Operational Plan April 2025 – March 2026

We believe our partnership with the Welsh Government is an effective framework for real-world improvement, and to showcase the modern approaches to service delivery that lead to benefits for both services users and owners. 

Our workplan for 2025/2026 outlines our deliverables for the year ahead and is attached as an appendix.  This workplan, and the selection of projects, has been collaboratively produced with the Welsh Government. This collaborative relationship will enable both parties to respond to changing circumstances, such as new ministerial priorities, during the year ahead. 

Overview

Working with the Welsh Government, CDPS has agreed a focused set of deliverables to produce positive change in Wales. Our project work will focus on Welsh Government priority areas, such as Planning and Streamlining Welsh Benefits, to be a showcase for user-centred real service improvement. 

We will offer Welsh Government colleagues digital leadership training, focused on policy teams and Senior Civil Servants.  Alongside cohorts 3 and 4 of the Leading Improved Public Services course, this training aims to build a new cadre of connected digital leaders across Wales. 

Digital practitioners from across Wales will be supported by our Communities of Practice, in addition to regular learning opportunities such as webinars and lunch-and-learns, and knowledge-sharing on our dedicated digital sharing hub. 

We will improve the governance of digital transformation in Wales by strengthening the pan-sector leadership groups convened by CDPS. These are the Digital and Data Standards Board for Wales and the AI Leadership for Wales group, which report into the Chief Digital Officers/CDPS Chief Executive group also convened by CDPS. We will develop our support package to help WG service teams, and those across the sector, to work towards the Digital Service Standard for Wales. And in addition, we will promote adoption of re-useable digital assets such as components, patterns and platforms, available from both CDPS and GDS, to reduce cost and speed up delivery. 

We have determined the KPIs for the workplan with the Welsh Government and our Board, and are developing a framework to measure and report on the benefits and value for money delivered by our work. A new internal Project Management Office (PMO) will provide stronger governance and management reporting to evidence progress. As more of our projects with partners move into Alpha and Beta, we will be increasing the range of DDaT skills within CDPS and potentially partnering with specialist suppliers to enable end-to-end service delivery. 

We have allocated our resources to support these themes accordingly. Approximately 36% of our core budget is allocated to the delivery of First Minister priorities, funding our DDaT squads to work with policy teams to improve specific services. This reflects CDPS work on agreed priority projects, which is likely to flex in year as these pieces of work mature. Work that directly supports the Welsh Government, such as service assessments and training, and is also mainly delivered by DDaT teams and specialist trainers, accounts for around 25% of our budget. The remaining 39% is spent on supporting digital transformation in the wider public sector and is largely focused on developing and promoting standards and patterns and leadership training. 

The table below outlines the desired outcomes to be achieved by the end of the financial year in the key areas of the workplan.

Outcome to be achieved by 31st March 2026

1. Streamlining Welsh Benefits (Remit: 2, 4)

There is improved user experience, supported by better data integration, live on partner LA websites. This will fulfil elements of the agreed Benefits Charter. There is a roadmap for roll out with additional LAs.

2. Planning (Remit: 2, 4)

There is live improvement to the front end design of planning services, meaning avoidable customer contact is reduced in participating LAs. There is a detailed understanding of end-to-end data flows. Planning teams acquire new digital skills.

3. Neurodiversity (Remit: 2)

The alpha to identify an appropriate platform for adoption to improve services is complete.

Given on-going policy support, CDPS will contribute to a business case to take the work into a private beta of software to better manage waiting lists and improve waiting times. There is potential for CDPS to work on or deliver the private beta.

4. Service Assessments (Remit 5)

CDPS has an effective service assessment offer based on the Service Standard for Wales and assessments begin to be carried out Welsh Government services, with at least 6 by year-end.  CDPS has grown an initial group of up to 20 upskilled service assessors in the public sector in Wales. Assessments may be offered outside WG where there is capacity and critical mutual benefit. 

5. Workforce Skills and Strategy (Remit 3)

Service teams can access tools and support to understand the skills required to work towards the Service Standards.  CDPS supports teams to assess their capabilities to meet the service standards.

6. Patterns (Remit 5)

Service teams are aware of and supported to use service patterns to design consistent, accessible, inclusive services at scale.

7. Domains (Remit 2)

Organisations are able to request and receive a .llyw.cymru or a .gov.wales domain name via CDPS. They are required to understand and commit to the Service Standard.

8. Digital Identity (Remit 5)

Digital identity services such as single login or digital verification are better understood as an enabler to deliver efficient and effective services in Wales.

9. Senior Civil Servants digital leadership training (Remit 1)

A Digital Leadership Training Programme for Senior Civil Servants (SCS) has been co-developed and delivered, participants report feeling better equipped to lead digital transformation.  initiatives and design policy in a more user-centred way 

10. Service Manual (Remit 2, 5)

Public sector service teams are supported to comply with the Service Standard for Wales through the provision of a service manual that offers guidance against each of the Standards.

11. Digital and Data Standards Board for Wales (Remit 5)

There is increased awareness of the group’s mandate and authority, further appropriate standards are endorsed. A sustained education/awareness comms campaign reaches relevant users. The CDO+CEOs group are content with progress.

12. Leadership training (Remit 1)

The pan-sector Leading Modern Public Services Programme has been in-sources and iterated, ensuring continuity and quality, with graduates collaborating via the connections they've made.

13. AI Leadership (Remit 1,5)

The AI Leadership Group for Wales is convened by CDPS and oversees further join-up around use of AI, including the development of a list of relevant AI training for the sector and a register of activity. 

14. Digital Sharing Hub (Remit 2,4)

There is a comprehensive resource repository with appropriate organisations accessing and contributing to it. The product and users are effectively supported by CDPS. 

15. Wider Digital Training (Remit 3)

Practitioner level training is delivered with evidence of improved skills, confidence and knowledge among participants.

16. Communities Of Practice (Remit 2)

Public servants are connected and actively supporting each other to improve services for people in Wales.

17. Leadership events and networking (Remit 1,2)

There is a thriving cross-sector digital leadership network.

18. Communication and engagement (Remit 1,2)

The benefits of digital approaches are clearly understood.

19. Tech Net Zero (Remit 4)

Increase awareness and signpost to guidance for digital teams and tech leaders to measure and improve the carbon footprint of Welsh digital public services.