Corporate report

DCMS's actions in response to the Government Digital Strategy

Updated 16 January 2015

This was published under the 2010 to 2015 Conservative and Liberal Democrat coalition government

Action 1: Departmental and transactional agency boards will include an active digital leader

Departmental digital strategy commitments (December 2012)

Department for Culture Media and Sport (DCMS) has appointed a departmental digital leader at executive board level. The digital leader has taken ownership of this strategy, championing the importance of the digital by default agenda internally. He will continue to provide that senior level push to ensure all teams are thinking digitally – in policymaking, the change programme and wider communications.

Progress during 2013

DCMS has a digital leader for the department and has continued to champion the use of digital across the department in the way it makes policy and communicates.

Planned activities in 2014

DCMS will continue to provide digital leadership and will promote the use of digital in policy and communication.

Progress during 2014

DCMS has a digital leader for the department and has continued to champion the use of digital across the department in the way it makes policy and communicates.

Planned activities in 2015

DCMS will continue to provide digital leadership and will continue to embed digital in policy and communication.

Action 2: Services handling over 100,000 transactions each year will be redesigned, operated and improved by a suitably skilled, experienced and empowered service manager

Service managers will be in place for new and redesigned transactions from April 2013.

Departmental digital strategy commitments (December 2012)

DCMS does not provide transactional services so will not be appointing any service managers. However its arm’s length bodies (ALBs) have embraced the digital agenda, and with that they have highlighted the crucial importance of both senior leadership and appropriate in-house digital skills. DCMS will continue to encourage this progress.

Progress during 2013

DCMS has been working closely with its ALBs on all digital work, collaborating with them on big campaigns and keeping in regular touch with their digital leaders.

Planned activities in 2014

DCMS will continue to work with its ALBs on all their digital projects.

Progress during 2014

DCMS does not provide transactional services handling over 100,000 transactions and has not therefore appointed any service managers. DCMS ALBs have embraced the digital agenda by highlighting the crucial importance of both senior leadership and in-house digital skills, through online campaigns and communications.

Planned activities in 2015

DCMS will continue to encourage progress on digital and work with its ALBs across targeted, citizen-focused campaigns that support the government’s work.

Action 3: All departments will ensure that they have appropriate digital capability in-house, including specialist skills

Departmental digital strategy commitments (December 2012)

DCMS recognises that embedding digital by default will require staff to have the opportunity to learn digital skills as part of their individual learning plans. They have identified a number of potential opportunities that it is looking to provide, and will recruit people with digital skills from outside of the department and invest in its own people.

Progress during 2013

The department’s executive board agreed to the incorporation of digital delivery as an important strand of the DCMS capability plan in October 2013. Digital has been promoted through a range of specific activities, including specialist courses, e-learning and case studies, as well as advertising digital training opportunities with the Government Communications Network and Government Digital Services (GDS).

DCMS has recently recruited a Head of Digital Communications who will lead a team responsible for the roll-out of better digital engagement. Recruitment has begun to fill vacancies in the communications team.

Planned activities in 2014

DCMS will include digital skills and experience in the performance development objectives of those working in the communications team, including both press office and campaigns.

DCMS will continue to recruit staff into the communications team and will look for individuals with excellent digital communications skills as well as more traditional press, campaign and stakeholder relations skills.

Progress during 2014

DCMS now includes digital skills and experience in performance development objectives for those working in the communications team, including press office, strategic communications and internal comms teams. DCMS was one of the first departments to undertake targeted GOV.UK publisher training. Evaluation is now firmly embedded in all aspects of communications campaigns.

Planned activities in 2015

In early 2015 DCMS will move away from the traditional model of press officers and digital officers to a new model where each member of the communications unit is expected to demonstrate professional skills across media, PR and digital communications handling and planning.

DCMS will continue to recruit into the communications team staff with excellent digital communications skills alongside more traditional press, campaign and stakeholder relations disciplines.

DCMS will continue to provide digital leadership and will continue to embed digital in policy and communication.

The department will be running a series of internal ‘love digital’ events and workshops for its staff.

Action 4: Cabinet Office will support improved digital capability across departments

Departmental digital strategy commitments (December 2012)

DCMS is keen to work with GDS and the Government Communications Network to ensure that its staff have access to the most up-to-date digital skills and knowledge. It is actively working to identify digital learning opportunities.

Progress during 2013

DCMS trained policymakers and communicators as a priority in its new digital engagement strategy. The digital communications team, which is implementing this strategy, has been focusing on ensuring staff have access to the latest digital skills and knowledge. This includes publishing to GOV.UK, using digital channels for informal and formal consultation, using social media sites for research and horizon scanning and using digital channels for better communication and campaigning.

Planned activities in 2014

DCMS will continue to focus on providing access to digital skills and raising knowledge of policymakers and communicators.

Progress during 2014

DCMS has continued to work with Cabinet Office and Government Digital Service (GDS), ensuring staff have access to digital skills through GOV.UK training and by raising the digital awareness and skills of policymakers and communications staff.

The DCMS 2014 Staff Conference focused entirely on digital.

Planned activities in 2015

DCMS will continue to build on its work in 2014 by developing its content on GOV.UK and working with Cabinet Office. DCMS will also benefit from updated technology that enables staff to access a wider range of digital platforms.

DCMS will also identify how to continue its internal training work through a range of activities linked to its updated digital strategy.

Action 5: For transactional departments, 3 exemplar services will be selected

Redesign starting April 2013, implemented by March 2015 (to be included in relevant business plans). Following this, departments will redesign all services handling over 100,000 transactions each year.

Departmental digital strategy commitments (December 2012)

This is not directly applicable to DCMS because the department does not provide transactional services. However, it is very much in the lead on electronic communications and internet policy.

Progress during 2013

This action is not applicable to DCMS.

Planned activities in 2014

This action is not applicable to DCMS.

Action 6: From April 2014, all new or redesigned transactional services will meet the Digital by Default Service Standard

Departmental digital strategy commitments (December 2012)

This is not directly applicable to DCMS because the department does not provide transactional services. However, it is very much in the lead on electronic communications and internet policy.

Progress during 2013

This action is not applicable to DCMS.

Planned activities in 2014

This action is not applicable to DCMS.

Action 7: Corporate publishing activities of all 24 central government departments will move onto GOV.UK by March 2013, with agency and ALBs online publishing to follow by July 2014

Departmental digital strategy commitments (December 2012)

DCMS has participated fully up to the launch of GOV.UK. It does not offer transactional services, so has little content on the citizen- and business-facing sections, but are on schedule to transfer its content to ‘Inside Government’ in March 2013. The nature of its ALBs means they fall within exempt categories, though it will look to work with them on digital developments.

Progress during 2013

DCMS has migrated all of its content to GOV.UK. It has been working to comply with the tight style guide of this platform and ensure that wherever possible it has been promoting the services it offers. It has also been working closely with other government departments on projects such as the First World War Centenary pages and broadband delivery, and this has been reflected on GOV.UK.

DCMS embraced GDS best practice internally and has mirrored its approach to build its intranet. This has been shared across government and its code has been made available, with other departments modelling their own intranets based on the DCMS platform.

Planned activities in 2014

DCMS will continue to promote DCMS services and policies in collaboration with all relevant departments on GOV.UK and will support other departments in developing their own intranet platform.

Progress during 2014

DCMS worked with GDS to identify relevant DCMS ALB websites for migration to GOV.UK. The core content of all the agreed sites was moved to GOV.UK by the end of December. DCMS also uploaded the annual reports of ALBs onto GOV.UK to fulfil transparency commitments.

Planned activities in 2015

DCMS will continue to work with GDS and provide support for its ALBs seeking to publish material on GOV.UK.

Action 8: Departments will raise awareness of their digital services so that more people know about them and use them

Departmental digital strategy commitments (December 2012)

DCMS is working to stimulate demand and access to digital services. It also encouraged the public to interact with the department digitally, in formal consultations and day-to-day communications. They used lessons from projects such as the Communications Review and London 2012 to ensure continuous improvement, aiming to be at the forefront of Whitehall digital communication.

Broadband Delivery UK has been supporting local bodies, stimulating demand for superfast broadband among citizens and businesses, alongside the implementation of DCMS’ broadband roll-out programmes.

Progress during 2013

DCMS has made extensive use of digital communication channels over the year. Its recent campaign for City of Culture 2017 was carried out largely on its digital channels, using blogs, Twitter, Facebook and Flickr, with a big focus on two-way interacting. The live video of the announcement of the winner reached 2 million people instantly. In addition, the far-reaching and varied digital engagement approach on equal marriage accrued a large audience and was integral to the success of communicating the policy. Other campaigns, such as the First World War Centenary, are being driven through digital channels and partnerships.

Work is underway to fully integrate digital communications into the department’s press office. Press officers have been using social media on a daily basis to support their work. The department regularly uses online question and answer sessions on its own channels, and those of its partners and stakeholders, to put its ministers directly in touch with the public.

Planned activities in 2014

DCMS will implement a digital engagement strategy and will outline plans for the next 12 months to take the digital engagement capability and output of this department to the next level. It will focus on using digital channels for policymaking, transparency, campaigns and day-to-day two-way interaction with the public.

Progress in 2014

DCMS increased its digital communications output and engagement extensively during 2014 through a number of business and citizen-focused campaigns. For example it used free tools such as Google Maps, YouTube, Vine and LinkedIn to show citizens and businesses where government is rolling out broadband around the UK. It also engaged citizens with a WW1 #LightsOut Thunderclap and #TalkingWW1 tweetathon.

Planned activities in 2015

Throughout 2015 DCMS will encourage engagement through a number of targeted campaigns across its sectors that promote how government is building Britain by stimulating growth.

Action 9: We will take a cross-government approach to assisted digital

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.

Departmental digital strategy commitments (December 2012)

DCMS will continue to support the cross-government approach to assisted digital, which will ensure that people who have rarely or never been online will be able to access services offline.

Progress during 2013

DCMS has been committed to the government’s work on assisted digital. All its consultations have been available offline for members of the public who are unable to get online. The department has made use of regional papers and broadcast channels to send out localised messages for hard to reach areas of the country.

Planned activities in 2014

DCMS will continue to support the government’s work on assisted digital.

Progress during 2014

All DCMS’s consultations have been available offline for members of the public who are unable to get online. The department has made use of regional papers and broadcast channels to send out localised messages for hard to reach areas of the country.

Planned activities in 2015

DCMS will continue to support the government’s work on assisted digital.

Action 10: Cabinet Office will offer leaner and more lightweight tendering processes, as close to the best practice in industry as our regulatory requirements allow

Departmental digital strategy commitments (December 2012)

DCMS is fully engaged with and committed to all developments in government procurement including around the use of digital tools. It is in the process of changing the way procurement is delivered in the department, aiming to build a departmental pipeline, enabling businesses to invest in capability and resources as necessary.

Progress during 2013

DCMS has worked with GDS and the Government Procurement Service in developing new approaches to procurement.

Planned activities in 2014

DCMS will continue to support new approaches to procurement.

Progress during 2014

DCMS worked with GDS and the Government Procurement Service on new approaches to procurement.

Planned activities in 2015

DCMS will continue to support new approaches to procurement.

Action 11: Cabinet Office will lead in the definition and delivery of a new suite of common technology platforms which will underpin the new generation of Digital by Default services

Departmental digital strategy commitments (December 2012)

Although DCMS does not directly deliver any transactional services, it looks forward to co-operating with GDS to define any common tools that will help improve its service to users in other areas.

Progress during 2013

This action is not applicable to DCMS.

Planned activities in 2014

This action is not applicable to DCMS.

Progress during 2014

DCMS is introducing new technology platforms, and training from Cabinet Office is underway. This move was covered in practical sessions and presentations at the DCMS All Staff conference in October.

Planned activities in 2015

At the start of the year all DCMS civil servants will have upgraded IT hardware with more powerful internal wi-fi and broadband connections. DCMS is also moving to document management and email systems which will make collaborate and flexible working easier.

Action 12: Cabinet Office will continue to work with departments to remove legislative barriers which unnecessarily prevent the development of straightforward and convenient digital services

Departmental digital strategy commitments (December 2012)

DCMS does not provide digital services, however it is committed to ensuring its legislation is fit for a digital world. In particular we are currently looking at a range of measures to remove red tape to support rollout of broadband, and amending the Gambling Act 2005 in line with digital advances.

Progress during 2013

DCMS has implemented a number of measures to remove barriers to broadband deployment, including changes to planning regulations to support the deployment of fixed and mobile infrastructure which came into force in summer 2013. This is part of the rollout of superfast broadband across the country.

Planned activities in 2014

The Remote Gambling Bill seeks to amend the Gambling Act 2005 to extend its regulatory scope to include British operators who have their remote gambling operations offshore.

DCMS will continue to ensure that legislation is appropriate for digital developments.

Progress during 2014

The Remote Gambling Act came into force on 1 November 2014. It amends the Gambling Act 2005 by extending its scope to include British operators who have their remote gambling operations offshore.

Planned activities in 2015

DCMS will continue to ensure that legislation is appropriate for digital developments.

Action 13: Departments will supply a consistent set of management information (as defined by the Cabinet Office) for their transactional services

Departmental digital strategy commitments (December 2012)

DCMS does not offer transactional services directly to the public, so the extent to which we can provide data is limited. However, we are fully in concert with the new, data-driven approach of GDS and will cooperate fully in collating and returning appropriate data to Cabinet Office.

Progress during 2013

DCMS continues to respond to central data requests on a proportionate basis.

Planned activities in 2014

DCMS will continue to response to central data requests where appropriate.

Progress during 2014

DCMS continues to respond to central data requests on a proportionate basis.

Planned activities in 2015

DCMS will continue to response to central data requests where appropriate.

Action 14: Policy teams will use digital tools and techniques to engage with and consult the public

Departmental digital strategy commitments (December 2012)

DCMS has a strong record in digital engagement work and will build digital skills into the heart of its policy-making process, share best practice across the department and ensure that DCMS officials has the latest digital engagement knowledge. They are looking forward to building expertise and activity in this area, with the advice and guidance of GDS.

Progress during 2013

DCMS has been training its staff to assist in policymaking and wider communications with stakeholders, the general public and the press. The department has implemented a revised digital engagement strategy which has seen ministers and policy teams engaging online in forums and question and answer sessions. DCMS have also been using specific online consultation tools to engage with the stakeholders.

Planned activities in 2014

DCMS will promote the use of open policymaking and is encouraging the use of specific digital tools to embed the used of digital consultations by policymakers. The revised digital engagement strategy will focus on the expansion of best practice. The strategy will also review the current tools available to policy and communications teams, as well as recommending the procurement of a new more user-friendly consultation tool to help them do this.

Progress during 2014

DCMS continued to train its staff in using digital to reach target audiences. The department implemented a revised digital engagement strategy which has seen ministers and policy teams engaging online in Twitter question and answer sessions, tweetathons and innovative social media campaigns. These included #MyTourismJob, #CreateUK and #MuseumsWeek, all of which received high levels of public engagement. DCMS have also been using online consultation tools to engage with citizens.

Planned activities in 2015

DCMS will continue to encourage open policymaking, using digital tools to embed digital engagement in the process. The revised digital engagement strategy focused on sharing and increasing use of best practice.

Action 15: Collaborate with partners across public, private and voluntary sectors to help people go online

Action 15 was added to the Digital Strategy in December 2013, so reporting on departments’ actions will begin with 2014.

Progress during 2014

DCMS is working with Broadband Delivery UK to extend superfast broadband to areas not covered by commercial services. By mid-November government’s roll-out had reached over 1.5 million UK premises. It is also offering broadband connection vouchers to SMEs, with 4,000 vouchers issued by mid-November from a total of 10,000.

Planned activities in 2015

DCMS will continue to extend its broadband programme and to issue connection vouchers to help bring superfast broadband to 95% of UK premises by 2017.

Action 16: Help third party organisations create new services and better information access for their own users by opening up government data and transactions

Action 16 was added to the Digital Strategy in December 2013, so reporting on departments’ actions will begin with 2014.

Progress during 2014

DCMS does not provide transactional services for citizens. DCMS has continued to publish and make available its own transactional and freedom of information (FOI) data in line with GDS best practice.

Planned activities in 2015

DCMS will continue to publish and make available its own transactional and FOI data in line with GDS best practice.