Covid-19: Charities

Baroness Finn Excerpts

Tuesday 24th March 2020 Lords Chamber

[Baroness Barran]

I thank the noble Lord. One thing that brightens my day is hearing stories such as that. People are being extraordinarily generous and creative in how they are sharing their organisation’s assets. I will share the noble Lord’s comments about Network Rail with colleagues in the Department for Transport and I thank him for raising this.

[Baroness Finn (Con)]

My Lords, community foundations will be critical to ensure that aid is properly distributed to those who need it most. Can the Minister confirm that they will receive the support that they require to do this?

[Baroness Barran]

My noble friend makes an important point. In other emergency situations we have seen that aid is not always distributed effectively. Community foundations around the country have extraordinary networks of local charities and can make sure that the money raised gets to the places that need it most. I know that the National Emergencies Trust and others are working actively with the community foundations.

Digital Understanding

Baroness Finn Excerpts

Thursday 7th September 2017 Lords Chamber

[Baroness Finn (Con)]

My Lords, I, too, congratulate the noble Baroness, Lady Lane-Fox, on securing this very relevant debate. It is difficult to overestimate her role in promoting digital government.

In 2010, my noble friend Lord Maude commissioned the noble Baroness to carry out a review of government digital capability. Unlike most government reviews, which take months if not years, the Martha Lane-Fox report was produced in two weeks. Her recommendations were admirably straightforward: government should be digital by default with assisted digital for those not yet online, and there should be a new government digital organisation headed by the best person possible—the outstanding Mike Bracken took this role.

The results of what became the Government Digital Service, or GDS, speak for themselves. In 2010, the UK was a byword for car-crash government IT programmes. In contrast, as we have heard, in 2016 the UK was top of the UN rankings. We saved over £4 billion from the IT bill in just four years, Government became an attractive employer for a generation of digital talent, and start-ups and SMEs won government business, ending the domination of a few international companies. The award-winning GOV.UK became one of the most visited sites in the UK. GDS was hailed as Europe’s best start-up, with the Washington Post calling it the “gold standard” for digital government.

When the Australian Government set up their Digital Transformation Office, Malcolm Turnbull, now the Australian Prime Minister, emailed my noble friend Lord Maude to say that if imitation is the sincerest form of flattery, he should consider himself very flattered. Many other countries, including the US, copied the model, often with the help of former GDS staffers.

These remarkable results were not accidental. Reform, especially in the Civil Service, needs leadership, stamina and political courage. The success of GDS depended on strong authority and leadership at the centre of government. The mantra was, “the strategy is delivery”. Yet the new GDS mandate—to support, enable and assure departments—seems to place the needs of departments over the needs of users. The battle over the use of shared platforms is worrying. Cross-government platforms such as Verify are designed for the user so that digital government is consistent and easy to deal with. Their use by departments is set to save billions of pounds, yet they are resisting their use.

One of the great myths of government is that while central control may be needed to drive initial reform, there comes a point where the reforms are said to be embedded and controls can be eased off. My experience is that reforms embedded in departments are precisely that. They are usually embedded six feet under so that departments can regain autonomy and go right back to their old ways without further interference. We should not risk our digital leadership position to maintain a pointless power battle in Whitehall.

The Government have published a powerful digital transformation strategy and GDS is vital to its delivery. I hope the Minister can reassure us that GDS must be empowered to do so. I wonder whether now is a timely moment for the noble Baroness to review progress after five years, which could address her other concerns.

[Baroness Sugg (Con)]

My Lords, as noble Lords know, this is a time-limited debate and we must finish at 4.33 pm, which may cut into the Minister’s response.