How to build better digital capacity
TO: Tom Loosemore
FROM: Carolyn Freeman, digital adviser
DATE: November 15, 2021
RE: GDS improvements
I. Creating a better GDS
The UK Government Digital Service is full of talented people working hard to digitize and increase accessibility to our country’s resources and services. However, the service is limited by its consultant model and limited internal knowledge of digital services within agencies. To improve end outcomes and increase cost efficiency, we need to reshape how the service operates within the government system.
Currently, the GDS operates within the consulting model. It is a small team installed within the government that is deployed out to solve problems within other departments. The team routinely faces problems related to lack of technical education or understanding internally. For instance, a department may be unwilling to make a major change because they aren’t sure why the payoff is necessary. By restructuring how the GDS operates with civil servants and within the government, we can solve many of these problems.
II. The stakeholders
III. Criteria to keep in mind
Our priority goals here are to focus on improving the political environment and institutional capacity of the UK government. If we can improve the GDS on those levels, then other priorities, like improving user-centered design and delivery capability will follow.
a. Feasibility
The UK Government Digital Service is not its own official agency, so any action it takes must adhere to a government goal. This means that it may be more challenging to implement a solution that is self-serving rather than primarily cost-saving. We must consider how realistic the implementation of a solution is.
b. Cost-effectiveness
The primary goal of the GDS is to save the government money. This will be a primary criteria we keep in mind to determine whether the policy option is useful in general.
c. Value of outcomes
Our policy option must focus on the ability to deliver higher quality outcomes to the people who will be using the services.
IV. Policy options
Install a key team lead within major government agencies.
One of the most major obstacles the GDS faces is the need to convince agencies to tackle a problem before they are able to. This is a byproduct of the consulting agency model that the GDS operates under. To solve this, we need to install a representative from GDS within every major agency. This person will be responsible for identifying potential areas that could be improved and liaising between GDS and the rest of their team. Because they will work internally in the department, they will have the historical knowledge that career civil servants have. This would alleviate burdens on existing civil servants to understand work outside their scope or knowledge and would allow digital service to be a strategic partner, rather than an afterthought, therefore improving the political environment.
Train existing members of agencies to have digital knowledge.
Career civil servants possess historical data that the GDS may not necessarily have. By training these civil servants to have a better understanding of the digital service team, we can induce them to incorporate a digital-first mindset into their work. This suggestion will also have the least additional cost, since we would be training existing staffers who are in their own departments, rather than bringing in new staff or rearranging the structure of the organization. By empowering existing civil servants, we will improve our political environment and increase institutional capacity.
Cede control to internal agencies, only offer recommendations
This policy option indicates that the internal departments know best for their own work, and can decide whether to accept or reject the suggestions of GDS. We would allow departments to opt in to quarterly audits from the GDS and can act on their recommendations if willing. This allows departments full control over the outcome of their work. This will also increase the institutional capacity of the GDS to focus on problems that have significant departmental buy in, rather than chase
V. Recommendation
The most effective way to benefit the political environment and increase the institutional capacity of the GDS will be to hire slightly more staff and install members of the GDS within departments that are anticipated to have significant digital work forthcoming. The internally installed members of GDS will have the benefits of significant, nuanced understanding of how the department works, as well as professional background in digital, design, and/or engineering. This system will ensure that neither the department nor GDS wastes time in exploring and scoping out projects. In addition, an internally installed employee will give civil servants closer access to ask questions, understand the mission of GDS, and feel empowered to work within the service organization. We will refer to these particular GDS employees as internal digital specialists.
VI. Implementation
The first step in implementing this program will be to interview department heads to understand which departments are likely to be able to support and need an internal digital specialist. From there, we will begin the hiring process for internal specialists, which may come from within the GDS or elsewhere.
Once hired, the internal specialist will spend their first month within the GDS to fully understand how the team works. From there, they will begin to integrate into their department. The specialist will have weekly check-ins with the GDS team to report out on upcoming or ongoing projects. Internally, the specialist will act as the connection between the department and GDS and the source of truth to the department’s priorities.
See below for a more detailed timeline.
VII. Timeline
Month 1: GDS hiring team interviews heads of major departments to understand demand for internal specialist and departmental need for digital projects.
Month 2: Hiring commences. Candidates are screened for digital, design, and engineering knowledge; project management skills; government knowledge; and general curiosity.
Month 3: Hiring continues.
Month 4: Potential applicant pool is whittled down to finalists. Specialists are hired.
Month 5: New specialists are brought on to GDS and begin to train within the service. They are given high level briefings on departmental priorities, prior projects, and staffing.
Month 6: Specialist is fully integrated and begins to work in the department. Specialist begin weekly check-ins with GDS leadership.
VIII. Addendum
References
“2018 State of Digital Transformation.” Belfer Center for Science and International Affairs, https://www.belfercenter.org/publication/2018-state-digital-transformation. Accessed 17 Nov. 2021.
Bernholz, Malte, and Andrew Teng. “Why and How to Build an In-House Consulting Team.” Harvard Business Review, Sept. 2015. hbr.org, https://hbr.org/2015/09/why-and-how-to-build-an-in-house-consulting-team.
“UK Government Digital Service: Moving Beyond a Website.” Harvard Kennedy School. Accessed 17 Nov. 2021.
