay-as-you-use basis, with a ig forex rates 12 months contract.

The learning from the development of the framework will be fed into other digital procurement and commissioning reform. Cabinet Office will lead in the definition and delivery of a range of common cross-government technology platforms, in consultation with departments to ensure they meet business needs. These will underpin the new generation of digital services. Departments will be expected to use these for new and redesigned services, unless a specific case for exemption is agreed.

We know that our users often find it hard to register for our online services, so it is vital that we offer a more straightforward, secure way to allow our users to identify themselves online while preserving their privacy.

The Identity Assurance programme in the Cabinet Office will continue to develop a framework to enable federated identity assurance to be adopted across government services in due course. All our work in this area is guided by the identity and privacy principles drawn up by our Privacy and Consumer Advisory Group. The Government Digital Service has also developed a data insight platform that will combine a range of data including analytics, web operations and financial information.

Using clear visualisations, it will provide high level performance reports for leaders and more detailed data for service managers. In a few areas, laws made before the digital age can severely constrain the development of simple, convenient digital services.

For example, HMRC have to provide tax coding notifications on paper rather than by electronic channels. Cabinet Office will work with departments to identify these potential barriers and ways to remove them. This could mean either reviewing current restrictive interpretations of laws passed before digital methods existed or, in some cases, by considering whether legislation needs to be changed. The Red Tape Challenge is examining some 6, substantive regulations and identifying at least 3, to scrap or overhaul.

This includes finding ways to reduce burdens for businesses, taxpayers and individuals by moving to digital methods. Policy and legal experts will work closely with digital specialists and those who are responsible for designing services to find a solution to any problems identified. We will hold these discussions early in each design process and continue them throughout development some may also emerge during implementation and operational stages. We will share the solutions widely across departments to help with consistency and smoother joint working.

Richard Sargeant talks about how his team have helped to define performance information at the Government Digital Service. Service managers and decision-makers need high quality, consistent management information to make sound decisions and help them monitor and improve performance.

Some services collect and assess detailed performance data but most digital services still do not have good enough management information. Cabinet Office will establish a consistent set of management information measures which departments will use, meaning they can effectively compare performance across time and against similar services.

Collection of this information will be built into every new or redesigned digital service.

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Reliable management information makes it possible for good performers to be identified and given recognition. Service performance will not only be bench-marked against historical performance, but also standards recognised as best practice.

Service performance will be measured through a clear and consistent set of indicators. Stephen Hale and Rachel Neaman talk about developing policy with the help of social media and digital consultation at the Department of Health. Transactional services and information are the primary focus of our digital by default approach, but digital also provides ways to improve the broader policy making process, through better engagement and consultation.

It has the potential to transform democratic participation in the policy process, and improve the design of policy itself.

We have already developed better skills in listening and responding to public feedback through digital channels. In Maysocial media guidelines were issued to civil servants based on 6 principles — that government should:. When civil servants, policy makers and service delivery units alike, open themselves to dialogue with the public they can glean a much better understanding of the real needs and concerns of citizens.

For example, Department of Health made a draft Bill openly available for comment online using social media in July This increased openness and made it straightforward for people to comment on individual clauses or topics before the Bill was introduced to Parliament.

This ran alongside other offline stakeholder engagement. These comments have directly influenced the decisions to scrap or overhaul over 1, regulations of the 2, examined by November Departments will train and develop policy teams to understand and use a wider range of digital methods and channels.

Strategic Default

They will use these to engage and consult with the public on a daily basis around areas of policy development, up to and including formal consultations. Cabinet Office will also provide training to policy teams on the potential of digital by default approaches as they draw up policy proposals. We are developing a range of case studies on successful use of digital policy-making tools and techniquessupported by guidance to civil servants on effective online consultation techniques and approaches.

The government announced a new action on digital inclusion as part of the one year on refresh of the Government Digital Strategy. Anna-Maren Ashford, Deputy Director for Partnerships and Digital Inclusion and Michael Windmill, Head of Policy for Digital Inclusion, discuss why the new action has been introduced.

The government cannot tackle digital exclusion alone. Our approach to assisted digital will provide 1 way for departments to help people go online, but accessing government services is far from the only motivation.

Digital inclusion is about having the right access, skills, motivation and trust to confidently go online. The challenge is not confined to individuals; digital exclusion can apply to some businesses or voluntary, community and social enterprise organisations. Empowering people to go online can help tackle wider social issues, support economic growth and close equality gaps.

To do this we will collaborate and build better, stronger, more sustainable partnerships between the public, private and voluntary sectors. We will do this together with Go On UK who will provide 1 of the links between government and non-government partners. Departments and devolved administrations have already appointed a senior digital inclusion lead where relevant to their business.

They will embed ways of helping people go online into programmes and policy making and help remove the barriers that people face. This will include building digital inclusion into digital and assisted digital services. We will publish a government digital inclusion strategy in Spring setting out the joint actions we will take with cross-sector partners. Departments will work with Government Digital Service GDS during on cross-government discovery work to understand user needs and the approaches and standards required to support them.

She said this increase in focus on end users should include opening up government transactions so they can be delivered easily by commercial and not-for-profit organisations, and putting information wherever people are on the web, by syndicating content. Our Digital by Default Service Standard already guides services towards offering high-quality application programme interfaces APIsallowing departments to integrate services, and make these available to third parties.

However, we need to move beyond this to make this approach a core part of our digital service transformation thinking and processes from the very beginning. UK to make all information held on it easily reusable, seek Open Data Institute certification for the site, and find ways to make the publication of common data formats simpler and easier, linked with the work being undertaken through the Open Standards Board.

In the meantime, we will undertake further work with users during to understand what will be especially valuable to make available to them in this way. An approach where projects and products progress and develop in incremental iterations. The product works from a very early stage, so improvement can be made based on real user feedback and testing.

An application programming interface or API is a way of making information available to other developers for use in tools and services. APIs allow developers to use information quickly and easily, and help to ensure that they can access data in the most efficient way available.

Departments will ensure that there is engaged leadership at sufficiently senior level to make service transformation possible. Information services cover the publishing of information to help citizens and businesses in their engagement with government. For example, in Augustone of the most visited informational pages on Directgov listed the dates of forthcoming public holidays.

A systems integrator or SI is an individual or business that builds computing systems for clients by combining hardware and software products from multiple vendors and ensuring that those subsystems function together.

Transactional services include interactions with the government, from booking driving tests and filing tax returns to setting up a company and applying for a public house licence: The transformation team works with departments, agencies, non-departmental public bodies and arms length bodies on their digital transformation projects.

It helps establish what departments do, who departments do it for, legacy challenges, in-house digital capability and savings opportunities from channel shift and technology replacement. It supports them using either a co-delivery or consultancy model. Departmental propositions are assessed at different stages of the process but a common theme runs throughout:.

Departments are encouraged to use the same assessment criteria during their own service proposition portfolio management process. Departmental decisions on priorities for determining the order that services come forward for end-to-end redesign will therefore vary according to circumstances and opportunities, but prioritisation could be based on any of the following:.

The network is run by the Government Digital Service and is made up of a departmental digital leader from each main government department, plus digital leaders from each of the devolved administrations.

It was amended following the meeting to include a specific job description to reflect the slightly different role of the devolved administration members. All content is available under the Open Government Licence v3. Skip to main content. Home Government Digital Strategy. Policy paper Government Digital Strategy: Francis Maude, Minister for the Cabinet Office Executive summary This strategy sets out how the government will become digital by default.

Improve departmental digital leadership Departmental executive boards will include an active digital leader. Develop digital capability throughout the civil service All departments will ensure that they have the right levels of digital capability in-house, including specialist skills. Redesign transactional services to meet a new Digital by Default Service Standard All departments will undertake end-to-end service redesign of all transactional services with overtransactions each year.

HM Revenue and Customs HMRC Department for Transport DFT Department for Work and Pensions DWP Ministry of Justice MOJ Department for Business Innovation and Skills BIS Department for Environment Food and Rural Affairs Defra Home Office Each of these departments will agree 3 significant exemplar service transformations with Cabinet Office.

Complete the transition to GOV. UK Corporate publishing activities of all 24 ministerial departments will move onto GOV. Increase the number of people who use digital services Departments will raise awareness of their digital services so more people know about and use them, and look at ways to use incentives to encourage digital adoption. Provide consistent services for people who have rarely or never been online It is important we do not leave anyone behind in this move to a digital by default approach.

Broaden the range of those tendering to supply digital services including more small and medium sized enterprises Cabinet Office will offer leaner and more lightweight tendering processes, as close to the best practice in industry as our regulatory requirements allow.

Build common technology platforms for digital by default services Cabinet Office will lead in the definition and delivery of a new suite of common technology platforms, to underpin the new generation of digital by default services. Remove unnecessary legislative barriers Cabinet Office will work with departments to amend legislation that unnecessarily prevents us from developing straightforward, convenient digital services. Base service decisions on accurate and timely management information Departments will supply a consistent set of management information, as defined by Cabinet Office, for their transactional services.

Improve the way that the government makes policy and communicates with people Departments will encourage policy teams to use a wider range of digital tools to communicate with and consult people, both within the UK and overseas.

Collaborate with partners across public, private and voluntary sectors to help more people go online Departments will build digital inclusion into all relevant policies and programmes, and collaborate with private and third sector organisations to remove barriers to internet use, whether caused through lack of skills, motivation, access or trust.

Help third party organisations create new services and better information access for their own users by opening up government data and transactions Departments will undertake cross-government discovery work with GDS to understand user needs for services delivered outside GOV. Introduction This strategy contains 16 actions the government will take to become digital by default.

This follows the Civil Service Reform plan by developing services that: In his foreword to the Civil Service Reform plan, Minister for the Cabinet Office Francis Maude said: To help other organisations improve their digital services, we will: The benefits of digital by default Digital by default services are more efficient and more convenient for users.

Case study Martha Lane Fox, Antonia Romero MOJ and Ian Trenholm Defra talk about the impact of high-level digital leadership. Case study Roo Reynolds GDSNikki Marsh DWP and Carolyn Williams DVLA talk about redesigning services the digital way. Case study Roger Oldham MOJSue Unerman MediaCom and staff from the Government Digital Service talk about the importance of digital capabilities. Case study Alice Newton talks about developing projects for Number 10 and beyond in the Technology in Business Fast Stream.

Case study Tim Brooks BMJ Group and Denise McDonagh Home Office talk about how SMEs can revolutionise digital delivery. Case study Richard Sargeant talks about how his team have helped to define performance information at the Government Digital Service.

Case study Stephen Hale and Rachel Neaman talk about developing policy with the help of social media and digital consultation at the Department of Health. Help us improve GOV. Services and information Benefits Births, deaths, marriages and care Business and self-employed Childcare and parenting Citizenship and living in the UK Crime, justice and the law Disabled people Driving and transport Education and learning Employing people Environment and countryside Housing and local services Money and tax Passports, travel and living abroad Visas and immigration Working, jobs and pensions.

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Digital is at the heart of policy and strategy. Services are digital by default. Digital culture is strong: Senior management have made significant progress in delivering the vision and plan, implementing new capability and trialling it successfully by re-engineering a range of services to be digital by default.

Senior management in place with a remit to set targets, develop over-arching vision and plan, and develop necessary capability and culture. Digital is seen as a key transformation and advocacy is strong at key parts of the organisation.

Some digital services, but often of limited quality. Senior board level digital management not in place. No awareness of digital capability, no resources allocated, no digital strategy, plan or metrics, no understanding of best practice, no digital services.