Written evidence submitted by Royal United Services Institute (DCG0023)

(Joseph Jarnecki and Natasha Buckley)

Science, Innovation and Technology Committee Inquiry: Priorities and Barriers for the Digital Centre of Government

Introduction

The establishment of a Digital Centre of Government under the Department for Science, Innovation and Technology (DSIT) presents an important opportunity to modernise public services, enhance data-driven decision-making, and reduce reliance on external consultants. To achieve these aims, it may be necessary to focus on capability-building in Digital, Data, and Technology (DDaT), ensure coordination across government departments, and establish clear accountability structures. This submission explores key priorities for DSIT’s digital centre, drawing on lessons from previous government digital transformation efforts.

Embedding Technical Expertise Across Government

A key challenge in government digital transformation has been the lack of in-house technical expertise. The government may wish to consider making the Government Digital and Data (GDaD) Capability Framework mandatory across all departments, ensuring consistency in digital proficiency and making salaries more competitive. Building on the success of initiatives like the AI Safety Institute (AISI), the Department for Science, Innovation and Technology (DSIT) could explore reclassifying certain non-AI technology roles under research and development (R&D) spending to provide more competitive salaries. Additionally, allowing civil servants in DDaT roles to adjust their pension contributions in exchange for higher salaries might help improve retention.

Reducing Fragmentation in Digital Delivery

At present, digital transformation efforts across departments tend to be fragmented, making coordination difficult. The government could consider centralising the costs of salary incentives for digital specialists, thereby reducing the burden on individual departments and ensuring that digital roles are properly valued. Making cyber and data security roles eligible for GDaD framework incentive payments might also help ensure a more holistic approach to the valuation of technical expertise in government. Pre-assessing salaries for technical roles against the GDaD framework before advertising them could ensure that listings reflect the actual total salary, removing uncertainty for applicants and improving recruitment outcomes.

Improving Digital Public Services

The success of digital transformation will likely depend on ensuring that public services benefit from improved efficiency and accessibility. The government’s commitment to digital public service delivery, including initiatives such as NHS patient passports and a National Data Library, highlights the need for highly skilled technical personnel within government. If recruitment and retention challenges persist, departments may find themselves increasingly reliant on external consultants, driving up costs and reducing internal expertise. Ensuring that roles within digital public service delivery are adequately resourced and financially competitive could support the successful implementation of these initiatives.

Ensuring Robust Data Governance and AI Integration

The integration of emerging technologies in government must be supported by appropriate salary structures for technical specialists. The UK’s AI Safety Institute has demonstrated that where there is a will to improve salaries for high-priority technical roles, solutions can be found. A similar approach in other digital areas could ensure that government departments can attract and retain the best talent. Additionally, introducing a mechanism to guarantee annual increases in GDaD framework salary incentives could help ensure that government salaries remain competitive with the private sector, reducing staff turnover and ensuring long-term expertise in digital roles.

Leveraging Digital Transformation for Regional Growth

There is potential for the digital centre to play a role in promoting regional economic growth. The civil service has increasingly focused on decentralising digital expertise, with a significant proportion of digital roles now based outside London. Further embedding digital expertise across the UK, through the expansion of regional digital hubs and partnerships with local authorities, could provide an additional boost to digital transformation efforts. The government’s investment in digital apprenticeships and secondment schemes may also help build a pipeline of skilled professionals across the country.

Conclusion

The Digital Centre of Government presents an opportunity to modernise public services, improve efficiency, and strengthen digital governance across departments. However, achieving these aims will likely require attention to salary structures, recruitment incentives, and better coordination between departments. By considering measures such as making the GDaD framework mandatory, centralising salary incentives, improving pay structures for cyber and data security roles, and leveraging digital transformation for regional growth, DSIT may be able to build a more sustainable and impactful digital government. These steps, if implemented effectively, could reduce the government’s reliance on consultants and ensure that critical digital public service initiatives are delivered successfully.

03 March 2025

Submitted by: Joseph Jarnecki – Research Fellow, Royal United Services Institute Natasha Buckley – Research Analyst, Royal United Services Institute