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03 KIM Strategy Influencer 10 min pitch.pptx

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Customer Experience & Engagement Strategy (2021)

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Customer Experience & Engagement Strategy (2021)

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https://cyfoethnaturiolcymru.sharepoint.com/teams/manbus/tp/dcf/Communications/Initiation%20Phase%2020-21%20%28Prev.%20Phase%203%29/Communications/CX%20Comms%20Strategy/CX%26E%20Strategy%20Version%201.pdf

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Our purpose

At GDS, our mission is to build a simple, joined-up and personalised experience of government for everyone. Using our unique position at the centre of government, we will develop services that just work for the user, however complex the underlying systems.

The journey to today

Ten years ago, the UK government had an organically grown online presence with each government department, agency and arms-length body having their own website. Additional information was available through DirectGov and BusinessLink, early attempts at bringing information together in one place.

Following Martha Lane Fox's report into digital government in 2010, GDS was established to focus on fixing publishing, digitising high-volume transactional services, and building "wholesale" technology platforms. GOV.UK was created, and more than 2,000 other websites were fully migrated to the new single publishing platform. Twenty five of the highest volume services were chosen as "exemplars" of digital transformation, and a programme established to deliver the transformation. While there are lessons to be learned, many of these services remain the gold standard for what excellent digital services can look like.

In the 10 years since GDS was created, departments and agencies have built digital teams of the highest quality, and many of the most important services have been built and designed based on research from real users, and are supported by agile, multidisciplinary teams.

GDS's role in 2021 and beyond

From our position in the centre of government, we are perfectly positioned to look at the work of digital teams across government to identify where there are common needs for products, platforms and services. By building centrally we can do the heavy lifting to allow departments to focus on building services, rather than having to reinvent the wheel.

It is also important to recognise that GDS is no longer in start-up mode. Of our circa £90 million budget this year and with more than 800 people, around 60% are needed to support our existing platforms, services and content. This includes ensuring GOV.UK, which is a vital resource for millions of citizens, is available, reliable and has up to date information.

We therefore have to be selective about where we focus our people, skills and money to make the most difference to the most users of government services. We believe there are 3 main categories that enable this:

services that hide the complexity of government structures from the end user

services that can only be delivered by the centre

services that should be built once, and reused widely

With this in mind, we have 5 main missions for the next 3 years.

Mission 1: GOV.UK as the single and trusted online destination for government information and services

At the heart of everything we do for the next 3 years, we must ensure that GOV.UK remains the single trusted source of information, guidance and services for the public. To do this, we will:

continue to invest and develop our content teams

ensure the technology platforms underpinning GOV.UK are in support, highly available, and secure

iterate the design and operation of key features like navigation and search

move beyond websites and look at how government information, guidance and services can be reached from where users are, rather than where suits us

ensure that the publishing tools we provide to civil servants right across government are simple and clear to use, and encourage the use of emerging design patterns

Mission 2: Joined-up services that solve whole problems and span multiple departments

Some people only need to access government services a few times per year, they complete the forms and move on. However, there are millions of people who have complicated, busy lives and need lots of help from government, sometimes for a few months, and sometimes for years. For these users, our services appear tremendously siloed and difficult to navigate. To fix this, we will:

build GOV.UK account functionality, and make it available to everyone who wants it, while ensuring that there are offline alternatives for those who can't

create a single sign-on for all services that need it

explore developing a personalised view of GOV.UK content based on the users' situation

map and connect data around individuals and agree sharing arrangements with departments

explore "one-click" completion of common forms and services using the information we already know about the user

build a central interface to manage and update the information that government holds on you; for example, you could change your name or your address once and we'll let the rest of government know

develop a series of "whole services" for users from the centre of government to demonstrate how joined-up data and processes can work to make government simpler, clearer and faster. This might include things like having a baby, or preparing to retire, or turning 18. We have already started our first, which is "Starting and sustaining a business", which you can read about on the Inside GOV.UK Blog

Mission 3: A simple digital identity solution that works for everyone

Most government services' existing login and digital identity solutions have been designed, developed and operated in departmental silos, with a focus only on meeting each department's needs. For users, this is a confusing and frustrating picture; for government, this is expensive and leaves the door open for fraud.

We will build on what we have learned from GOV.UK Verify and create a new way for users to sign-on to services from any department, and confirm their identity. The work will follow some basic principles:

the new services will be built in partnership with other government departments

the identity checking service needs to work for everyone in the country, regardless of their socio-economic situation. For example, someone who is a prison leaver and may not have a fixed location, or someone with an address but has a passport that has expired.

we will design-in simplicity and relentlessly test with users

existing services will only be integrated, absorbed or turned off when the new service has been tested thoroughly, and everyone is happy that it works as it needs to

users will have full control over their data from their GOV.UK account, and the connected data we hold

Mission 4: Common tools and expert services

We talk a lot about our successes in digital transformation, from online tax to MOT reminders. However, for many citizens their experience is very different. Perhaps they want to sponsor a visa applicant, or change their name by deed poll, or even adopt a child. For these journeys, and more than 3,000 others, our users still have to rely on printing off a PDF, filling it in by pen, and posting it into a government office. This is bad for users, enormously inefficient for government and the army of people we have processing paper, and misses opportunities for using the data for analysis.

To tackle the long tail of PDF forms and other difficult to navigate services, we want to make it almost effortless for departments and agencies to digitise their services. To help, we plan to:

build a new "Collect information from users" (formerly known as "Submit") service to automatically digitise existing forms, as well as making it simpler for people to automatically create new digital forms rather than PDFs

build a set of components and make them available to everyone - things like address pickers, company lookups and lists of countries

develop or procure a set of lightweight back-office products for case management and other common needs to end-to-end digitise services

We also need to ensure our existing platforms are well maintained, and build and sustain a professional services division to help other parts of government (central and local) where needed. Specifically, we will:

support and enhance the existing GOV.UK Pay, GOV.UK Notify and GOV.UK PaaS services, as well as the GOV.UK Design System

develop a team of expert practitioners who can go out and help teams in other parts of government to digitise their simpler services using the Government as a Platform (GaaP) products - you can read more about GaaP on our blog

continue to work with governments around the world to share learnings on digital transformation patterns and approaches, drawing insights to also help keep GDS at the cutting edge

Mission 5: Joined-up data across departments

To deliver any of the above 4 missions, we need to put data right at the heart of our strategic approach. That means being able to comprehensively understand how people interact with the government online, and being able to use data about people and government (with permission) to provide the level of service that they expect. This mission, delivered in close partnership with the Central Digital and Data Office (CDDO), will focus on:

exploring an events brokerage service that enables departments to share information about users that would be useful for other parts of government to know - some examples might include when someone leaves Higher Education, or becomes a British citizen, or is made redundant

creating the cross-government reference architecture and identifying, enabling and standardising the data registers across government most critical to service delivery

creating the exchange mechanism between the citizen and the state to, in time, finally enable the 'tell us once' principle

building the insight capability of how people interact with the government online to focus where we should prioritise our end-to-end service transformations and to inform policy creation and iteration

How we will achieve this

For GDS, as with any organisation, how we go about delivering this strategy is as important as what is in it. We commit to:

continuing to champion the needs of end users above all else, as we believe that ensuring things work for end users is the only way to realise the efficiencies that come with digital transformation

embedding the highest standards of trust, transparency and equity in everything we do and build

working in close partnership with other parts of government and build through consensus and proven delivery

being bold in our ambition: some of our work to join up government services will result in some difficult questions about ownership, accountability and data sharing; we will listen and react, but will push for the right thing, not the easy thing

we will be humble rather than arrogant, and regularly get out to where services are delivered

working in the open, which involves regular blogging, public speaking and discussions with people inside and outside government

a continued commitment to open-sourcing our code where possible and encouraging reuse in the UK and globally

ensuring that GDS is a safe, fun, and fulfilling place for our people to work, where we will have a zero-tolerance approach to bullying, discrimination, uncomfortable banter and anything in between

working to make our teams more representative of the society we build for: we will be carefully monitoring our diversity in all characteristics, as well as working tirelessly to reduce any pay gaps we discover

building out GDS hubs in Manchester (initial focus) and Bristol to attract more talent, and to be less London-centric in our approach

Where we won't be focusing

Our strategy is meaningless without an overview of what will not be focused on. For GDS, we will not be explicitly focusing on:

government digital and technology strategy and policy, DDaT capability or spend controls: these important missions have moved out of GDS and into the newly-formed CDDO (though we will continue working closely with our CDDO colleagues)

running another big exemplar programme for individual transactional services: most departments and agencies are more than capable of doing these themselves with the right funding and support

legacy technology and cyber risk: our mission focuses on the interaction between end users and government, rather than the technology underpinning government departments. This will be led by CDDO and the strong technology teams across government, with support from the Government Security Group.

shared services and Enterprise Resource Planning (ERP) solutions: this sits in another part of the Cabinet Office called Business Services

end-user technology (laptops, productivity tools and similar) for civil servants, which will be led by departments with coordination coming from CDDO

This strategy is a moment in time, and we fully expect it to change and adapt based on what we discover. Some of this work covers uncharted territory, and we may find there is limited value in what we're building. If so, we will stop and focus on something else.

As we progress over the coming months and years, we will work in the open and blog regularly about what we are doing, so we'd love to hear your feedback.

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Government Digital Service: Our strategy for 2021-2024

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At GDS, our mission is to build a simple, joined-up and personalised experience of government for everyone. Using our unique position at the centre of government, we will develop services that just work for the user, however complex the underlying systems. Ten years ago, the UK government had an organically grown online presence with each government department, agency and arms-length body having their own website.

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The term "digital" has many meanings in today's society. It's not just about the computers, tools and technologies that are changing all parts of our lives; it's far bigger than that. It's about taking a new approach.

Digital change has accelerated in recent years and now offers us a range of new tools for solving old or novel problems. In essence, digital offers the potential to make our experience of the world better: enhancing people's lives, strengthening the delivery of public services and the work of government, as well as helping businesses to adapt to the future.

I previously chaired an expert panel for the Welsh Government to look at how we could harness the power of digital to improve public services. Our System Reboot report put it like this:

"digital change isn't just about technology, it's about a change of culture. It's about being open. It's about using data to solve problems. Instead of designing services from the viewpoint of what organisations think a citizen needs, a digital approach involves designing services that meet the needs of the end user"

The purpose of this Digital Strategy for Wales is to take a look ahead and set out a national vision for jointly adopting a digital approach across Wales. I want to ensure people in Wales experience modern and efficient public services supported by good, ethical, use of data. I want to stimulate innovation in our economy and support businesses to develop the resilience they need to succeed. I want to provide the people of Wales with the confidence they need to engage in their communities and in modern society. I want learners of all ages to have the knowledge, experience and skills to benefit from an increasingly digital and changing economy.

The Covid pandemic has demonstrated the importance of digital in delivering modern services at pace. We have seen digital acting as a major catalyst in adapting to the challenges we have faced. We need to continue with this agile and responsive mind set as the norm and not the exception.

Over the past couple of years we've made huge strides in developing the ecosystem for this transformation to happen. We've launched and invested in the Centre for Digital Public Services. We've appointed new Chief Digital Officers for Local Government and Welsh Government, with one to follow for Health. My Ministerial colleagues and I have invested significantly in Digital Health (£75 million), our Hwb EdTech programme (£92 million over the last two financial years and £15 million this year), Digital Infrastructure (£26 million), digital support for business (£2 million), the Centre for Digital Public Services (£4.9 million) and Digital Inclusion (£2 million).

Let's keep this momentum going, improving our skills and safeguarding Welsh jobs.

I am passionate about digital, about making life better for the people of Wales and supporting the resilience of Welsh business so that collectively we thrive as a nation. We have come a long way but there is certainly a lot more do be done. This strategy and its accompanying delivery plan is just the start.
Lee Waters MS, Deputy Minister for Economy and Transport

Who is this strategy for?

This strategy is for all of Wales. It is aimed at anyone creating, designing, providing or using digital tools and services. It identifies a series of priority areas under six missions which, when taken together, aim to accelerate the benefits of digital innovation for people, public services and across our business community.

It is designed to focus change across Wales and brings together the collective efforts of local authorities, academia, community councils, health boards and trusts, education providers, fire and rescue bodies, arms-length bodies, third sector and social partnerships. It sets out how together we will design and implement better public services, develop the economy and reduce inequalities.

This strategy will deliver the benefits of digital to the people, public services and businesses of Wales.

Accountability and leadership

We, the Welsh Government, have a clear leadership role in delivery of this strategy, but we will not deliver the step change needed across Wales on our own. The ambition described here can only be delivered through partnership working, collaboration and coordination; breaking down existing silos in order to support delivery.

From a public services perspective, the Chief Digital Officers in the Welsh Government, Local Government, Health and Care alongside the Centre for Digital Public Services will support delivery across Welsh public services. The Centre will also have a role in helping to monitor progress and reporting on this strategy.

Delivery and Action

We have identified six missions in this strategy and will continue to engage across sectors and stakeholder groups to make sure we get our priorities right and respond to changes during the strategy's lifetime.

To make this a reality we will take a delivery focused approach. That is why this strategy is accompanied by a delivery plan with the actions that will achieve the vision set out here. We know that much of our ambition requires a change in culture and many of our outcomes will only be achieved over the long-term. Our delivery plan will therefore be pragmatic in highlighting what we expect to deliver in the short-term to support our progress, alongside long-term ambitions.

Future Generations

This strategy will contribute to our progress towards the national well-being goals. We know that embracing digital innovation can lead to greater economic opportunities and a more prosperous and resilient society. Equipping people with the digital skills they need and designing services around the user will also improve social cohesion, create a more healthy and equal society with well-connected communities and contribute to a thriving Welsh language.

Through supporting remote working, designing public services effectively, using data smartly and modernising the technology we use we can support our ambition to reduce carbon usage (although we will need to continue to consider the net effect of driving up data usage).

Achieving real digital transformation of public services provides an opportunity to support the ways of working described in the Well-being of Future Generations (Wales) Act. Joined-up digital public services will be delivered through collaboration and integration. Good engagement will support the design of user-facing services that prevent inefficiencies and inconsistent experience for the citizen. Designing services in an iterative, agile and user-focused way will ensure services are designed for the long-term.

Our approach

In developing this strategy, we have shared our thoughts and progress and listened to feedback. We published an online blog about each of the proposed missions over a two month period and invited feedback. We also engaged broadly with a range of stakeholder groups and forums, including representatives from public services in Wales, members of the Wales Race Forum, businesses and representative trade bodies, children and young people and people with learning disabilities.

We are grateful for the range of comments we received on the blogs, responses via the online form, feedback on social media and views given at engagement events. Taking this approach has allowed us to test our thinking and crowd-source ideas from a wide range of people in order to identify our priorities. People have engaged actively in the process and we have adapted our thinking before publishing this final version of the strategy.

Overall, the wide ranging dialogue has reinforced that our vision and ambitions are well supported from across the public, private and third sectors in Wales. The key themes which were raised repeatedly are digital skills, digital inclusion and digital connectivity. We recognise that skills, inclusion and connectivity are integral to every mission in the strategy and to achieving our ambitions. Our aim is to ensure that people have the connectivity they need, are confident and motivated to make best use of digital technologies in their lives and can develop their skills so that they can take full advantage of digital opportunities in the workplace.

The outcomes in this strategy and the actions in the delivery plan are driven by a clear vision of what we want to achieve in Wales. This vision is:

Digital in Wales: improving the lives of everyone through collaboration, innovation and better public services.

Six missions support our vision:

Mission 1: digital services

Deliver and modernise services so that they are designed around user needs and are simple, secure and convenient.

Mission 2: digital inclusion

Equip people with the motivation, access, skills and confidence to engage with an increasingly digital world, based on their needs.

Mission 3: digital skills

Create a workforce that has the digital skills, capability and confidence to excel in the workplace and in everyday life.

Mission 4: digital economy

Drive economic prosperity and resilience by embracing and exploiting digital innovation.

Mission 5: digital connectivity

Services are supported by fast and reliable infrastructure.

Mission 6: data and collaboration

Services are improved by working together, with data and knowledge being used and shared.

Deliver and modernise services so that they are designed around user needs and are simple, secure and convenient

To really improve public services we must design them around the needs of the people who use them.

Joined up, effective public services designed to meet user needs must become the norm. We will work to a common set of standards and service patterns - meaning that people will be able to easily access the services they need, when they need them, especially when they are at their most vulnerable.

We also recognise that user centred design is essential in providing more accessible and inclusive services, eliminating barriers that prevent people from being treated equally. Designing public services around user needs will deliver better outcomes for all. For example, our commitment to the social model of disability can be reinforced by designing services around the people receiving them.

We need public service leaders who understand what is possible and how to achieve it, a workforce with the right skills, and people who are confident in digital ways of working. This will lead to delivery of better, more responsive public services.

We will also build on our commitments in Cymraeg 2050 and develop bilingual services from the outset, consciously taking decisions that make it easier for people to access better public services in either Welsh or English.

A key element of this strategy, and critical to the delivery of better services, is the role of the Centre for Digital Public Services (CDPS), launched during 2020. The CDPS is fundamental to our plans to improve capability, embed consistent digital service standards and support public services. It is already sharing good practice in improving public service delivery, and, crucially, offering practical help and training to design services based on the needs of the user.

As part of this we will need to revisit our current systems, platforms and services, ensure they are developed to be built on modern and secure technology, are designed around user needs, and developed openly through modern ways of working.

As well as providing high quality public services they need to be safe. Therefore it is important we use the same principles of leadership, collaboration and shared learning across the public sector on cyber security, and taking forward our Cyber Action Plan.

Below is a description of our ambitions and the outcomes we want to achieve.

Together, we will:

design services based on user need, insight and data

create environments where public service leaders understand digital and support their organisations to adopt it

deliver services that meet a common set of service and design standards

embed accessibility standards across all services

work with the users of public services to design services, continuously improving based on feedback so that digital is the preferred choice

create a culture where providing a frictionless digital user experience is the norm

ensure digital public services are safe, secure and trusted

transform our approach to developing digital solutions in the public sector to more open and agile ways of working

Outcomes:

Equip people with the motivation, access, skills and confidence to engage with an increasingly digital world, based on their needs

Many people use the internet every day to manage household finances, shop online, access public services and keep in touch with loved ones.

There are some people however who do not, or cannot, use digital tools or online services. This can be for a number of reasons - they might have made a choice not to, they may lack motivation and / or confidence, they might not have the recognised basic digital skills, or they might not have access to (or be able to afford) devices or connectivity. This means that they are digitally excluded.

We want people to have the digital confidence to access the internet and enjoy the many benefits offered in a digital world, if they want to. Providing devices or connectivity alone is not the answer. We will engage with people and communities to understand the barriers to inclusion and learn how we can support them to develop basic digital skills and confidence.

Our Digital Inclusion Forward Look: towards a digitally confident Wales outlines how we will do this and the priority groups we will focus on. These groups are older people, disabled people, unemployed and economically inactive and social housing residents. The COVID-19 pandemic has also highlighted newly digitally excluded groups due to changes in circumstances. We want to understand the reasons for this and explore the impacts on groups which have been particularly affected.

When people are confident and motivated to engage with digital, they can enjoy the wider benefits of health, well-being, reduced loneliness and being financially better off through potential savings made through purchasing things online. They may also choose to access digital public services and these must be designed around the needs of users so that they are accessible and provide assistance or support when needed.

For people who cannot, or decide not to, participate digitally, we will continue to apply the principles of user centred design so that there are alternative ways to access public services in Wales. The alternative access routes will be as good as those offered online.

Together, we will:

learn from people who are digitally excluded so that we understand their needs and the barriers they face

understand why some people do not want to go online

provide support to people who want to go online and use digital services

listen to the needs of people from all population groups or those with limited digital access, basic digital skills and confidence

understand the reasons for and impact of data poverty and how this might be addressed

understand the links between digital exclusion, data poverty and financial and social exclusion

work across public, private and third sector organisations to make sure digital confidence (motivation, access and skills) is recognised as a barrier for people to engage digitally

provide workforces across all sectors with the basic digital skills, knowledge and confidence to deliver and support people to benefit from digital

ensure no one is left behind as we embrace a digital first approach, keeping digital inclusion at the heart of all we do

Outcomes:

Create a workforce that has the digital skills, capability and confidence to excel in the workplace and in everyday life

Our ambition is for everyone, regardless of age, background, gender and ethnicity, to be digitally included. When people are confident in using basic digital skills, they may then be motivated to develop more advanced and employment focused digital skills. This can open a wide range of opportunities in everyday life and in the workplace.

We want everybody to develop digital skills at the earliest possible opportunity so that they are confident in exploiting the tools and technologies that surround them. Their skills and confidence will also need to evolve with the pace and scale of technology change.

Our Digital Competence Framework is helping develop young people into enterprising, creative and critical thinkers by emphasising the importance of digital from an early age. The framework sets out how digital competence is integrated across the curriculum, crucially giving digital the same emphasis as literacy and numeracy.

Similarly, the Digital 2030 Framework articulates a shared vision for the approach to digital in the post-16 learning in Wales. It sets out the digital support required for the whole learner journey, recognising that the combined elements of leadership, business processes, security, and infrastructure need to be in place for effective digital delivery.

In recent years we have seen automation and digital innovation accelerating changes in the job market. As the Brown Review concluded, these trends are likely to continue, providing further opportunities to free workers up from mundane tasks whilst redefining how, when, and even where we work. With over 80% of the 2030 workforce having left compulsory education, lifelong learning will continue to play an important role in adapting skills to the future needs of the economy and in strengthening the delivery of public services.

The outcomes for this Mission, Mission 2 on Digital Inclusion and Mission 4 on Digital Economy are heavily dependent on one another, emphasising the overall importance of digital skills in the delivery of this strategy.

Together, we will:

give everyone the opportunity to develop digital confidence and skills from an early age

make use of digital as a means for enhancing the delivery of learning in Wales

provide learners in Wales with the opportunity to develop their digital skills to meet the changing nature of work and future jobs

improve the digital skills of those delivering public services in Wales

align our employability and skills provision in supporting digital inclusion and meeting the needs of the digital economy

Outcomes:

people and businesses will be digitally confident and able to take full advantage of the opportunities that digital technologies can offer

young people will be digitally competent with good prospects for rewarding jobs

public, private and third sector organisations have the skills to deliver services based on user need and digital and data skills are valued

public sector workers in Wales have greater confidence and skills in using digital in the delivery of public services

employers recognise the value that digital skills and technologies can bring and are investing in the needs of their workforce

businesses in Wales have access to the skills they need to be able to innovate, improve and grow

digital talent is developed and retained across public, private and third sectors in Wales

Drive economic prosperity and resilience by embracing and exploiting digital innovation

Digital not only provides exciting opportunities for people to develop skills and access services, it plays an important part in the short-term rapid recovery and ongoing longer-term transformation of the Welsh economy. Digital innovation creates new prospects for businesses, attracts future investment and talent, improves job quality and supports the flexibility of work.

Our Economic Resilience and Reconstruction Mission sets out our values and priorities on which we will build the resilience of the economy. In support of the conclusions made by the Brown Review, we recognise the importance of digital to ensure that Wales' economy remains competitive in a global market while reducing inequality and spreading wealth and well-being across Wales. This includes meeting the dual challenges of the COVID-19 pandemic and EU exit while also helping businesses to identify and realise new opportunities in a constantly changing economy.

Digital innovation offers an opportunity to reshape the future of the Welsh workplace and provide people with more choice about where and how they work. Movement away from a traditional office or 'central' place of work is part of current thinking about the future of the workplace.

We will support businesses in Wales to accelerate the adoption of digital to work smarter and drive innovation, making sure they are in the best position to take full advantage of the opportunities ahead. This includes working with the startup and scaleup communities who are paving the way in new digital innovations, nurturing their talent and developing the ecosystems they engage with. Areas such as artificial intelligence, machine learning and cyber security hold the key to significant benefits for Wales' digital economy, both domestically and as an export opportunity.

We want to see a coordinated push to drive forward investment in research, innovation and skills, working with industry clusters and academic collaborations to make this happen. This will also be achieved by continuing to provide a solid basis for investment in world-class connectivity and realisation of all the associated potential benefits, as outlined in Mission 5. It will also be critical to ensure we develop the skills foundations outlined in Mission 3 to supply businesses with the capability they need.

To achieve our ambitions around high quality digital public services we need a digital economy that can support our public sector, but also a public sector which understands how they should work with the market to deliver what they need in a responsive and flexible way.

Wales must look ahead in order to develop strengths in the digital trends of the future. The higher education sector in Wales is developing proposals for a Data Nation Accelerator, bringing together its capability with industry and the public sector to fuel innovation in the areas of artificial intelligence and data science. Proposals of this nature can be important to Wales' future ambitions but will require a commitment from UK funders for them to be realised.

Together, we will:

Outcomes:

the business community in Wales is thriving, resilient and digitally enabled, with a mixed ecosystem of small, medium and large companies

businesses are cyber aware and use digital tools and technologies to best effect

digital innovation in Wales stands out in global competition for new markets and industries and attracts new talent to Wales

people have the skills and resilience in order to access the jobs of the future

employers are able to access a diverse and talented workforce when recruiting for digital, data and technology opportunities

procurement practices and policies support innovation and economic prosperity, allowing businesses in Wales to thrive and we support public sector in working with a responsive market of companies

people have access to flexible working options, improving their well-being and supporting regeneration and economic activity in communities

Services are supported by fast and reliable infrastructure

Critical to the delivery of this whole strategy is the underlying infrastructure. This infrastructure is the foundation on which we build good quality digital connectivity to support everything we do digitally.

Digital connectivity and telecommunications policy is the responsibility of the UK Government. These are still reserved matters for which the Welsh Government is not responsible and receives no devolved funding.

This does not change our mission to underpin good quality infrastructure across Wales to support our ambitions. We will invest to support service delivery where there is a case for it, however, we must also focus on ensuring that the UK Government fulfils its responsibilities in Wales.

While the vast majority of homes and businesses across Wales have access to good quality digital connectivity, there are those that continue to struggle with even the most basic of connections. Addressing these issues can take time and be expensive, particularly in rural areas where the terrain is more challenging and the population more sparsely distributed. We also recognise that the affordability of connection can be a barrier to digital inclusion and we need to explore how this issue can be addressed, as outlined in Mission 2 on Digital Inclusion.

Some parts of Wales cannot access superfast broadband while elsewhere the commercial roll out of gigabit broadband is already gathering pace. We will use the levers at our disposal to support the public sector, businesses and homes in Wales receive the connectivity they need to engage in digital activities.

Together, we will:

Outcomes:

residents in Wales will be able to access fast and reliable digital connectivity that enables them to work from home, use public services, learn online, stay in touch with friends and family and enjoy entertainment

businesses in Wales will be able to benefit from fast and reliable digital connectivity to gain new customers, sell their products, drive efficiency and innovate

the public sector in Wales will be able to use fast and reliable digital connectivity to deliver effective digital public services, enable remote working, drive efficiency and innovation

Services are improved by working together, with data and knowledge being used and shared

Data underpins everything we do digitally. A key part of our ambition to provide better digital public services has to include the better use of data. It enables responsive and continuous improvement in public services, supports seamless services, enables digital innovation and automation, and informs good decision making.

We want to improve the services provided by working together and make sure that all data is used and shared effectively, has consistent standards, is protected and gets to where it needs to go.

This can include the innovative use of data and data analytics to radically transform the way we deliver public services by delivering new insight. The ADR Wales Partnership has already shown what can be achieved by working together in using data for research. We will champion greater use of data linking and enhance data science capability in the public sector to transform how our information is used for public benefit.

It also means the use of data driven innovation to support the adoption of greater automation and artificial intelligence solutions. We need to ensure this is done ethically and with integrity, but if done well can also help deliver savings, take away the burden of repetitive tasks and help people focus on where they can add most value. The emergence of the internet of things raises huge potential for smart use of data to drive forward improvements in public services, economic innovation and decarbonisation. The scale of the data revolution has raised important questions about access to data and how data are used. We must ensure data ethics, transparency and trust are threaded into the actions we take.

But more fundamentally it means managing our data better, so we are developing and using common data standards as far as possible and using technical standards which allow data to be seamlessly shared from one system to another. This will support seamless services and reduce the burden on the citizen.

Together, we will:

Outcomes:

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The term "digital" has many meanings in today's society. It's not just about the computers, tools and technologies that are changing all parts of our lives; it's far bigger than that. It's about taking a new approach.

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The real difference in the adoption of digital across public services in Wales has to be an uncompromising focus on the needs of service users. The commitment to user centred design and the adoption of a set of digital service standards is essential.

Digital service standards that are common across all public service organisations in Wales will support and embed user centred service design and deliver better services and outcomes for users. We will ensure these standards are designed, adopted, promoted and sustained. They will be used to help organisations consider all the elements that lead to better services for the people of Wales.

Wales is unique in its adoption of the Wellbeing of Future Generations Act 2015 that requires public bodies in Wales to think about the long-term impact of their decisions, to work better with people, communities and each other and to prevent persistent problems such as poverty, health inequalities and climate change. This forward thinking policy is reflected in standards that build our services in Wales.

These service standards and how they can be used to support delivery of better outcomes for users will now be tested and iterated as part of our work.

1. Focus on current and future well-being of people in Wales

2. Promote the Welsh language

3. Understand users and their needs

4. Iterate and improve frequently

5. Use data and user research to make decisions

6. Consider ethics, privacy and security throughout

7. Every service needs an empowered service owner

8. Every service needs a multidisciplinary team

9. Use scalable technology

10. Work in the open

This is a beta that we're testing and sharing in the open for feedback.

This standard takes inspiration from other digital standards around the world (including that published by the Welsh Government). It explains what's expected from new or redesigned digital services, funded by Welsh public sector organisations. We will collaborate with people across Wales to iterate and improve on this version.
In more detail:
1. Focus on current and future well-being of people in Wales

We're here to make a positive difference to the lives of people in Wales. We should be driven by outcomes that benefit them, not by lists of technical specifications or requirements. Digital service design means thinking about the future as much as we think about today. Teams should consider the well-being of future generations, and think about the social, economic, environmental and cultural well-being of Wales. Services should contribute to the 7 well-being goals of Wales.

2. Promote the Welsh language

Services in Wales should meet the needs of people who use the Welsh language in their everyday lives. Teams should design and build services that promote and facilitate the Welsh language, and treat users who speak it equally with those who prefer English.

3. Understand users and their needs

User needs should drive service design, whoever those users are. User needs matter more than the constraints of business structures, organisational silos or technologies.

Teams should aim to address the user journey from start to finish, understanding the different ways and channels people will interact with services, whether that's online, over the phone, or in person. Public services are for everyone, so considering accessibility is essential. Every encounter, online or offline, should move a user closer to their goal.

4. Iterate and improve frequently

We should use an incremental, fast-paced development approach to get working software into users' hands as early as possible, as often as possible. This will help teams rapidly iterate, based on user feedback.

5. Use data and user research to make decisions

We should constantly measure how well services are performing for users. Teams should use performance data to find and prioritise improvements. Where possible, that data should be automated and real-time, to make it as objective and easy to collect as it can be.

Teams should conduct user research on iterative changes to their services. Senior leaders should take part in research on a regular basis, to stay in touch with the work.

6. Consider ethics, privacy and security throughout

Digital services must protect sensitive information and keep data secure. Teams should assess, understand and address ethical issues associated with all digital services at every stage of their development.

7. Every service needs an empowered service owner

There should be a single empowered service owner who has the authority and responsibility to make all business, product, and technical decisions about a service.

The same person is accountable and responsible for how well the service meets the needs of its users, which is how its success will be evaluated.

8. Every service needs a multidisciplinary team

Teams are how we build services for Wales. Each one should be a diverse mix of people, experience, expertise and disciplines.

As well as having the right mix of skills and experience for the current stage of development, the team should be able to explain how the make-up of the team may change over time, and what funding will be needed to support a team responsible for the service's continuous improvement.

9. Use scalable technology

We should make technology decisions that help teams do their work and deliver. We should always aim to use the simplest, most appropriate tool, and avoid vendor lock-in to specific technologies.

Teams should be empowered to use the tools that work for them , and encouraged to consider tools that meet open standards, are cloud-based, and that have widespread adoption and support.

10. Work in the open

We should aim to make the services we build, and the techniques we use to build them, as open as possible.

As they develop a service, teams should communicate in the open about the decisions they're making and what they are learning. They should also share code, patterns and insights as freely as possible to help others seeking to build excellent public services in Wales.

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Digital Service Standards - Digital Public Service Wales

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The real difference in the adoption of digital across public services in Wales has to be an uncompromising focus on the needs of service users. The commitment to user centred design and the adoption of a set of digital service standards is essential.

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NRW Digital Strategy (2017 - 2020) - internal link

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NRW Digital Strategy (2017 - 2020) - internal link

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Digital Strategy for Natural Resources Wales - our Vision for 2020 DRAFT V.2.docx

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DRAFT Natural Resources Wales_ content strategy.docx

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https://cyfoethnaturiolcymru.sharepoint.com/teams/manbus/ICT/ss/Strategy%20Documents/ICT%20Strategy/ICT%20Strategy%202020-2023.docx?web=1

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Geographic Information Strategy 2018-2022 “A Smart Strategy for Smart Working” 

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https://cyfoethnaturiolcymru.sharepoint.com/:w:/r/teams/kdim/GSD/str/_layouts/15/Doc.aspx?sourcedoc=%7B6D6E0714-6E2A-459E-AA80-F60D4CAF8839%7D&file=GIS%20Strategy%20-%20Final%20Approved%20%20Strategic%20Content.docx&action=default&mobileredirect=true&DefaultItemOpen=1

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Managing our data assets NRW’s Enterprise Data Strategy 2020 - 2025

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Managing our data assets NRW’s Enterprise Data Strategy 2020 - 2025

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https://cyfoethnaturiolcymru.sharepoint.com/:w:/r/teams/kdim/Data-Management/str/_layouts/15/Doc.aspx?sourcedoc=%7BE5DA9CFE-33CB-4212-86E7-6EC9D5AACD72%7D&file=NRW%20Enterprise%20data%20strategy.docx&action=default&mobileredirect=true

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https://cyfoethnaturiolcymru.sharepoint.com/teams/manbus/ICT/servdes/_layouts/15/Doc.aspx?sourcedoc=%7BCEA1A541-E073-4884-93A8-CCBD8E92E449%7D&file=NRW%20Cyber%20Security%20Strategy%20Final.docx&action=default&mobileredirect=true&DefaultItemOpen=1