The Home Office has now fully transitioned to the new caseworking system for managing immigration and asylum applications, Atlas. We have successfully decommissioned the legacy caseworking system, Case Information Database (CID), as we continue to transform our digital services in line with our Home Office 2030 Digital Strategy. ## Making it quicker and easier for people to use Home Office services Atlas digitises the caseworking process, supporting our ‘Digital First’ strategy. Greater automation removes the need for paper applications, meaning a speedier application journey. Atlas is integrated with customer-facing application portals, such as GOV.UK, to ensure a streamlined end-to-end process from online application to decision. When our applicants key their information into the customer-facing portals, their applications are instantly transferred to the Atlas caseworking system. A case is then automatically prepared for the relevant caseworking team. Atlas notifies applicants using email, text messages and physical letters (where necessary) sent automatically at specific milestones in the caseworking process. Once a series of tasks have been completed by colleagues in Atlas, a decision is made on the case and the applicant is notified. Because the systems are integrated, applications don't need to be re-keyed into the caseworking system, saving time, duplication, and the potential for human error. This automation frees colleagues from repetitive administrative and manual tasks to focus on crucial case consideration and decision-making. Within application routes, like student and skilled worker, we’ve already seen productivity among caseworkers double and even treble. Atlas’ clear and logical layout and automation of tasks and actions, such as completion of decision notices and automated emailing of decisions using GOV.UK Notify, has made processing of these types of application much more efficient. ## Atlas: built and managed by us to deliver on user need Atlas is supported by Vantage, which provides corporate information using Atlas data, and Entity Search which provides a search of Atlas data and other Home Office systems. As Atlas is owned and built by us it can be maintained and improved in response to immigration priorities and provide operational resilience. By replacing legacy infrastructure, we’ve improved resilience and reduced the costs of our digital services in line with objective 7 of our Digital Strategy 2030. By modernising our technology, we’re improving outcomes for users. ## Using an agile approach to transition to the new caseworking system Replacing CID was a complex exercise. We migrated and retained integral, inflight data (data associated with current cases) to ensure we didn’t introduce risks to operational caseworking, such as loss of client data. Atlas functionality was delivered in stages using agile methodology while the use of CID was scaled down. Multiple Home Office teams have been involved in the transition away from CID. Our Migration and Borders Technology Portfolio in Home Office Digital built Atlas in continual collaboration with operational teams to ensure any changing requirements were addressed. The Home Office Digital Enterprise Services team now manage the live system. Home Office colleagues in the Performance Reporting and Analysis Unit deliver the Management Information reports created from Atlas data that operational teams use to inform work and decision-making. ## Upgrading our technology saves money and mitigates cyber risks The transition from CID to Atlas has been a complex 8-year journey impacted by the need to deliver new services in reaction to global events such as Brexit, Covid, the Afghan Citizens Resettlement Scheme and the Ukraine Citizens Schemes. By replacing legacy infrastructure we’ve improved our digital resilience and reduced the costs of our digital services by millions every year, in line with objective 7 of our Digital Strategy 2030. We’re mitigating the cyber risks associated with using aged technology and improving digital outcomes for users. Over 460 teams across multiple directorates have now adopted Atlas, including the Settlement caseworking team and the Reporting Offender Management teams. Steve Whatson, Immigration Technologies Platform Programme Director and Head of Caseworking Capability, concludes: > "This significant achievement has been years in the making and is a collaborative effort between technical and operational experts across the Home Office and our supplier partners,”

Putting users at the heart of service design means making decisions based on what they actually need, not just what design and delivery teams assume they need. Sometimes that leads to a surprising but important conclusion - that building a new service isn’t always the right thing to do. User-centred design (UCD) helps teams explore problems from the perspective of users. In agile delivery, the discovery and alpha phases exist to help us investigate whether a service is viable, valuable and feasible. In some cases, the most responsible and user-centred decision we can make is to stop. This post shares how and why UCD teams at the Home Office have advised stakeholders not to move beyond discovery or alpha, and how that can be considered a success, not a failure. ## When not building a new service is the right outcome The Service Manual sets clear expectations for moving between phases: Anne Wicks, Content Designer. * at the end of discovery you should have evidence that there's a problem worth solving and a viable, cost-effective service that could meet that need * at the end of alpha you should know that a service can meet user needs, be delivered within your constraints, and is technically feasible When those conditions aren’t met, moving forward risks delivering something that doesn’t work for users, and ultimately wastes public money. Some examples of why we might not continue include: * discovering that user needs could be met more effectively by existing services * realising that operational or policy changes would better solve the problem * legal or technical barriers that prevent us from meeting user needs effectively * recognising that the cost and effort of building a new service and implementing change wouldn’t be proportionate to the value it would deliver Making the decision to stop shows that we’re taking a truly user-centred, evidence-based approach. It puts users first, above delivery timelines or internal pressures, and demonstrates our commitment to achieving value for money. ## Tips for teams thinking about not proceeding to build a service ### 1. Bring your stakeholders with you Stopping shouldn’t be a surprise. Share your findings early and often. Use approaches like regular mini-playbacks or collaborative analysis sessions to involve stakeholders in the learning journey. This builds trust and helps everyone understand the evidence. ### 2. Stay open to different ways of solving the problem Frameworks like the opportunity solution tree help you explore and effectively communicate a range of options that relate to your desired outcomes, without jumping to conclusions. This mindset encourages teams and stakeholders to focus on outcomes for users, not pre-defined solutions. ### 3. Consider value versus effort Think about whether the value of a new service justifies the effort to deliver it. Sometimes, the change needed is too complex or costly for the benefit it brings. In those cases, another approach might be more effective. ### 4. Test your riskiest assumptions By framing assumptions as hypotheses, you can test them quickly and build a solid evidence base. This gives your team confidence in their recommendation to stop, and shows that that recommendation is based on user research and data. ### 5. Give your stakeholders actionable recommendations Even if you're not continuing to beta, your work should support others. Use your end of phase playback to share what you’ve learned, and suggest next steps for policy, operations or other teams. ## Stopping can still deliver value It can feel like a setback to stop work on a service. But choosing not to build when it's the right thing for users is a powerful act of public service. Here's how we added value in our work with asylum operations after choosing not to move beyond alpha: * **Amplified user voices** : We worked with under-represented users, shared their perspectives, and helped make their needs more visible. * **Shared insight** : We passed on research findings to related teams, reducing duplication of effort by teams working to understand and improve outcomes across multiple services. * **Highlighted existing value** : We identified where existing technology, tools or processes could meet user needs, helping teams make better use of what they already had. * **Improved content** : Based on evidence we gathered in discovery and alpha, we created a content playbook that's now used by designers and operations teams to communicate more clearly with users and external partners. * **Influenced standards** : Our findings helped inform guidance in the Home Office Design System. * **Documented our work** : We made our approach and evidence easy for a future team to pick up again, recognising that needs, policy and technology may change over time. ## Empowering users means better public services and value for money Stopping the design of a service before it’s been built can be hard. But it’s often the most user-centred, responsible decision you can make. By putting user needs above assumptions and showing the evidence behind your thinking, you can help your department deliver better, and better value, public services.

We’ve just published our Home Office 2030 Digital Strategy, which explains how we will use digital, data and technology over the next 5 years to keep delivering on our mission to keep citizens safe and the country secure. When we introduced the Home Office 2024 DDaT Strategy 4 years ago, we laid out our intention to become a department of government that embraced a digital by design approach to everything we delivered. We’ve lived up to our promises; a UK passport holder can renew a passport within 48 hours, from filling out the form to dispatch, and the UK’s airport eGates see 76 million digitally-assisted crossings every year. That’s more than any other country in the world. **Why publish a new digital strategy?  ** Technology never stops moving, and we never stop thinking about how we can use it do the very best work we can for the people of the United Kingdom. Growing technologies such as artificial intelligence (AI) are playing an ever-larger role in the global digital conversation, while key concepts such as sustainability and data-driven decision-making continue to evolve. Even fundamental approaches, like building agile and resilient systems and services, or making our technology easy to maintain to keep costs down, need restating and refreshing to make sure we are all working together in the most effective ways. We have published our strategy on GOV.UK to allow us to keep having an open conversation about our plan for change. **8 strategic shifts in digital, data and technology** We’ll continue meeting the challenges of improving the Home Office’s service delivery and operations to keep the country safe, secure and economically prosperous. To do this, we’ll empower our people to use technology by following 8 strategic shifts. They are: 1. Transform our digital services with AI and more automation 2. Invest in systems and platforms we can maintain and continually improve 3. Build for greater organisational agility and resilience 4. Secure our technology to tackle growing cyber security threats 5. Improve how we capture and share data across the Home Office and wider government 6. Evolve our digital operating model to deliver Home Office outcomes 7. Reduce the cost of delivering and operating our digital services 8. Boost our digital skills to help us use technology in new and creative ways Read the Home Office 2030 Digital Strategy to find out more about each strategic shift, and how we aim to achieve them. We welcome feedback on the Home Official 2030 Digital Strategy. You can leave your comments below this post.

Apply for our Dynamic Graduate Scheme (DGS) in Digital, Data and Technology (DDaT) now – applications are open until 7 July 2025. We have the following roles available: * Business Analyst * Technology Delivery Management * Project Support Officer (Project Management) * Data Analyst * Data Engineer** (Year 2 only)** Apply here: Dynamic Graduate Scheme (DGS) - Civil Service Jobs - GOV.UK The DGS is a bespoke 2-year rotational graduate programme for our Digital and Data professions. Entry to the scheme is at the Higher Executive Officer level which attracts a competitive starting salary for London of £41,300. Candidates will require at least a 2.2 degree in any subject combined with a genuine passion for working in digital, data and technology. Continuous development and learning are core elements of the scheme. During the first year, Associates learn to build foundational knowledge and skills. You’ll also gain broad exposure by supporting multidisciplinary product teams and projects during the 6-month placements. For the second year, you’ll complete a 12-month placement choosing one of the scheme’s career specialisms. Past Associates on the scheme have told us that they’ve particularly enjoyed: * exposure to varied portfolios of work * the focus on their personal development * working closely as a cohort to form a network facilitated through DGS events, Office Days, Show and Tells and bi-monthly catch ups * robust managerial support, coaching, mentorship and tailored training to support their development At the end of the 2-year scheme Associates aim to secure a role within the Digital and Data profession on promotion. For the past 2 years 95% of Associates who have graduated from the scheme have secured promotion. Several are either acting as line managers or providing mentorship to new members of staff. Vanessa completed the DGS last year and has since been promoted. She tells us about the benefits of the scheme. Vanessa Edwards, Business Analyst, Enterprise Services, DDaT. ## Highlights of the Dynamic Graduate Scheme 3 main highlights stand out for me. Firstly, the mentorship and support I’ve received on the DGS has been phenomenal. My line manager provides guidance on my career development and my team members help me navigate complex projects: there’s always a sense of team spirit and shared purpose. Secondly, I’ve really enjoyed rotating through 3 specialist areas across 3 business units which has accelerated my technical and professional growth. And thirdly, being part of an organisation that values diversity, inclusivity, and professional development is something that is very important to me. ## What attracted you to the Dynamic Graduate Scheme? I’d previously worked in project management but was keen to deepen my knowledge of areas like data and business analysis. I joined the DGS because the hands-on training and exposure to different technical areas within DDaT really stood out to me. When I saw the role advertised on Civil Service Jobs I immediately applied. While the competitive salary is a bonus, it’s the diversity of experiences and professional development opportunities that have made the scheme the ideal platform for my career growth. ## What is it like to work as a Data Analyst on the Dynamic Graduate Scheme? I worked in the Migration and Borders Technology Portfolio in a past placement as a Data Analyst, extracting and analysing data to provide insights to stakeholders. I used SQL to extract, manipulate, and analyse large reliable datasets then communicated the insights in an effective way for varied stakeholders. I created new dashboards and data pipelines, allowing better visibility into ongoing operations and performance metrics. I also reported service status to management. ## What does a Business Analyst do on the Dynamic Graduate Scheme? As a Business Analyst in Enterprise Services, I managed change requests through the front door process, overseeing requests from submission to approval. I worked with customers, facilitating workshops and meetings to ensure there was a clear understanding of the scope, objectives, and funding requirements for the change requests. By conducting Impact Assessments I identified potential implications of the requested changes, including cost recharge and other factors that could affect timelines, resources, or project outcomes. I worked closely with the Cyber Security team to ensure that security implications were evaluated. ## **What advice would you give to a graduate who is unsure about joining the Civil Service?** In my opinion, joining the Civil Service is one of the best decisions you could make for your personal and professional development. When I was looking for career opportunities, I wanted something that was not just a job but a platform for continuous learning and growth, and the Civil Service has given me exactly that. What makes it unique is the diverse roles you can explore and the ability to move between different departments within the Civil Service. What really surprised me is the level of support you receive. From the start, you’re surrounded by people who are invested in your success, whether it’s through structured training, mentorship, or just having someone to turn to when you need advice. The DGS, in particular, has been a game-changer for me, allowing me to experience different aspects of digital, data, and technology while receiving real-time feedback and guidance. You won’t just be sitting on the sidelines; you’ll be actively contributing to projects that have a real, positive impact on society. I’m proud to be a civil servant. I have the opportunity to make a positive impact on society. The projects I work on have real-world significance, from improving digital services to deploying assistive technology for those who need it most. It’s rewarding to know that the work I do helps improve lives. The 2025 Dynamic Graduate Scheme is open until 7 July. Apply for one of multiple roles in our Digital and Data professions on the Civil Service Jobs website now.