The Future of Government and Healthcare

SURVEY REPORT 2019

Survey Partner TABLE OF CONTENTS

03 Survey Methodologies 05 Introduction and Respondents Profile

06 16 Key Findings Conclusion

Appendix 1: 17 Appendix 2: 25 Survey Questions Participating Organisations 03

INTRODUCTION

“By harnessing digital to build and deliver align more closely with the goals of the services, the government can transform the Transformation Strategy as a whole. In relationship between citizen and state.”¹ So particular, the focus is now moving away states the Government Transformation from transforming isolated transactions to Strategy 2017-2020. Yet this is by no means looking at end-to-end services as users an easy journey, as Ben Gummer, the then understand them, including learning to Minister for the Cabinet Office and drive or starting a business, in a bid to Paymaster General notes: design and deliver joined-up services.

“Government is more complex and Organisations across the public sector are wide-reaching that ever before. There is no under pressure to adapt and transform with company on earth – even the largest these key areas in mind. With the rise of multinationals – which comes close to technologies such as cloud and automation, having to co-ordinate the array of essential and specific agendas and reports like the services and functions for millions of people NHS Five Year Forward view, adding more that a modern government provides.” fuel, it is vital organisations are able to keep up. Yet while opportunities and benefits are In 2016, a UN report into the development often clear and understood, challenges of e-government technologies ranked the such as security and data protection remain United Kingdom (UK) as the most digitally ever present, and strategies that don’t advanced government globally.² However, consider transformation at every level of the by 2018, the UK had dropped to the fourth organisation – often used as a short-term fix place. And, while this is still remarkable – can only have a detrimental effect. achievement, the need to keep pace with change and fully embrace the opportunities In our latest report, we partnered with digital can present remains ever present, so global technology leaders IBM to it is crucial the UK can keep up. understand the thoughts and attitudes of organisations across government and Recognising the need to change the way healthcare about the latest, emerging digital transformation is approached, the trends in technology. Focusing in particular Government Digital Service (GDS) on the progress of digital transformation, announced in September 2017 that they our study also examines issues including would be updating the Digital Service the recruitment and retention of vital digital Standard³, which was originally introduced skills, the issue of cloud adoption, and the in 2014. The Standard sets out the importance of cybersecurity. conditions all public facing services must meet to be deemed fit for public use and, as of the end of June 2019, will be updated to 04

ABOUT IBM “By harnessing digital to build and deliver align more closely with the goals of the services, the government can transform the Transformation Strategy as a whole. In IBM is a global cloud platform and cognitive solutions company, which has continually evolved relationship between citizen and state.”¹ So particular, the focus is now moving away over the past century to remain at the forefront of technological innovation. IBM is one of the states the Government Transformation from transforming isolated transactions to largest technology and consulting employers in the world, with more than 375,000 employees Strategy 2017-2020. Yet this is by no means looking at end-to-end services as users serving clients in 170 countries. IBM Research has defined the future of information technology an easy journey, as Ben Gummer, the then understand them, including learning to with more than 3,000 researchers in 12 labs located across six continents. Scientists from IBM Minister for the Cabinet Office and drive or starting a business, in a bid to Research have produced six Nobel Laureates. Our capabilities in data and analytics, cloud, Paymaster General notes: design and deliver joined-up services. mobile, social and security have helped the UK evolve to become one of the world’s most digitally advanced nations. This digital revolution empowers us and our clients to gather and “Government is more complex and Organisations across the public sector are analyse data in ways that have never been possible before; helping United Kingdom (UK) wide-reaching that ever before. There is no under pressure to adapt and transform with organisations unlock new insights and usher in a new era of cognitive business. company on earth – even the largest these key areas in mind. With the rise of multinationals – which comes close to technologies such as cloud and automation, For more than a century, IBM has reinvented itself again and again to help its clients move from having to co-ordinate the array of essential and specific agendas and reports like the one era to the next. Today, IBM is going through another such transition, as businesses truly services and functions for millions of people NHS Five Year Forward view, adding more become smarter. All companies need an enterprise strength cloud platform and they need AI that a modern government provides.” fuel, it is vital organisations are able to keep capable of understanding all their data. They need services grounded in their professions and up. Yet while opportunities and benefits are industries. And they need a technology infrastructure infused with intelligence, protected with In 2016, a UN report into the development often clear and understood, challenges advanced security and future proofed against the flow of new breakthroughs and risks. In short, of e-government technologies ranked the such as security and data protection remain they need today’s IBM. The IBM that means those businesses can be the disruptors, not the United Kingdom (UK) as the most digitally ever present, and strategies that don’t disrupted. IBM is an integral part of the UK economy and has had a presence in the UK for over advanced government globally.² However, consider transformation at every level of the 100 years, making us the longest serving IT company to the UK economy. by 2018, the UK had dropped to the fourth organisation – often used as a short-term fix place. And, while this is still remarkable – can only have a detrimental effect. IBM touches people’s lives in many different ways. The use of IBM technology in banking, achievement, the need to keep pace with finance, telecommunications and government is well known and underpins "UK plc". change and fully embrace the opportunities In our latest report, we partnered with digital can present remains ever present, so global technology leaders IBM to To learn more about our impact in the public sector please go to: it is crucial the UK can keep up. understand the thoughts and attitudes of https://www.ibm.com/uk-en/campaign/public-sector-client-examples organisations across government and Recognising the need to change the way healthcare about the latest, emerging https://tradeshift.com digital transformation is approached, the trends in technology. Focusing in particular Government Digital Service (GDS) on the progress of digital transformation, announced in September 2017 that they our study also examines issues including would be updating the Digital Service the recruitment and retention of vital digital Standard³, which was originally introduced skills, the issue of cloud adoption, and the in 2014. The Standard sets out the importance of cybersecurity. conditions all public facing services must meet to be deemed fit for public use and, as of the end of June 2019, will be updated to

1 .https://www.gov.uk/government/publications/government-transformation-strategy-2017-to-2020/government-transformation-strategy 2. https://publicadministration.un.org/egovkb/en-us/Reports/UN-E-Government-Survey-2018 3. https://www.gov.uk/service-manual/service-standard 05

SURVEY METHODOLOGIES AND RESPONDENTS’ PROFILE

This survey was conducted by iGov Survey Manager, Service Delivery, Strategy, in partnership with IBM. The project ran from Sustainability, Technical Services, and Thursday 14 March to Friday 12 April 2019. Transformation/Change Management.

Survey respondents represented a broad 137 individuals took part in our survey, cross-section of roles across the public representing 122 unique organisations sector. This included: Administration, across central government, Business Development, Business non-departmental public bodies, local Management, Chief Executive/Deputy, government and the NHS. There was no Corporate Services, Customer Services, inducement to take part in the survey, and Digital, Efficiency, Engineer, Environment, IBM was not introduced as the survey Facilities & Estates, Finance Management, partner. General Manager, Human Resources, Information Governance, IT Management, IT The results displayed throughout this report Technical Lead, Marketing Communications, are based on those who fully completed the Operations, Organisational Planning, Payroll, questionnaire and are displayed as a Performance, Planning, Policy, percentage of this group, unless explicitly Procurement/Purchasing, Programme stated otherwise. Management, Project, Records Management, Regulatory, Security, Senior

Sector breakdown

21%

37% Central Gov & NDPBs

Local Gov

Healthcare

42% 06

KEY FINDINGS

1. While it is encouraging to see that the vast majority of participants are embracing digital transformation, almost three-quarters (70%) report that there are key barriers standing in their way to fully achieving transformation

Interestingly, just 19% would classify themselves that 2% told us there are too many challenges as leaders across the public sector in terms of involved in embracing technologies for them to adopting digital technology. It’s also worth noting be able to succeed.

Figure 1: Which of the following statements best describes your organisation’s approach to digital transformation?

2%

2% We are leaders across the public sector in terms of adopting 7% digital technology and strive to embrace the latest 19% development in digital technology

While we have had some success in embracing new advances in digital technology, we find the barriers stand in our way to fully achieving digital transformation

There are too many challenges involved in embracing new digital technologies

Other – please specify

70% Don’t know 07

Participants reported a number of different a primary opportunity. It is interesting to note that opportunities available to them when thinking less than half (47%) believe technologies offer the about new and emerging technologies. The opportunity to improve citizen engagement, majority (81%) feel that modernising and despite citizen needs playing a large role in future-proofing their services is a significant strategies across government and healthcare. factor, while it is perhaps not surprising to note that more than half (55%) look to cost reduction as

Figure 2: Do you believe that new and emerging digital technologies provide an opportunity for your organisation? Please tick all that apply.

Cost reduction 55%

Modernisation/future-proofing 81%

24/7 service delivery 42%

Improved citizen engagement 47%

Improved staff satisfaction 44%

Other – please specify 9%

4% Don’t know 08

What’s more, 68% of participants report that transformation citizen-facing services yet appear transforming citizen-facing (frontline) services to underestimate its ability to drive engagement with digital technology is a high priority, with a with the public. The second most common further 23% ranking it as a medium priority. This priority, at some distance, is infrastructure, with suggests a disparity between strategies and the over a third rating it as a high priority (38%) and expected benefits and opportunities – 40% stating it is a medium priority. organisations recognise the need to

Figure 3: How much of a priority is placed on transforming the following areas with digital transformation?

Citizen-facing services

68% 23% 6% 3%

Finance

26% 47% 16% 11%

Planning & Logistics

17% 53% 20% 10%

Administration

23% 54% 17% 6%

Human Resources (HR)

15% 48% 24% 13%

Infrastructure

38% 40% 10% 12%

High priority Medium priority Low priority Don’t know 09

Looking at how far through the digital stage usages, with development still underway. transformation organisations currently are, almost Just 3% report that strategies have been two-thirds (61%) state they are still in the early implemented and are fully operational.

Figure 4: How far through your digital transformation strategies are you currently?

3% Implemented and fully operational 7% 12% Early stage usage with developments still underway 2%

Our strategy is finalised and work is due to begin

10% We are considering our strategy

61% We have not yet, or don’t plan to, develop a strategy 5%

Other – please specify

Don’t know

2. Almost a quarter (24%) believe that their organisation will be impacted by a skills gap regarding their digital transformation

Moreover, nearly two-thirds (61%) feel their becoming a growing concern for the sector as organisation experiences a mid-level impact due they continue to progress their strategies. to a digital skills gap, suggesting that skills are

Figure 5: To what extent do you think your organisation is impacted by a skills gap in terms of digital transformation?

1% 4% Significant impact 10% 24% Mid-level impact

Minimal impact

No impact

Don’t know 61% 10

Despite this, it is perhaps concerning to see that state they are somewhat prepared, but a third just 5% believe they are very prepared to deal (31%) say they are not very prepared, and 4% with the skills gap they experience. Half (53%) report not being prepared at all.

Figure 6: How prepared do you believe your organisation is to deal with any shortage in digital skills?

Implemented and fully operational Very prepared 7% 5% 4% Early stage usage with developments still underway Somewhat prepared

Our strategy is finalised and work is due to begin Not very prepared We are considering our strategy 31% 53% Not at all prepared We have not yet, or don’t plan to, develop a strategy Don’t know Other – please specify

Don’t know

It is worth noting that, when it comes to Brexit and impact, while 33% expect to see one in the future. its predicted impact on the availability of skills in Interestingly, 39% don’t believe Brexit will have the UK, just 2% have already seen a significant an impact in this area at all.

Figure 7: : What impact, if any, do you believe the UK’s exit from the European Union (EU) has or will have on the recruitment of the right digital skills?

2% We have already seen a significant impact from ‘Brexit’ on the availability of digital skills 21% While we have not yet seen an impact, we expect 33% to deal with one in the future 5% We don’t believe Brexit will impact the availability of digital skills

Other – please specify

39% Don’t know 11

3. It is encouraging to see that, despite the skills gap, 79% of organisations believe they are prepared to embrace new and emerging technologies

Looking at the new technologies organisations siloes and lack of integration across the public are planning to adopt, Cloud is leading the charge sector, often emphasised by security concerns (75%). Predictive analytics comes in second place, and accessibility needs. Siloed data presents a by quite a margin (46%), however it’s interesting to significant barrier to effective and accurate see that almost half are looking into it. This is predictive analytics, so it is crucial organisations despite the widely understood issues around data are able to and prepared to deal with this.

Citizen-facing (frontline) services

Figure 8: Which of the following new technologies is your organisation planning to adopt? Finance Please tick all that apply.

Planning & Logistics Cloud 75%

Administration Virtualisation 32%

Human Resources (HR) Predictive analytics 46%

Infrastructure Artificial Intelligence (AI) 34%

Other – please specify Blockchain 8%

Don’t know Other – please specify 7%

Don’t know 16% 12

Thinking about the impact that these new one of the areas they believe would benefit most, technologies will have on their organisation, alongside administration (64%), infrastructure (56%) participants give citizen-facing services (77%) as and planning and logistics (52%).

Figure 9: Which areas of your organisation do you believe would benefit most from new technologies? Please tick all that apply.

Citizen-facing (frontline) services 77%

Finance 51%

Planning & Logistics 52%

Administration 64%

Human Resources (HR) 47%

Infrastructure 56%

Other – please specify 6%

Don’t know 6% 13

4. For over a third of participants (36%), the term hybrid cloud means a combination of cloud and on-premise solutions

It is worth noting, however, that the majority (38%) issue that could hamper their ability to fully told us they didn’t know how they would define realise their digital transformation strategy, this term. This suggests a distinct lack of particularly in the case of the 75% who state their awareness across the sector in regard to cloud organisation is looking to adopt cloud. and indicates the sector is facing an awareness

Figure 10: What does your organisation understand by the term hybrid cloud? Please select the statement that best describes your stance.

17% A mixture of private and public cloud services

Private cloud infrastructure with the use of public cloud services 38% 7%

A combination of cloud and on-premise solutions

Other – please specify

Don’t know 36% 2%

In fact, a lack of awareness of cloud – in regard to able to state how many of their services are hybrid cloud in particular – appears to be a delivered by these technologies (58%), or the significant issue across sector as over half are not barriers that prevent them from embracing it (50%).

Figure 11: Does your organisation experience any barriers to adopting hybrid cloud? Please tick all that apply.

Perceived costs 7%

Security concerns 26%

Lack of available in-house skills to 15% implement and maintain

Unsure of the best approach 8%

Other – please specify 7%

Don’t know 50% 14

Despite this, it is perhaps concerning to see that state they are somewhat prepared, but a third just 5% believe they are very prepared to deal (31%) say they are not very prepared, and 4% with the skills gap they experience. Half (53%) report not being prepared at all.

Figure 6: How prepared do you believe your organisation is to deal with any shortage in digital skills?

2% 5% 6% Very confident 30% Somewhat confident

Not very confident

Not at all confident

Don’t know 57% 15

SECTOR ANALYSIS

1. The Progress of Digital

1.1 Healthcare is leading local and central government organisations in their approach to digital transformation – 23% of healthcare organisations would classify themselves as leaders, with this number just 21% in central government and 14% in local government.

1.2 The opportunity to modernisation and future-proof services is the most common area of expected benefits across all three sectors, though it is much more prevalent in local authorities (70% in local, 63% in central and 55% in healthcare)

1.3 Encouragingly, and with the Government Transformation Strategy and Service Standard in mind, the vast majority of participants in all areas believe the transformation of citizen facing services is a top priority (59% central, 77% local, 70%). However, administration is also a significant area of focus for both healthcare (60%) and central government (60%). 2. Digital & the Skills Gap

2.1 Nearly a third of participants in health (30%) and central (31%) believe they are significantly impacted when it comes to digital transformation by a lack of digital skills in their organisation. This number is halved (14%) in local authorities, though 72% do report a mid-level impact.

2.2 Worryingly, a very small percentage of participants believe they are prepared to deal with any shortage in digital skills (3% in healthcare, 4% in central and 9% in local). In fact, a huge 40% in healthcare state that they are not very prepared to deal with this shortage, true of a third in central government (32%) and a quarter in local government (24%). 3. Adopting Cloud Technologies

3.1 A lack of awareness around cloud technologies seems to be a significant sticking point for many organisations. Nearly half of local authorities (46%) are uncertain about what the term ‘hybrid cloud’ means, alongside 29% of central government departments and just 12% of healthcare organisations.

3.2 However, large percentages across the three sectors are unaware of the number of services in their organisation that are provided using hybrid cloud technologies, with over half of healthcare organisations (56%) and local authorities (68%) unsure.

3.3 In terms of barriers, the most common barrier in central government (37%) and healthcare (30%) remains security, despite new advances in cloud technology meaning security is often better and more reliable in the cloud. Yet there is still a high percentage of uncertainty across the board (35% in central, 53% in healthcare, and 61% in local), which suggests a lack of awareness of cloud may be the biggest barrier for the public sector as a whole. 16 12

CONCLUSION By

Whatever the government, whatever the worried about the impact of a digital skills political landscape, one constant remains in gaps in their organisation and, perhaps most public sector – to digitise, modernise, and to do concerningly, just 5% feel ‘very prepared’ to so cost-effectively and efficiently. The use of deal with it. In fact, a third (31%) admit to being digital technology to improve public services is ‘not very prepared’. nothing new, but in recent years, the focus has shifted. Agendas and strategies no longer This is perhaps most apparent when we focus on reforming services one-by-one in the consider cloud technology. While 36% of our hope of making minor improvements in select survey respondents recognise the term areas. Instead, organisations need to think big, ‘hybrid cloud’ as referring to a combination of transforming services to be seamless and cloud and on-premise solutions, a further 38% integrated, with digital at its heart. don’t know and 50% do not know what barriers stand in their way of adopting such This is crucial; digital transformation cannot, approaches. Importantly, 15% report that they and should not, be carried out for the sake of suffer from a lack of available in-house skills digital. Rather, it means using digital as a and another 8% are unsure about the best means of improving the citizen experience approach. wherever and however they choose to access services. And our participants recognise this – As public sector organisations continue to citizen-facing services was recorded as the strive for modernised, seamless citizen highest priority (68%) when it comes to services, getting the right technology in place transformation strategies, and 77% believe this is critical – and opting for the wrong approach is the area in which new and emerging can cause major setbacks. To fully realise the technologies can assist the most. transformation strategies so often discussed, organisations must be able to rely on the right Yet challenges remain. In fact, nearly skills and experiences, plan for the long-term three-quarters of our survey participants (70%) rather than opt for short-term fixes, and believe there are key barriers that stand in their embrace technologies such as cloud that will way to fully achieving digital transformation. enable them to become more flexible and Among these, the vast majority (85%) are agile than ever before. 3.1 A lack of awareness around cloud technologies seems to be a significant sticking point for many organisations. Nearly half of local authorities (46%) are uncertain about what the term ‘hybrid cloud’ means, alongside 29% of central government departments and just 12% of healthcare organisations.

3.2 However, large percentages across the three sectors are unaware of the number of services in their organisation that are provided using hybrid cloud technologies, with over half of healthcare organisations (56%) and local authorities (68%) unsure.

3.3 In terms of barriers, the most common barrier in central government (37%) and healthcare (30%) remains security, despite new advances in cloud technology meaning security is often better and more reliable in the cloud. Yet there is still a high percentage of uncertainty across the board (35% in central, 53% in healthcare, and 61% in local), which suggests a lack of awareness of cloud may be the biggest barrier for the public sector as a whole. 17

APPENDIX 1: SURVEY QUESTIONS 18

Question: Which of the following statements best describes your organisation's approach to digital transformation?

Answer Percentage

WeAnswer are leaders across the public sector in terms of adopting digital 19% technology and strive to embrace the latest developments in digital technology

While we have had some success in embracing new advances in digita ltechnology, we find that barriers stand in our way to fully achieving digital transformation 70%

There are too many challenges involved in embracing new digital 2% technologies

Other - please specify 7%

Don't know 2%

Question: Do you believe that new and emerging digital technologies provide an opportunity for your organisation? Please tick all that apply.

Answer Percentage

CostAnswer reduction Percentage55%

Modernisation/future-proofing 81%

24/7 service delivery 42%

Improved citizen engagement 47%

Improved staff satisfaction 44%

Other - please specify 9%

Don't know 4%

Grid: How much of a priority is placed on transforming the following areas with digital technology?

Question: Citizen-facing (frontline) services

Answer Percentage

HighAnswer priority Percentage68%

Medium priority 23%

Low priority 6%

Don't know 3% 19

Question: Finance

Answer Percentage

HighAnswer priority Percentage26%

Medium priority 47%

Low priority 16%

Don't know 11%

Question: Planning & Logistics

Answer Percentage

HighAnswer priority Percentage17%

Medium priority 53%

Low priority 20%

Don't know 10%

Question: Administration

Answer Percentage

HighAnswer priority Percentage23%

Medium priority 54%

Low priority 17%

Don't know 6%

Question: Human Resources (HR)

Answer Percentage

HighAnswer priority Percentage15%

Medium priority 48%

Low priority 24%

Don't know 13% 20

Question: Infrastructure

Answer Percentage

HighAnswer priority Percentage38%

Medium priority 40%

Low priority 10%

Don't know 12%

Question: Thinking about the programmes of digital transformation in your organisation, who predominantly owns and delivers these? Please tick all that apply.

Answer Percentage

ExternalAnswer suppliers/consultants Percentage13%

IT department 44%

Business functions 26%

A combination of the above 48%

Other - please specify 8%

Don't know 2%

Question: How far through your digital transformation strategies are you currently?

Answer Percentage

ImplementedAnswer and fully operational Percentage3%

Early stage usage with developments still underway 61%

Our strategy is finalised and work is due to begin 7%

We are considering our strategy 12%

We have not yet, or don't plan to, develop a strategy 2%

Other - please specify 10%

Don't know 5% 21

Question: To what extent do you think your organisation is impacted by a skills gap in terms of digital transformation?

Answer Percentage

SignificantAnswer impact Percentage24%

Mid-level impact 61%

Minimal impact 10%

No impact 1%

Don't know 4%

Question: How prepared do you believe your organisation is to deal with any shortage in digital skills?

Answer Percentage

VeryAnswer prepared Percentage5%

Somewhat prepared 53%

Not very prepared 31%

Not at all prepared 4%

Don't know 7%

Question: What impact, if any, do you believe the UK's exit from the European Union has or will have on the recruitment of the right digital skills?

Answer Percentage

WeAnswer have already seen a significant impact from 'Brexit' on the availability of digital skills Percentage2%

While we have not yet seen an impact, we expect to deal with one in the future 33%

We don't believe Brexit will impact the availability of digital skills 39%

Other - please specify 5%

Don't know 21% 22

Question: Do you feel your organisation is prepared to embrace new and emerging technologies?

Answer Percentage

YesAnswer Percentage79%

No 14%

Don't know 7%

Question: Which of the following new technologies is your organisation planning to adopt? Please tick all that apply.

Answer Percentage

CloudAnswer Percentage75%

Virtualisation 32%

Predictive analytics 46%

Artificial Intelligence (AI) 34%

Blockchain 8%

Other - please specify 7%

Don't know 16%

Question: Which areas of your organisation do you believe would benefit most from new technologies? Please tick all that apply.

Answer Percentage

Citizen-facingAnswer (frontline) services Percentage77%

Finance 51%

Planning & Logistics 52%

Administration 64%

Human Resources (HR) 47%

Infrastructure 56%

Other - please specify 6%

Don't know 6% 23

Question:What does your organisation understand by the term hybrid cloud? Please select the statement that best describes your stance.

Answer Percentage

AAnswer mixture of private and public cloud services Percentage17%

Private cloud infrastructure with the use of public cloud services 7%

A combination of cloud and on-premise solutions 36%

Other - please specify 2%

Don't know 38%

Question: Roughly, what percentage of services are delivered via hybrid cloud technologies?

Answer Percentage

0Answer to 10% Percentage22%

11 to 25% 6%

26 to 50% 3%

51 to 75% 5%

75%+ 6%

Don't know 58%

Question: Does your organisation experience any barriers to adopting hybrid cloud? Please tick all that apply.

Answer Percentage

PerceivedAnswer costs Percentage7%

Security concerns 26%

Lack of available in-house skills to implement and maintain 15%

Unsure of the best approach 8%

Other - please specify 7%

Don't know 50% 24

Question: How confident are you that your organisation is prepared to deal effectively with cybersecurity threats?

Answer Percentage

VeryAnswer confident Percentage30%

Somewhat confident 57%

Not very confident 6%

Not at all confident 2%

Don't know 5% 25

APPENDIX 1: PARTICIPATING ORGANISATIONS 26

Audit Scotland Oxleas NHS Foundation Trust Care Quality Commission Royal Free London NHS Foundation Trust Companies House Salisbury NHS Foundation Trust Creative Scotland Solent NHS Trust Crown Prosecution Service Southport and Ormskirk Hospital NHS Trust Department for International Development The Royal Orthopaedic Hospital NHS Foundation Trust Department for Work and Pensions Torbay and South Devon NHS Foundation Trust Department of Health and Social Care University Hospitals Birmingham NHS Foundation Trust Engineering Construction Industry Training Board Wirral Community NHS Foundation Trust Equality Commission for Northern Ireland Worcestershire Acute Hospitals NHS Trust Government Equalities Office Wrightington, Wigan and Leigh NHS Foundation Trust Government Legal Department Yorkshire Ambulance Service NHS Trust Her Majestys Inspectorate for Education and Training in Angus Council Wales Ashford Borough Council Highlands and Islands Enterprise Aylesbury Vale District Council Highways England Blaby District Council HM Prison and Probation Service Bury Council Home Office Cambridge City Council Human Tissue Authority Carlisle City Council Independent Office for Police Conduct City of Lincoln Council Loch Lomond and The Trossachs National Park Authori- Clackmannanshire Council ty Coventry City Council Ministry of Housing, Communities and Local Govern- Crawley Borough Council ment Dacorum Borough Council National Physical Laboratory Derbyshire Dales District Council NHS Digital Dover District Council Northern Ireland Commissioner for Children and Young Dudley Metropolitan Borough Council People Durham County Council Northern Lighthouse Board East Dunbartonshire Council Office of The Scottish Charity Regulator East Lothian Council Public Health England East Riding of Yorkshire Council Scottish Courts and Tribunals Service Essex County Council Scottish Enterprise Folkestone & Hythe District Council Scottish Funding Council Gedling Borough Council Scottish Water Gloucestershire County Council Skills Development Scotland Hastings Borough Council Sport England Hertfordshire County Council Sport Scotland Isle of Wight Council Tate Gallery Islington Council The National Archives London Borough of Bexley The Pensions Regulator Medway Council The Royal Mint Northampton Borough Council The Scottish Government Plymouth City Council The Scottish Housing Regulator Reading Borough Council Transport Scotland Sedgemoor District Council Visit Britain Shropshire Council Bedford Hospital NHS Trust South Hams District Council Buckinghamshire Healthcare NHS Trust South Tyneside Council Cambridgeshire and Peterborough NHS Foundation St Albans City and District Council Trust Stafford Borough Council Care Plus Group Stockport Metropolitan Borough Council Dartford and Gravesham NHS Trust Surrey County Council East Cheshire NHS Trust Tayside Contracts East Kent Hospitals University NHS Foundation Trust Tendring District Council King's College Hospital NHS Foundation Trust The Education Authority Midlands Partnership NHS Foundation Trust Tower Hamlets Council NHS Business Services Authority Warrington Borough Council NHS Calderdale CCG Wealden District Council NHS National Services Scotland West Lindsey District Council NHS Shared Business Services West Lothian Council North of England Commissioning Support Unit Woking Borough Council Northampton General Hospital NHS Trust Worcestershire County Council Northern Devon Healthcare NHS Trust Wycombe District Council ACKNOWLEDGEMENTS

The survey team at iGov Survey would like to To contact the iGov Survey team: take this opportunity to thank all of those who Email: [email protected] were able to take part in our research, Tel: 0845 094 8567 particularly those who found the time to offer Address: FAO Sandra Peet, Pacific House, additional insights through additional Pacific Way, Digital Park, Salford Quays, M50 comments. We would also like to thank our 1DR survey partner, IBM, for their assistance in compiling the questions, scrutinising the responses and analysing the results.

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