We have relatively few transactional services compared to other government departments (see GDS study on transactions). These transactions include:
We have had a fully electronic tendering procedure for over five years and this provides a robust and auditable record of all interactions to provide transparency in all competitions.
The DFID Supplier Portal is the online supplier-centred view of information and financial details for individuals and organisations who wish to supply DFID with goods or services. Suppliers are required to register online within the portal and are then able to take part in OJEU competitions electronically. They also have self-service access to monitoring payments without having to contact staff in the department.
See Annex 2 for details.
We would like to extend our current online system to include small procurements that fall below the EU threshold to engage better with small and medium enterprises (SMEs) and get better value for money. We also want to provide information about procurements in each of the countries where we work to enable non-UK companies to bid.
We carry out commercial capability reviews in our country offices. The outcomes of these will ensure that countries find solutions to their own unique challenges and that common lessons are learned and shared. We will work to make sure digital solutions are identified at all points of the contracting process – from identifying the right organisations to bid, to crafting new models of contracts, through to monitoring delivery. Besides the changes already underway as a part of the commercial capability reviews, we recognise the need to broaden the range of suppliers of digital services, including more SMEs.
Cabinet Office will offer leaner and more lightweight tendering processes, as close to the best practice in industry as our regulatory requirements allow (see action 10 of Government Digital Strategy). We look forward to working closely with Cabinet Office to explore this.
We will improve the access and functionality of the Supplier Portal so that it provides a consistent and user-friendly interface for suppliers. This interface should be separated from the technology supplier that operates the ‘back end’ functions.
We would like a single-point supplier registration system across the whole of government with an interface into the finance and procurement systems of each department. This would make it easier for companies and global organisations to register to do business across all government departments by removing the current requirement for suppliers to register multiple instances on specific department systems. It should enable prospective supplier companies to log in to the portal using devices such as tablets and smart phones and to receive contract alerts matched specifically to their areas of business interest.
We are also recruiting procurement specialists who will draw on digital expertise and advice from the Government Procurement Service as required.
DFID publishes details of contracts awarded on the cross-government Contracts Finder website on which 50-60,000 companies are registered. Contract notices over the OJEU threshold are also displayed here.
We run a variety of funding schemes enabling organisations, companies and individuals to apply for funds to meet specific development goals. Applications (in the form of concept notes and proposals) are currently made by downloading forms from our website and emailing completed forms to DFID.
DFID’s Civil Society Department manages some of these funds directly, while others are managed by external fund managers. The team recognises that their current focus is on publishing information about the funds and the application process. As yet there is limited digital engagement or community building with the beneficiaries of these funds.
In contrast, many of our civil society partners and other organisations have put digital at the core of their listening and influencing approaches - including online consultations and feedback.
See Annex 2 for an illustration of the range and diversity of these funds, their financial value and who manages them.
We will increase the use of digital communication and social media to provide greater openness both with partners and beneficiaries of funds. We will also do more to highlight the positive results achieved by these funds. To do this, we will require that fund recipients publish their results in the internationally agreed format (IATI) on the aid information platform so that others can freely access and re-use the data. We will also explore opportunities to get partners to report back on results to UK taxpayers.
We will work with Government Digital Service and other departments to develop a cross-government technology platform for the administration of grants and funding schemes that would meet the needs of applicants to our funds. We recognise that some partner organisations in low bandwidth countries may still need to apply for funds in other ways.
The Commonwealth Scholarship Commission in the UK (CSC) offers Commonwealth Scholarships and Fellowships for postgraduate study and professional development to citizens of other Commonwealth countries, and nominates UK citizens for Commonwealth Scholarships in other Commonwealth countries.
DFID, the Department for Business, Innovation and Skills and the Scottish Government provide funding for these awards to The Commonwealth Scholarship Commission in the United Kingdom (CSC), which is responsible for managing Britain’s contribution to the CSFP. The CSC supports around 750 awards annually. Potential students can apply for awards via an electronic application system on the CSC website.
Moving the website and the award application process to GOV.UK will provide easy access to other related processes for applicants, such as applying for a visa and living in the UK.
It is now common practice for international organisations to use online recruitment tools to attract, sift and select the best candidates for vacancies. DFID has since June 2009 been making best use of online recruitment software to manage our recruitment function both internally, cross government and externally.
From 26 November 2012, the Civil Service will use a single online interface for all jobs. This will mean the job applicants have a single, consistent experience of dealing with government rather than having to learn how to input their job applications into multiple systems.
We are evaluating the impact, cost and benefits of expanding our online presence to reach a wider group of potential applicants through digital media networks. We have recognised that moving to the single government website will change the way we engage with potential applicants. We need to consider how to better target our audience through digital channels.
See Annex 2 for numbers of transactions.
Case study: Social media recruitment campaign
We are responsible for the administration of pensions to former colonial civil servants and their dependants. This service pays a top up to former employees of the Civil Service in Britain’s former colonies into 106 different pension schemes. This is a finite and diminishing group of people – currently about 14,000 people - and it is estimated it will diminish to 0 by 2050 and by 2030 there will be an extremely small group of recipients. The total value of the payments was £98 million in 2010-11.
The service consists of automated monthly BACS payments and an annual exercise where pensioners make a declaration of entitlement. This is the one transaction still carried out by post, and where legislation requires a hard copy signature.
The recipients of these pensions are an ageing population, with an average age of 84. Very few of them use online services and one third of them live outside the UK in 93 different countries, many of which have low bandwidth for internet access.
The process is reviewed regularly under the terms of a service level agreement (SLA) and recipients are surveyed regularly as to their satisfaction with the service they receive. The unit has received the UK Government’s Customer Service Excellence award in recognition of their work.
Next section: Organisational capability
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