eGain commissioned research across the whole UK Public Sector to understand the state of channel migration/ digital transformation and the impact of the 'Digital by Default' policy. This report outlines the key findings from the research and offers several opportunities for UK Public Sector to further improve citizen services, better address the digitally excluded segments and underpin the digital transformation business case.

2. Delivering inclusive services in the public sector survey 2014
The Survey
As the Digital by Default agenda continues to build momentum, organisations across the
public sector are considering how best to overcome barriers to accessing services.
However, as budget cuts continue, the challenge is to find the most cost effective way of
meeting all service user needs. Channel shift and self-service options provide part of the
solution but organisations are also considering the support provided for service users and
whether current systems are aiding or inhibiting organisations in providing a single view of
the user experience.
Our survey aimed to provide a snapshot of how, when and where service users currently
access services, and the support mechanisms that are in place to ensure services are
inclusive and meet all user needs.
This document contains the key findings of the report and recommendations going
forward.
Profile of respondents
In total, 437 individuals from 328 unique organisations accessed the survey
representing all parts of the public sector.
• NHS: 121
• Central Government: 74
• NDPB: 59
• Local Government: 45
• Clinical Commissioning Groups: 24
• Housing Associations: 6
• Colleges of FE: 3
• Charity: 2
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3. Delivering inclusive services in the public sector survey 2014
Central Government
Clinical Commissioning Groups
Housing Associations
NHS
18%
36%
Charity
Colleges of FE
Local Government
NDPB
22%
1%
7%
1%
2%
13%
Figure 1: Survey completes by sector
What do we mean by inclusive
services?
Citizens for the most part are not able to choose who they consume services from, except
where these are delivered outside of the Public Sector. This report focuses on the delivery
of services by the Public Sector for the benefit of, and consumption by, citizens. It is
helpful to contrast services that are delivered within the Private Sector and consider the
expectation that consumers now routinely have for services that are delivered through
digital channels. These expectations carry over to citizen’s expectations of public
services.
Public service providers have a duty to ensure that everyone has equal access to their
services. Increasingly important with services being transformed by successive
Governments, is the issue of discoverability. If citizens are not aware of service availability
then they will not be able to access them.
2

4. Delivering inclusive services in the public sector survey 2014
Additional considerations for Public Sector services are those of timing and preference.
The latest OfCom media preference 1mentions ‘media stackers’ – consumers that ‘conduct
activities or communicate via other devices while watching TV, but with these activities not
relating to the TV programme being watched.’
The Digital by Default agenda enables this type of interaction, provided that appropriate
investment is given to digital channels to support the transaction processing.
Above all, the public requires consistency when consuming public services. This
consistency covers policy, advice, expectation and experience. There is a risk that the
investments being made in digital channels assume a 100% channel-shift from traditional
interaction methods, and that costs will rise and experience will suffer due to a lack of
consistency across channels, or that citizens will not be allowed choice in how they
consume services despite having particular needs or preferences.
This leads us to define the optimum characteristics of inclusive services:
‘Inclusive services should be discoverable, available and tailored to all citizens at a
convenient and appropriate time and place, as chosen by the citizen and provided by the
Public Sector. Furthermore the support of those services should be consistent across
different interaction channels and flexible enough to provide resilience and choice.’
1
Ofcom Communications Market Report August 2013
3

5. Delivering inclusive services in the public sector survey 2014
Summary of Key Findings
1. Organisations see channel shift as important
but the majority are still not taking a strategic
approach
Despite the benefits associated with channel shift, 64% of organisations surveyed do not
have a strategy in place. However 56% of organisations who already have a strategy plan
to review it within the next 12 months. This clearly shows that those who are taking an
organisation-wide approach to channel shift are recognising the speed at which change is
required to meet the challenges of the current climate.
No plans to review
12-18 months
Less than six months
Post 18 months
20%
Six to twelve months
Don’t know
3%
24%
4%
17%
32%
Count: 123
Figure 2: When do you plan to review your channel shift strategy?
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6. Delivering inclusive services in the public sector survey 2014
2. The main drivers for channel shift are cost
reductions and efficiency improvements. However,
less than 2 out of 5 of those surveyed have
assessed the business case to provide
multichannel support in the last twelve months.
It is clear that organisations are starting to recognise the benefits of channel shift but there
is still a disparity between this and those organisations who have considered providing
multiple channels of support in the last twelve months. There is a real risk to the business
benefits of channel shift being delivered, if the transformation of services is not
underpinned by readily accessible support, at the time and method as chosen by the
citizen.
Yes
No
Don’t know
34%
38%
29%
Count: 307
Figure 3: In the last twelve months, has your organisation assessed the business case to provide
multichannel support?
5

7. Delivering inclusive services in the public sector survey 2014
3. Recognising the diversity of service users is
considered a priority by half of those surveyed but
more needs to be done
Of those who provide multi/omni channel support, 53% say this platform is accessible to all
users, including those who require digital support. This is encouraging although given that
organisations have a legal obligation under EC law to deliver accessible websites, we
would expect this figure to be much higher. The lack of an assisted digital policy (only 23%
of surveyed organisations have one in place) is also a concern given the importance of
assisted digital practices in the delivery of all new services online by 2015. To be inclusive,
organisations need to put into place the tools with which to include all service users.
Individual channels for different services
Don’t know
Multi/omni channel support service
21%
43%
36%
Count: 307
Figure 4: How do you currently support customers?
6

8. Delivering inclusive services in the public sector survey 2014
4. Current solutions are not providing
organisations with a complete view of the user
experience, making it difficult to recognise and
address barriers
Capabilities of current solutions
Track a journey start to finish
Complete view of customer interaction
Recognise and offer alternative channel
Pre-empt potential user problems
Customer satisfaction surveys
Track incomplete journeys
None of the above
Don’t know
0
25
50
75
100
Count: 176
Figure 5: Does your current solution allow you to do the following?
Of the same list, it is interesting to note that just over half did not know if any of the above
services were available via mobile applications, 75% via SMS and 34% via mobile web
browsers. This does show the lack of awareness organisation-wide of possible channels
available and without staff buy in, it is difficult to deliver services tailored to specific needs.
However in terms of mobile, nearly a fifth were able to measure customer satisfaction via
surveys which shows that organisations are recognising the importance of listening to
customer feedback. Of public sector organisations that have conducted research to
identify user digital capabilities, the majority (69%) think that most users are online but still
require assistance.
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9. Delivering inclusive services in the public sector survey 2014
5. What is the impact of poor service adoption?
Cost
Reputational risk
Service adoption rate
Move back to original channel
Improving new channel beyond project expectations
19%
29%
5%
21%
26%
Figure 6: What risks have been identified?
The potential impact of low service take-up has only been considered or quantified to a
meaningful degree by 16% of organisations surveyed. This is a major risk as potentially,
new ways of delivering services could be alienating or excluding individuals who could
previously easily access as and when required. Worryingly, over two thirds are reliant on
non-digital channels if take-up is low: paper forms, phone support and face-to-face all
score quite highly. Whilst non-digital channels have a role to play, it is notable that such a
huge percentage of organisations are not looking at the potential digital solutions available
to them.
8

10. Delivering inclusive services in the public sector survey 2014
Barriers to creating or supporting new and improved digital channels
Cost
Risk of data
Resource - systems
Lack of consistency
Resource - staff
Lack of user experience view
Lack of customer adoption
Cost - digital inclusion and assisted
Poor familarity with technology use
Other
0
25
50
75
100
Count: 111
Figure 8: Going forward, which of the following would you consider to be the biggest barriers in
your organisation to creating or supporting new and improved digital channels?
9

11. Delivering inclusive services in the public sector survey 2014
Citizen engagement model
When Public Sector bodies have enabled citizens to find and use services via digital
means, eGain attributes these organisations with having achieved Digital Citizen
Engagement. eGain takes a consultative approach to enable its clients to measure their
current state of Digital Citizen Engagement maturity; techniques include root cause
analysis, service design, customer journey mapping, knowledge base authoring and cost
benefit analysis techniques all orientated to increase a wider realisation of the Digital by
Default Service Standard. These techniques underpin the creation of dynamic digital
services which include personalised supporting information designed to enable the
successful resolution of queries using digital channels.
Digital Citizen
Engagement
Characteristics
Benefits
• Updated channel shift strategy in place
• Assisted digital services available
• Robust analytics underpin service enhancement
• Personalised service provision
Optimised
Defined
Initial
• An evolved digital strategy is in place
• Partial development of assisted digital capability
• Limited capability to track citizen journeys
•
•
•
•
•
•
Lack of a defined digital strategy
Limited digital services provision
Static online content
High level of non-digital & F2F demand
Limited visibility of digital service efficacy
Citizens inconvenienced
Citizen Engagement Maturity Model
copyright eGain 2014
10

12. Delivering inclusive services in the public sector survey 2014
Conclusion
Mark Fenna, Head of Public Sector, eGain
The survey results make interesting and varied reading and describe a Public Sector
landscape undergoing a number of digital transformation projects as expected with the
clear Digital by Default agenda.
There is, however, a major risk that the broad range of citizen needs and preferences have
not been adequately considered and that this could challenge the channel shift business
cases by:
•
•
Undermining public confidence in service delivery due to inconsistency of
experience between channels
Certain segments (such as those requiring Assisted Digital) driving a significant
proportion of service cost
There are, however, a number of opportunities that organisations should consider before
services start transitioning:
Make it easier for people to engage how and when they want:
Extend access time to assistance, service user satisfaction, and reduce unnecessary
customer contact/ improve targeted contact by improving service outside of core business
hours via Chat Bot and Web Self-Service
Embed context-sensitive help which changes according to realtime analytics to improve
service adoption, customer satisfaction and reduce unnecessary customer contact
Give citizens choice and receive a complete view of interactions:
Being able to view a complete interaction history from customers across the full range of
channels provides an opportunity to improve organisational efficiency and reduce the
‘friction’ from a citizen perspective
Providing a knowledge base of policies and guidance online via web self-service would
empower citizens, improve service and reduce unnecessary contact
11

13. Delivering inclusive services in the public sector survey 2014
Help the ‘media stackers’ and workers:
Provide webchat as a channel to improve customer choice (allowing them to access
services at work), and improve contact centre efficiency (typically agents can handle 3-5
web chats vs 1 phone call in realtime)
Keep citizens informed by providing proactive and reactive status update information to
reduce unnecessary citizen contact and improve customer satisfaction
And finally…
Above all, make sure that services that are delivered are supported by inclusive support
channels, and that these are available to all, not just to those that are deemed as requiring
‘additional support’.
Inclusive services should be discoverable, available and tailored to all citizens at a
convenient and appropriate time and place as chosen by the citizen and provided by the
Public Sector. Furthermore the support of those services should be consistent across
different interaction channels and flexible enough to provide resilience and choice.
Public Sector Digital transformation is a journey that will evolve over time and be
responsive to changes in policy, citizen feedback and technology advancements.
A responsive citizen-centric support and engagement model is critical to delivery.
Useful links
Government’s
Digital
by
Default
Strategy
Assisted
Digital
Policy
Digital
by
Default
service
standard
12

14. Delivering inclusive services in the public sector survey 2014
About eGain
eGain is the leading provider of knowledge powered customer engagement applications.
Our integrated solutions for social, mobile, web and contact centres help our clients deliver
connected customer journeys in a multichannel world. We also help organisations to
significantly reduce operating costs, increase customer retention, convert untapped sales
opportunities, and improve e-mail, chat, mobile, social, and contact centre customer
experiences.
In addition, eGain designs and delivers Knowledge Management solutions, which are
critical for a multichannel strategy and enable Public Sector organisations to improve the
delivery of services and decrease cost, risk and fraud by delivering smart, connected
customer journeys across all channels.
Visit: www.egain.com
About iGov Survey
We are an independent team of public sector experts who are responsible for the delivery
of public sector related surveys. Our dedicated editorial team work with our clients to
collate information about UK public services and the ever-changing environment in which it
exists in 2013.
iGov surveys are targeted at senior level professionals and decision-makers and provide a
current insight into how this group think. We also aim to provide our partners with
intelligence to support future communications.
Visit: www.igovsurvey.com
Acknowledgements
The survey team at iGov Survey would like to take this opportunity to thank all of those who were
kind enough to take part - and especially to those who found the time to offer additional insight
through their extra comments. We would also like to thank our partner, eGain, for their assistance
in compiling the survey questions, scrutinising the responses and analysing the results.
Delivering inclusive services survey 2013 © copyright Unless explicitly stated
otherwise, all rights including those in copyright in the content of this publication are
owned by or controlled for these purposes by iGov Survey
Except as otherwise expressly permitted under copyright law or iGov Survey’s Terms of Use, the content of this
publication are owned by or controlled may not be copied, reproduced, republished, downloaded, posted, broadcast or
transmitted in any way without first obtaining iGov Survey’s written permission or that of the copyright owner.
To contact the iGov Survey team:
Email: dcross@ingenium-ids.org Tel: 0161 482 7890
Address: FAO David Cross, Ingenium IDS Ltd, Mansion House, Wellington Road South, Stockport, Cheshire, SK1 3UA
13

15. Delivering inclusive services survey 2014
Quest ion: What would best describe your role wit hin your organisat ion?
Answer
Count
Percent
Chief
13
3%
Director
73
17 %
Head
110
25 %
Manager
195
44 %
Other
49
11 %
Quest ion: What are your primary job responsibilit ies wit hin your organisat ion? Please t ick all t hat
apply.
Answer
Count
Percent
8
1%
34
4%
IT
120
15 %
Communications and Marketing
144
18 %
Corporate services
78
10 %
HR
29
4%
T ransformation
75
9%
Policy
60
7%
Strategy
85
10 %
Procurement/purchasing
37
5%
Operations
79
10 %
Other
70
9%
Count
Percent
1-50
25
6%
50 -249
77
18 %
250 – 499
70
16 %
500 – 2499
88
20 %
144
33 %
36
8%
CEO
Finance
Quest ion: How many people work in your organisat ion?
Answer
2500 – 10000
10000+

16. Quest ion: Does your organisat ion have a channel shif t st rat egy?
Answer
Count
Percent
Yes
142
35 %
No
110
27 %
Don't know
150
37 %
Grid: If you said Yes, please rank t he f ollowing drivers of channel shif t in order of signif icance f rom 14 ( wit h 1 = Most signif icant driver and 4 = Least signif icant driver)
Quest ion: Cost reduct ion
Answer
Count
Percent
1
57
45 %
2
28
22 %
3
20
16 %
4
21
17 %
Count
Percent
1
42
33 %
2
53
42 %
3
18
14 %
4
13
10 %
Count
Percent
1
16
13 %
2
38
30 %
3
51
40 %
4
21
17 %
Count
Percent
1
27
21 %
2
30
24 %
3
31
25 %
4
38
30 %
Quest ion: Ef f iciency
Answer
Quest ion: Ef f icacy
Answer
Quest ion: Improving service adopt ion f or specif ic service user groups
Answer

17. Quest ion: When do you plan t o review your channel shif t st rat egy?
Answer
Count
Percent
4
3%
Less than six months
29
24 %
Six to twelve months
39
32 %
T welve to eighteen months
21
17 %
5
4%
25
20 %
No plans to review
Post eighteen months
Don't know
Quest ion: In t he last t welve mont hs, has your organisat ion assessed t he business case t o provide
mult ichannel support ?
Answer
Count
Percent
Yes
103
34 %
No
88
29 %
Don't know
116
38 %
Count
Percent
Individual channels of support for different services
132
43 %
Multi/Omni channel support service
111
36 %
Don’t know
64
21 %
Quest ion: How do you current ly support cust omers?
Answer
Quest ion: If you answered mult i/omni channel support service, is t his plat f orm accessible t o all users,
including t hose who require digit al support ?
Answer
Count
Percent
Yes
55
53 %
No
23
22 %
Don’t know
26
25 %
Quest ion: Does your current solut ion allow you t o do t he f ollowing? Please t ick all t hat apply.
Answer
Count
Percent
T rack a service user’s journey from start to finish
71
18 %
Get a complete view of customer interactions via the full range of channels
41
10 %
Recognise and offer alternative channels to those who require it
55
14 %
Pre-empt potential problems that users may experience during the process
25
6%
Measure customer satisfaction via surveys
96
24 %
T rack incomplete customer journeys
48
12 %
None of the above
26
7%
Don’t know
31
8%

18. Grid: Of t he same list , please t ell us which services are available via mobile applicat ions, SMS and
mobile web browsers?
Quest ion: Mobile applicat ions
Answer
Count
Percent
14
10 %
6
4%
10
7%
7
5%
25
17 %
9
6%
74
51 %
Count
Percent
T rack a service user’s journey from start to finish
3
3%
Get a complete view of customer interactions via the full range of channels
4
4%
Recognise and offer alternative channels to those who require it
5
5%
Pre-empt potential problems that users may experience during the process
4
4%
Measure customer satisfaction via surveys
8
8%
T rack incomplete customer journeys
2
2%
78
75 %
Count
Percent
T rack a service user’s journey from start to finish
21
10 %
Get a complete view of customer interactions via the full range of channels
15
7%
Recognise and offer alternative channels to those who require it
23
11 %
Pre-empt potential problems that users may experience during the process
19
9%
Measure customer satisfaction via surveys
43
20 %
T rack incomplete customer journeys
19
9%
Don’t Know
71
34 %
T rack a service user’s journey from start to finish
Get a complete view of customer interactions via the full range of channels
Recognise and offer alternative channels to those who require it
Pre-empt potential problems that users may experience during the process
Measure customer satisfaction via surveys
T rack incomplete customer journeys
Don’t Know
Quest ion: SMS
Answer
Don’t Know
Quest ion: Mobile web browsers
Answer
Quest ion: What would you say is t he great est challenge prevent ing users f rom accessing your
services via mult iple channels?
Answer
Count
Percent
Ease of use
16
9%
Customer adoption
33
18 %
Website design and navigation
28
15 %
Fragmentation of services
53
29 %
Lack of intuitive response
6
3%
45
25 %
Other

19. Grid: Which of t he f ollowing self -service f acilit ies are current ly of f ered, plan t o be of f ered or not
of f ered by your current plat f orm?
Quest ion: Abilit y t o provide cust omer f eedback
Answer
Count
Percent
Currently offered
89
64 %
Plan to be offered
27
19 %
Not offered
24
17 %
Count
Percent
Currently offered
94
67 %
Plan to be offered
29
21 %
Not offered
17
12 %
Count
Percent
Currently offered
69
49 %
Plan to be offered
36
26 %
Not offered
35
25 %
Count
Percent
103
74 %
Plan to be offered
13
9%
Not offered
24
17 %
Quest ion: Abilit y t o complet e online applicat ions/ t ransact ions
Answer
Quest ion: Abilit y t o access support services
Answer
Quest ion: Abilit y t o report a problem
Answer
Currently offered
Quest ion: In which of t he f ollowing ways are self -service f acilit ies of f ered? Please t ick all t hat apply.
Answer
Count
Percent
88
30 %
9
3%
Help offered based on customer behaviour/ intent
29
10 %
Context-sensitive help offered via website or mobile applications
26
9%
Ability to join a community of interest/ forum and ask for support from the
community
29
10 %
Ability to create queries through social media (such as Facebook or T witter)
70
23 %
Facility to ask the organisation to call you back ‘click to call’
20
7%
Other
14
5%
Don't know
13
4%
Access to a knowledge base containing policies via web self-service
Interaction via Chat or Co-browsing (chat bot, chat, push pages to customers)

20. Quest ion: Is t here a t racking syst em in place t o allow your service users t o monit or t he progress of
t heir query or request ?
Answer
Count
Percent
Yes - proactive (through push notifications of status change)
14
10 %
Yes – reactive (users check progress)
33
24 %
No
68
49 %
Don't know
24
17 %
Quest ion: Which of t he f ollowing approaches does your organisat ion t ake when det ermining how
services are delivered?
Answer
Count
Percent
We mandate the channels that are available to our customers for specific
services
55
40 %
We offer all channels for our customers and allow them to make a choice
32
23 %
We let our service users determine the choice of channel
40
29 %
Other
12
9%
Count
Percent
26
18 %
7
5%
No
77
52 %
Don’t know
37
25 %
Quest ion: Does your organisat ion have an Assist ed Digit al Policy?
Answer
Yes – part of Digital by Default strategy
Yes – standalone policy
Quest ion: In t he last t welve mont hs, have you conduct ed cust omer research t o ident if y user digit al
capabilit ies?
Answer
Count
Percent
Yes
26
19 %
No
70
52 %
Don’t know
39
29 %
Count
Percent
Less than 10%
3
12 %
11-24%
4
15 %
25-49%
4
15 %
50 - 74%
8
31 %
More than 75%
6
23 %
None at all
1
4%
Grid: If you said Yes, please t ell us what percent age of your service users are:
Quest ion: Fully online
Answer

21. Quest ion: Online but require assist ance
Answer
Count
Percent
Less than 10%
8
31 %
11-24%
11
42 %
25-49%
3
12 %
50 - 74%
1
4%
More than 75%
2
8%
None at all
1
4%
Count
Percent
Less than 10%
8
31 %
11-24%
6
23 %
25-49%
7
27 %
50 - 74%
2
8%
More than 75%
2
8%
None at all
1
4%
Quest ion: Not online and require alt ernat ive channel
Answer
Grid: Which of t he f ollowing services do you provide, have plans t o provide or have no plans t o
provide t o service users who require digit al assist ance? Please select all t hat apply.
Quest ion: Providing access t o non-digit al channels such as click and print access t o paper f orms
Answer
Count
Percent
Currently provide
72
63 %
No plans to provide
36
32 %
6
5%
Count
Percent
Currently provide
66
58 %
No plans to provide
35
31 %
Plan to provide
13
11 %
Plan to provide
Quest ion: Providing phone support t o t hose requiring assist ance online
Answer
Quest ion: Providing f ace t o f ace help and support , including access t o int ernet f acilit ies
Answer
Count
Percent
Currently provide
68
60 %
No plans to provide
38
33 %
8
7%
Plan to provide

22. Quest ion: Signpost ing t o int ernet t raining f or t hose wit hout digit al skills
Answer
Count
Percent
Currently provide
46
40 %
No plans to provide
52
46 %
Plan to provide
16
14 %
Count
Percent
8
7%
No plans to provide
85
75 %
Plan to provide
21
18 %
Count
Percent
Currently provide
15
13 %
No plans to provide
63
55 %
Plan to provide
36
32 %
Count
Percent
8
7%
No plans to provide
88
77 %
Plan to provide
18
16 %
Quest ion: Video Chat
Answer
Currently provide
Quest ion: Web Chat
Answer
Quest ion: Co-Browsing
Answer
Currently provide
Grid: Which of t he f ollowing does your organisat ion current ly use, plan t o use or have no plans t o use
t o enhance how you deliver services? Please t ick all t hat apply.
Quest ion: Web self -service
Answer
Count
Percent
Currently use
75
69 %
Plan to use
18
17 %
No plans to use
16
15 %
Count
Percent
Currently use
11
10 %
Plan to use
35
33 %
No plans to use
59
56 %
Quest ion: Live web chat
Answer

23. Quest ion: Mobile - SMS
Answer
Count
Percent
Currently use
43
40 %
Plan to use
38
36 %
No plans to use
26
24 %
Count
Percent
Currently use
75
68 %
Plan to use
27
25 %
8
7%
Count
Percent
Currently use
50
45 %
Plan to use
31
28 %
No plans to use
30
27 %
Count
Percent
78
72 %
6
6%
24
22 %
Count
Percent
104
94 %
Plan to use
4
4%
No plans to use
3
3%
Count
Percent
Currently use
38
36 %
Plan to use
19
18 %
No plans to use
50
47 %
Quest ion: Social media
Answer
No plans to use
Quest ion: Out bound messaging – SMS
Answer
Quest ion: Recorded phone message
Answer
Currently use
Plan to use
No plans to use
Quest ion: Email
Answer
Currently use
Quest ion: Int eract ive Voice Response
Answer

24. Quest ion: Ot her
Answer
Count
Percent
Currently use
3
14 %
Plan to use
2
10 %
16
76 %
Count
Percent
Currently use
1
6%
Plan to use
1
6%
No plans to use
15
88 %
No plans to use
Quest ion: Don't know
Answer
Quest ion: Has you organisat ion quant if ied t he risk of pot ent ial service users choosing not t o use t he
new channel?
Answer
Count
Percent
Yes
18
16 %
No
55
48 %
Don’t know
41
36 %
Quest ion: If you said Yes, which of t he f ollowing has been considered? Please t ick all t hat apply.
Answer
Count
Percent
Cost
17
29 %
Reputational risk (if take-up is below expectation)
15
26 %
Service adoption rate (over an agreed period of time)
12
21 %
Move back to original channel
3
5%
Improving new channel
11
19 %
Other
0
0%
Don’t know
0
0%

25. Quest ion: Going f orward, which of t he f ollowing would you consider t o be t he biggest barriers in your
organisat ion t o creat ing or support ing new and improved digit al channels? Please t ick all t hat apply.
Answer
Count
Percent
Cost
83
20 %
Risk of data loss
28
7%
Resource required to keep system up to date
60
15 %
Resource required to train up all staff on its use
46
11 %
Poor familiarity with use of technology
27
7%
Lack of consistency in service development
41
10 %
Lack of a complete view of the user experience
42
10 %
Lack of customer adoption
34
8%
Cost of managing digital inclusion and assisted digital
42
10 %
9
2%
Other
Organisat ions
2 g e th e r NHS Fo u n d a ti o n Tr u s t
Ab e r d e e n s h i r e Co u n ci l
Ai r e d a l e NHS Fo u n d a ti o n Tr u s t
Ar ch i te ctu r e a n d De s i g n S co tl a n d
Au d i t Co m m i s s i o n
B i o te ch n o l o g y a n d B i o l o g i ca l S ci e n ce s Re s e a r ch Co u n ci l
B i r m i n g h a m Ci ty Co u n ci l
B o u r n e m o u th B o r o u g h Co u n ci l
B r e n t Co u n ci l
B r i ti s h P i g m e a t Exe cu ti ve
B u cki n g h a m s h i r e Co u n ty Co u n ci l
Ca b i n e t O ffi ce
Ca i r n Ho u s i n g As s o ci a ti o n
Ca m b r i d g e s h i r e a n d P e te r b o r o u g h NHS Fo u n d a ti o n Tr u s t
Ca m b r i d g e s h i r e Co m m u n i ty S e r vi ce s NHS Tr u s t
Ca r d i ff Co u n ci l
Ca r tr e fi Cym u n e d o l G wyn e d d
CCWa te r
Ce n tr a l B e d fo r d s h i r e Co u n ci l
Ce n tr a l Mi d l a n d s CS U
Ch a r n wo o d B o r o u g h Co u n ci l
Ch i l te r n Di s tr i ct Co u n ci l
Ci ty a n d Co u n ty o f S wa n s e a
Ci ty o f Lo n d o n Co r p o r a ti o n
Cl a ckm a n n a n s h i r e Co u n ci l
Co o ks to wn Di s tr i ct Co u n ci l
Co r n wa l l Co u n ci l
Co ts wo l d Di s tr i ct Co u n ci l
Co u n ci l o f th e Is l e s o f S ci l l y
Co ve n tr y a n d Wa r wi cks h i r e NHS P a r tn e r s h i p Tr u s t
CS H S u r r e y
Da i r yCo
De p a r tm e n t fo r B u s i n e s s , In n o va ti o n a n d S ki l l s
De p a r tm e n t fo r Ed u ca ti o n
De p a r tm e n t fo r Tr a n s p o r t
De p a r tm e n t o f En e r g y a n d Cl i m a te Ch a n g e
De r b ys h i r e Co m m u n i ty He a l th S e r vi ce s NHS Tr u s t
De r b ys h i r e He a l th ca r e NHS Fo u n d a ti o n Tr u s t
Di s cl o s u r e S co tl a n d
Do ve r Di s tr i ct Co u n ci l
Du m fr i e s a n d G a l l o wa y Co u n ci l
Du r h a m Co u n ty Co u n ci l
Ea s t Ch e s h i r e NHS Tr u s t
Ea s t Du n b a r to n s h i r e Co u n ci l
Ea s t La n ca s h i r e Ho s p i ta l s NHS Tr u s t
Ea s t Mi d l a n d s Lo ca l Ed u ca ti o n a n d Tr a i n i n g B o a r d
Ed u ca ti o n S co tl a n d
En fi e l d Co u n ci l
En g l i s h He r i ta g e
Fa l ki r k Co u n ci l
Fi r s t Ar k G r o u p
Fo o d S ta n d a r d s Ag e n cy
G l o u ce s te r s h i r e Ho s p i ta l s NHS Fo u n d a ti o n Tr u s t
G r e a te r Ma n ch e s te r We s t Me n ta l He a l th NHS Fo u n d a ti o n Tr u s t
Ha r r o g a te B o r o u g h Co u n ci l
Ha va n t B o r o u g h Co u n ci l
He a th e r wo o d a n d We xh a m P a r k Ho s p i ta l s NHS Fo u n d a ti o n Tr u s t
He r tfo r d s h i r e P a r tn e r s h i p NHS Fo u n d a ti o n Tr u s t
5 B o r o u g h s P a r tn e r s h i p NHS Fo u n d a ti o n Tr u s t
Ag r i cu l tu r e a n d Ho r ti cu l tu r e De ve l o p m e n t B o a r d
An i m a l He a l th a n d Ve te r i n a r y La b o r a to r i e s Ag e n cy
As h fo r d B o r o u g h Co u n ci l
Avo n a n d S o m e r s e t P r o b a ti o n Tr u s t
B i r m i n g h a m Ch i l d r e n ' s Ho s p i ta l NHS Fo u n d a ti o n Tr u s t
Borough of Poole
B r e ckl a n d Di s tr i ct Co u n ci l
B r i ti s h B r o a d ca s ti n g Co r p o r a ti o n
B r o xto we B o r o u g h Co u n ci l
B u cki n g h a m s h i r e He a l th ca r e NHS Tr u s t
Ca b i n e t O ffi ce Effi ci e n cy a n d Re fo r m G r o u p
Ca i r n g o r m s Na ti o n a l P a r k Au th o r i ty
Ca m b r i d g e s h i r e a n d P e te r b o r o u g h P r o b a ti o n Tr u s t
Ca m b r i d g e s h i r e Co u n ty Co u n ci l
Ca r e P l u s G r o u p
Ca s tl e P o i n t B o r o u g h Co u n ci l
Ce n tr a l a n d No r th We s t Lo n d o n NHS Fo u n d a ti o n Tr u s t
Ce n tr a l Co l l e g e No tti n g h a m
Ce n tr o
CHFT
CITB - Co n s tr u cti o n S ki l l s
Ci ty He a l th Ca r e P a r tn e r s h i p CIC
Ci ty o f Y o r k Co u n ci l
Co n wy Co u n ty B o r o u g h Co u n ci l
Co p e l a n d B o r o u g h Co u n ci l
Co r n wa l l P a r tn e r s h i p NHS Fo u n d a ti o n Tr u s t
Co u n ci l fo r Ca th o l i c Ma i n ta i n e d S ch o o l s
Co u n ty Du r h a m a n d Da r l i n g to n NHS Fo u n d a ti o n Tr u s t
Cr e a ti ve a n d Cu l tu r a l S ki l l s Co u n ci l
Cu l h a m Ce n tr e fo r Fu s i o n En e r g y
De n b i g h s h i r e Co u n ty Co u n ci l
De p a r tm e n t fo r Co m m u n i ti e s a n d Lo ca l G o ve r n m e n t
De p a r tm e n t fo r En vi r o n m e n t Fo o d a n d Ru r a l Affa i r s
De p a r tm e n t fo r Wo r k a n d P e n s i o n s
De p a r tm e n t o f He a l th
De r b ys h i r e Co u n ty Co u n ci l
De vo n Co u n ty Co u n ci l
Do r s e t Co u n ty Ho s p i ta l NHS Fo u n d a ti o n Tr u s t
Du d l e y Me tr o p o l i ta n B o r o u g h Co u n ci l
Du n d e e Ci ty Co u n ci l
DWP , CMG
Ea s t Co a s t Co m m u n i ty He a l th ca r e CIC
Ea s t Ke n t Ho s p i ta l s Un i ve r s i ty NHS Fo u n d a ti o n Tr u s t
Ea s t Lo th i a n Di s tr i ct Co u n ci l
Ea s t o f En g l a n d Am b u l a n ce S e r vi ce NHS Tr u s t
EHRC
En g i n e e r i n g a n d P h ys i ca l S ci e n ce s Re s e a r ch Co u n ci l
Eth i ca l Tr a d i n g In i ti a ti ve
Fi fe Co u n ci l
Fl i n ts h i r e Co u n ty Co u n ci l
G a te s h e a d Co u n ci l
G r e a t Y a r m o u th B o r o u g h Co u n ci l
Ha l to n B o r o u g h Co u n ci l
Ha r r o w Co u n ci l
He a l th Tr u s t Eu r o p e
He r tfo r d s h i r e Co u n ty Co u n ci l
Hi g h wa ys Ag e n cy

26. Hi n ch i n g b r o o ke He a l th Ca r e NHS Tr u s t
Ho m e -G r o wn Ce r e a l s Au th o r i ty
In fo r m a ti o n S e r vi ce s Di vi s i o n S co tl a n d
J o i n t Na tu r e Co n s e r va ti o n Co m m i tte e
Ke n t Co m m u n i ty He a l th NHS Tr u s t
Ki n g s Co l l e g e Ho s p i ta l NHS Fo u n d a ti o n Tr u s t
La n ca s h i r e Te a ch i n g Ho s p i ta l s NHS Fo u n d a ti o n Tr u s t
Le e d s Ci ty Co u n ci l
Le i ce s te r Ci ty Co u n ci l
Li ve r p o o l Ci ty Co u n ci l
Lo n d o n B o r o u g h o f B a r ki n g a n d Da g e n h a m
Lo n d o n B o r o u g h o f B e xl e y
Lo n d o n B o r o u g h o f Ha ve r i n g
Ma n ch e s te r Me n ta l He a l th a n d S o ci a l Ca r e Tr u s t
Ma r i n e Ma n a g e m e n t O r g a n i s a ti o n
Me r l i n Ho u s i n g S o ci e ty
Me t O ffi ce
Mi n i s tr y o f J u s ti ce
Na ti o n a l Au d i t O ffi ce
Na ti o n a l En d o wm e n t fo r S ci e n ce Te ch n o l o g y a n d th e Ar ts
Na ti o n a l Mu s e u m s Li ve r p o o l
Na ti o n a l S a vi n g s a n d In ve s tm e n t
Ne wto wn a b b e y B o r o u g h Co u n ci l
NHS An g l i a CS U
NHS B u s i n e s s S e r vi ce s Au th o r i ty
NHS Ch i l te r n CCG
NHS Di r e ct
NHS En g l a n d
NHS G r e a te r Ea s t Mi d l a n d s CS U
NHS Ha s ti n g s a n d Ro th e r CCG
NHS He a l th S co tl a n d
NHS In n o va ti o n s No r th
NHS Is l i n g to n CCG
NHS Ke r n o w CCG
NHS Ne n e CCG
NHS No r th No r fo l k CCG
NHS No r th S o m e r s e t CCG
NHS No r th e r n , Ea s te r n , We s te r n De vo n CCG
NHS S o m e r s e t CCG
NHS S o u th Tyn e s i d e CCG
NHS S o u th p o r t a n d Fo r m b y CCG
NHS S to ckp o r t CCG
NHS Ta ys i d e
NHS Wa ke fi e l d CCG
NHS We s t a n d S o u th Y o r ks h i r e a n d B a s s e tl a w CS U
No r th Cu m b r i a Un i ve r s i ty Ho s p i ta l s NHS Tr u s t
No r th Do wn Di s tr i ct Co u n ci l
No r th Ea s t Li n co l n s h i r e CCG
No r th Li n co l n s h i r e Co u n ci l
No r th We s t Am b u l a n ce S e r vi ce NHS Tr u s t
No tti n g h a m s h i r e He a l th ca r e NHS Tr u s t
O fco m
O ffi ce o f th e Q u a l i fi ca ti o n s a n d Exa m i n a ti o n s Re g u l a to r
O r kn e y Is l a n d s Co u n ci l
O xl e a s NHS Fo u n d a ti o n Tr u s t
P e te r b o r o u g h Ci ty Co u n ci l
P r i s o n s a n d P r o b a ti o n O m b u d s m a n fo r En g l a n d a n d Wa l e s
Ro th e r Di s tr i ct Co u n ci l
Ro ya l B o r o u g h o f Wi n d s o r a n d Ma i d e n h e a d
Ro ya l B r o m p to n a n d Ha r e fi e l d NHS Fo u n d a ti o n Tr u s t
S a l fo r d Ro ya l NHS Fo u n d a ti o n Tr u s t
S ca r b o r o u g h B o r o u g h Co u n ci l
S co tti s h In fo r m a ti o n Co m m i s s i o n e r
S e cu r i ty In d u s tr y Au th o r i ty
S h r o p s h i r e Co u n ci l
S n o wd o n i a Na ti o n a l P a r k
S o u th Ayr s h i r e Co u n ci l
S o u th De r b ys h i r e Di s tr i ct Co u n ci l
S o u th La ke l a n d Di s tr i ct Co u n ci l
S o u th No r fo l k Co u n ci l
S o u th e n d Un i ve r s i ty Ho s p i ta l NHS Fo u n d a ti o n Tr u s t
S o u th wa r k Co u n ci l
S ta ffo r d s h i r e a n d We s t Mi d l a n d s P r o b a ti o n Tr u s t
S to ckp o r t NHS Fo u n d a ti o n Tr u s t
S tu d e n t Awa r d s Ag e n cy Fo r S co tl a n d
S u n d e r l a n d Ci ty Co u n ci l
S u r r e y a n d S u s s e x He a l th ca r e NHS Tr u s t
Ta n d r i d g e Di s tr i ct Co u n ci l
Te n d r i n g Di s tr i ct Co u n ci l
Te wke s b u r y B o r o u g h Co u n ci l
Th e B r i ti s h Li b r a r y
Th e Co n s u m e r Co u n ci l fo r Wa te r
Th e Ip s wi ch Ho s p i ta l NHS Tr u s t
Th e P e n s i o n s Re g u l a to r
Th e Ro ya l B o r o u g h o f Ke n s i n g to n a n d Ch e l s e a
Th e S co tti s h G o ve r n m e n t
Th e Wa l l a ce Co l l e cti o n
Tr i n i ty Ho u s e
UK B o r d e r Ag e n cy
Ul s te r S u p p o r te d Em p l o ym e n t Ltd
Un i ve r s i ty Ho s p i ta l o f S o u th Ma n ch e s te r NHS Fo u n d a ti o n Tr u s t
Un i ve r s i ty Ho s p i ta l s Co ve n tr y a n d Wa r wi cks h i r e NHS Tr u s t
Un i ve r s i ty Ho s p i ta l s o f Mo r e ca m b e B a y NHS Fo u n d a ti o n Tr u s t
Ho m e O ffi ce
Ho u s e o f Co m m o n s
Is l e O f Ma n G o ve r n m e n t
J u d i ci a l S tu d i e s B o a r d
Ke n t P r o b a ti o n
Ki r kl e e s Co u n ci l
La n d Re g i s tr y
Le e d s Co m m u n i ty He a l th ca r e NHS Tr u s t
Li s b u r n Ci ty Co u n ci l
Lo ch Lo m o n d a n d Th e Tr o s s a ch s Na ti o n a l P a r k Au th o r i ty
Lo n d o n B o r o u g h o f B a r n e t
Lo n d o n B o r o u g h o f Ha ckn e y
Ma i d s to n e B o r o u g h Co u n ci l
Ma n s fi e l d Di s tr i ct Co u n ci l
Me d i ca l Re s e a r ch Co u n ci l
Me r s e y Ca r e NHS Tr u s t
Mi d S u ffo l k Di s tr i ct Co u n ci l
Mo n m o u th s h i r e Co u n ty Co u n ci l
Na ti o n a l Co l l e g e fo r Te a ch i n g a n d Le a d e r s h i p
Na ti o n a l In s ti tu te fo r He a l th a n d Ca r e Exce l l e n ce
Na ti o n a l P o r tr a i t G a l l e r y
Ne w Fo r e s t Di s tr i ct Co u n ci l
NHS 2 4
NHS B r e n t CCG
NHS Ce n tr a l Mi d l a n d s CS U
NHS Co a s ta l We s t S u s s e x CCG
NHS Ed u ca ti o n fo r S co tl a n d
NHS Fi fe
NHS G r e a te r G l a s g o w a n d Cl yd e
NHS Ha ve r i n g CCG
NHS Hi g h l a n d
NHS Ip s wi ch a n d Ea s t S u ffo l k CCG
NHS Ke n t a n d Me d wa y CS U
NHS La n a r ks h i r e
NHS No r th a n d Ea s t Lo n d o n CS U
NHS No r th o f En g l a n d CS U
NHS No r th Y o r ks h i r e a n d Hu m b e r CS U
NHS P r o p e r ty S e r vi ce s Ltd
NHS S o u th De vo n a n d To r b a y CCG
NHS S o u th Wo r ce s te r s h i r e CCG
NHS S ta ffo r d s h i r e a n d La n ca s h i r e CS U
NHS S u s ta i n a b l e De ve l o p m e n t Un i t
NHS Tr u s t De ve l o p m e n t Au th o r i ty
NHS Wa n d s wo r th CCG
No r fo l k a n d S u ffo l k NHS Fo u n d a ti o n Tr u s t
No r th Do r s e t Di s tr i ct Co u n ci l
No r th Ea s t Am b u l a n ce S e r vi ce NHS Fo u n d a ti o n Tr u s t
No r th Ea s te r n Ed u ca ti o n a n d Li b r a r y B o a r d
No r th S o m e r s e t Co m m u n i ty P a r tn e r s h i p CIC
No r wi ch Ci ty Co u n ci l
Nu cl e a r De co m m i s s i o n i n g Au th o r i ty
O ffi ce o f th e Ch i l d r e n ' s Co m m i s s i o n e r
O ffi ce o f Th e S co tti s h Ch a r i ty Re g u l a to r
O xfo r d He a l th NHS Fo u n d a ti o n Tr u s t
P a s s e n g e r Fo cu s
P o r ts m o u th Ho s p i ta l s NHS Tr u s t
Q u e e n Vi cto r i a Ho s p i ta l NHS Fo u n d a ti o n Tr u s t
Ro ya l Ai r Fo r ce Mu s e u m
Ro ya l B o ta n i c G a r d e n s Ed i n b u r g h
Ro ya l Co r n wa l l Ho s p i ta l s NHS Tr u s t
S a n d we l l a n d We s t B i r m i n g h a m Ho s p i ta l s NHS Tr u s t
S co tti s h Fu n d i n g Co u n ci l
S co tti s h P u b l i c P e n s i o n s Ag e n cy
S h r o p s h i r e Co m m u n i ty He a l th NHS Tr u s t
S ki l l s Fu n d i n g Ag e n cy
S o l i h u l l Me tr o p o l i ta n B o r o u g h Co u n ci l
S o u th Ce n tr a l Am b u l a n ce S e r vi ce NHS Fo u n d a ti o n Tr u s t
S o u th Es s e x P a r tn e r s h i p Un i ve r s i ty NHS Fo u n d a ti o n Tr u s t
S o u th La n a r ks h i r e Co u n ci l
S o u th We s t Co l l e g e
S o u th p o r t a n d O r m s ki r k Ho s p i ta l NHS Tr u s t
S t Al b a n s Ci ty a n d Di s tr i ct Co u n ci l
S ti r l i n g Co u n ci l
S to ke -o n -Tr e n t Ci ty Co u n ci l
S tu d e n t Lo a n s Co m p a n y Ltd
S u r r e y a n d B o r d e r s P a r tn e r s h i p NHS Fo u n d a ti o n Tr u s t
Ta m wo r th B o r o u g h Co u n ci l
Te e s , Es k a n d We a r Va l l e ys NHS Fo u n d a ti o n Tr u s t
Te s t Va l l e y B o r o u g h Co u n ci l
Th e Ar ts Co u n ci l o f Wa l e s
Th e Ch r i s ti e NHS Fo u n d a ti o n Tr u s t
Th e Eq u a l i ty a n d Hu m a n Ri g h ts Co m m i s s i o n
Th e P e n n i n e Acu te Ho s p i ta l s NHS Tr u s t
Th e P r i n ce s s Al e xa n d r a Ho s p i ta l NHS Tr u s t
Th e Ro ya l P a r ks
Th e S h e ffi e l d Ch i l d r e n ' s NHS Fo u n d a ti o n Tr u s t
To r fa e n Co u n ty B o r o u g h Co u n ci l
Tu n b r i d g e We l l s B o r o u g h Co u n ci l
UK Co m m i s s i o n fo r Em p l o ym e n t a n d S ki l l s
Un i ve r s i ty Co l l e g e Lo n d o n Ho s p i ta l s NHS Fo u n d a ti o n Tr u s t
Un i ve r s i ty Ho s p i ta l s B r i s to l NHS Fo u n d a ti o n Tr u s t
Un i ve r s i ty Ho s p i ta l s o f Le i ce s te r NHS Tr u s t
Ve h i cl e a n d O p e r a to r S e r vi ce s Ag e n cy

27. Vi s i tS co tl a n d
Wa l e s Au d i t O ffi ce
Wa r wi cks h i r e Co u n ty Co u n ci l
We l s h G o ve r n m e n t
We s t Lo th i a n Co m m u n i ty He a l th a n d Ca r e P a r tn e r s h i p
We s t Mi d l a n d s Am b u l a n ce S e r vi ce NHS Fo u n d a ti o n Tr u s t
We s t S u s s e x Co u n ty Co u n ci l
We s te r n Ed u ca ti o n a n d Li b r a r y B o a r d
Wi l ts h i r e Co u n ci l
WRAP
x
Y o r ks h i r e a n d Hu m b e r Aca d e m i c He a l th S ci e n ce Ne two r k
Y o u r Ho m e s Ne wca s tl e
Wa ke fi e l d Co u n ci l
Wa r wi ck Di s tr i ct Co u n ci l
WB C
We s t B e r ks h i r e Co u n ci l
We s t Lo th i a n Co u n ci l
We s t O xfo r d s h i r e Di s tr i ct Co u n ci l
We s t Y o r ks h i r e P r o b a ti o n Tr u s t
We s tm i n s te r Fo u n d a ti o n Fo r De m o cr a cy
Wi r r a l B o r o u g h Co u n ci l
Wr e xh a m Co u n ty B o r o u g h Co u n ci l
Y o r k a n d No r th Y o r ks h i r e P r o b a ti o n Tr u s t
Y o r ks h i r e Da l e s Na ti o n a l P a r k Au th o r i ty