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Guest blog: Reimagining UK Government Service Delivery
Guest blog by Dave Mann, CEO at dxw. In his article, Dave explores how government can reimagine service delivery to create services that truly benefits citizens and end users.
The story of the Post Office’s Horizon IT programme has caught the public's attention and serves as a stark reminder of the inherent challenges in large scale technology projects. Once again, we saw the pitfalls of rigid specification, siloed working and losing sight of user needs - the core of good service design. As people question whether something like Horizon could ever happen again, it shines a light on the importance of robust governance.
It also represents yet another wake-up call, an opportunity for government to reimagine its approach to the legacy technology that bedevils efforts at public service reform.
The Horizon project is an extreme, but not isolated, example of the big IT failures that have been synonymous with public sector technology for over 25 years. These huge programmes lack the agility to address issues when they're identified, and the complex contracts they’re delivered through create disincentives to changing course. The governance model here, and in similar cases, reflects a problematic coexistence between senior leaders in government and industry. It cultivates an environment that lacks transparency and accountability.
Buying better
There are people in government with the knowledge and experience to put this right, but institutional memory is often overlooked. While it may seem simpler and less risky to throw money at a big IT provider, the path to success lies in collaboration between in-house teams and smaller, more agile companies. Companies who understand the importance of multidisciplinary teams that bring together technical, policy, operational and commercial specialists, and draw on in-house and supplier expertise. This collaborative approach, marked by regular cycles of iteration, fosters agility and transparency and maintains a sharp focus on delivering meaningful outcomes for users.
The success stories of these smaller companies that champion a culture focused on problem-solving and social benefit, offer an alternative way forward. Many work collaboratively, having established open communities of practice dedicated to improving the way government works and embedding digital thinking. By working with such suppliers, government can ensure that its technology partners are not just adept at delivering complex projects but are aligned with the core values and objectives of the public sector.
Cultivating integrity and ensuring quality
Demonstrating social value is now a core component of government procurement. Big companies with deep pockets for Corporate Social Responsibility (CSR) initiatives will score highly in such exercises but may still fall short in delivering services that truly benefit the end user.
The consequences of poor service delivery are ultimately felt by the people who have to use them. While the Horizon scandal is a severe case, poor services will have a negative impact on people’s lives undermining any social value that these companies provide in other ways.
Once again, there needs to be a shift in focus to the delivery of services that genuinely meet user needs.
Looking ahead, politicians have a significant opportunity to reshape the approach to service delivery and technology in government. There is a pressing need for reinvigorated and properly enforced service standards that prioritise the quality of services but also the way they are delivered. By learning from past mistakes, and drawing on that institutional memory, we can pivot back towards a model that prioritises user needs and collaboration with suppliers that share public service values. This must be backed by stringent controls.
Embracing multidisciplinary teams, cycles of iterative development, working in the open, and maintaining a focus on good outcomes for users should be the cornerstone of service delivery. To chart a new course, government must recognise the importance of fostering a digital ecosystem where collaboration, innovation, and user-centricity take precedence over corporate self-interest.
Heather Cover-Kus
Heather is Head of Central Government Programme at techUK, working to represent the supplier community of tech products and services to Central Government.
Ellie Huckle
Ellie joined techUK in March 2018 as a Programme Assistant to the Public Sector team and now works as a Programme Manager for the Central Government Programme.
Annie Collings
Annie is the Programme Manager for Cyber Resilience at techUK. She first joined as the Programme Manager for Cyber Security and Central Government in September 2023.
Ella Gago-Brookes
Ella joined techUK in November 2023 as a Markets Team Assistant, supporting the Justice and Emergency Services, Central Government and Financial Services Programmes, before progressing into Junior Programme Manager in January 2024.
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