Are councils truly ready for reform?
Local government sits at the very forefront of public life, touching everything from housing and transport to education and care. As technology advances, innovation offers a way of continuing improvement. Despite this, innovation is sometimes seen as a threat to the way things were done before, or as a problem to overcome for sometimes stretched teams of people.
In order to dive right into the centre of the conversation around whether the public sector is ready to embrace the challenges and opportunities that innovation can bring, Public Sector Executive and Activate Learning hosted an online conference to bring together some of the leading voices in the area.
Keynote - Stuck in the wiring: Rewiring the State, rewiring ourselves
The intersection of innovation and institutional frameworks presents both challenges and opportunities, particularly within local government. Opening the online conference was Heather Yedigarov, Chief Operating Officer of the Local Government Information Unit (LGIU) as she explored the pressing question: can innovation truly thrive within established institutions?
Heather opened the conversation by acknowledging the current state of local government and the myriad challenges it faces. With increasing demands on resources and a public that often feels disconnected from decision-making processes, the need for innovative solutions has never been more critical. However, as Heather pointed out, the real issue may not be the lack of innovation itself, but rather the capacity of institutions to absorb and implement these new ideas effectively.
Throughout her keynote, Heather highlighted several key factors that contribute to the stagnation of innovation within local government. Power dynamics, incentive structures, and a culture of self-protection often hinder the spread of successful initiatives. For example, she noted that collaboration among councils is often the exception rather than the norm, leading to duplicated efforts and missed opportunities for shared learning.
The discussion also touched on the role of technology in shaping the future of public services. Heather emphasised that while tools like artificial intelligence can significantly enhance service delivery, the challenge lies in overcoming institutional inertia and fostering a culture that embraces change. The session encouraged listeners to reflect on their own experiences within their local governments and consider what barriers may be preventing meaningful reform.
AI in Action
Artificial intelligence is rapidly transforming various sectors, and the public services landscape is no exception. In the first panel discussion of the day, we delved into the significant changes AI is bringing to local government, featuring a panel of experts who shared their insights on this pressing topic.
Olly Hellis, Digital Development Officer for Somerset County Libraries, kicked off the discussion by highlighting the potential of AI to enhance accessibility and streamline access to resources. He pointed out that many people are unaware of the services available to them, and AI can bridge this gap by providing tailored information and resources. The ability of AI to answer complex queries, such as finding books that fit specific genres, showcases its transformative power in libraries.
Georgina Maratheftis, Associate Director for Local Public Services at Tech UK, emphasised the importance of allowing local governments to focus on their core mission. By automating mundane tasks, AI can free up staff to engage with communities more effectively. This shift not only improves service delivery but also makes local government a more attractive place to work, helping to address recruitment challenges.
Ethan Knights, Lead Data Scientist at Westminster Council, discussed the dual benefits of AI. He explained how AI can enhance internal efficiency while also improving the user experience for citizens. By proactively identifying issues before they escalate, councils can shift from a reactive to a proactive approach, ultimately benefiting the communities they serve.
However, the panel did not shy away from the challenges associated with AI adoption. Georgina noted that many AI projects stall after the pilot phase, often due to procurement issues and a lack of clear outcomes. She advocated for a focus on problem-solving rather than simply implementing technology for its own sake. This approach ensures that AI solutions are genuinely beneficial and meet the needs of local councils.
Safeguarding and ethical considerations are also paramount in the conversation. Olly stressed the importance of data protection and the need for transparency in AI usage. Public sector organisations have a responsibility to educate citizens on how their data is used and to provide support when necessary.
Strategic keynote
With artificial intelligence becoming increasingly integrated into our daily lives, the need for AI skills, particularly in the public sector, has never been more pressing. In the second keynote session of the day, we delved into this critical topic with Kiki Clements and Phillip Brough from Activate Learning. They shed light on how organisations can effectively bridge the AI skills gap through tailored training and responsible adoption.
One of the key takeaways from the discussion was the importance of understanding that AI is not just about technical skills. While coding and data science are essential, the real value lies in human-centric skills that enable individuals to use AI responsibly and effectively. Kiki and Phillip emphasised that the ability to ask pertinent questions, critically evaluate AI outputs, and understand the limitations of AI technology are crucial competencies that every professional should develop.
As AI continues to evolve, public sector organisations face unique challenges and opportunities. The conversation highlighted how AI can streamline administrative tasks, improve service delivery, and enhance community engagement. However, with these advancements come responsibilities. Kiki and Phillip stressed the need for organisations to foster a culture of responsible AI usage, ensuring that employees are equipped with the knowledge and confidence to use AI tools appropriately.
The discussion also addressed the necessity of tailored training programmes. There is no one-size-fits-all approach to AI education; different roles within an organisation require varying levels of understanding and capability. For instance, frontline employees may only need a basic awareness of AI, while senior leaders must grasp the strategic implications and ethical considerations of AI adoption. This nuanced approach is essential for effective AI integration.
Improving public engagement with tech
In the next leaders debate, we took a deep dive into the intricate world of digital transformation within public services. As technology continues to evolve, it reshapes how councils interact with their communities, presenting both opportunities and challenges. The panel, featuring leaders in civic technology, digital inclusion, and local government, explored what meaningful public engagement looks like in this digital age.
One of the central themes of the discussion was the importance of digital inclusion. Vicki Sellick from the Good Things Foundation emphasised that access to technology is not just about having devices; it’s about ensuring that everyone can engage confidently with digital services. This is particularly important as many individuals still face barriers to accessing essential services online. The panel highlighted that while technology has the potential to improve efficiency, it must not leave vulnerable communities behind.
Jess Flack, Digital Capability and Infrastructure Manager for Essex County Council, argued for a shift from mere consultation to co-designing services with the community. This approach ensured that the needs of all users are considered, particularly those with varying levels of digital skills. The discussion pointed out that assumptions about users’ digital capabilities can lead to ineffective services that fail to meet their needs.
Furthermore, the panel addressed the challenges of reaching rural areas where connectivity issues persist. As David Terrar from the Tech Industry Forum noted, simply putting services online does not guarantee accessibility. Effective communication and community engagement are vital to ensure that residents are aware of the services available to them.
The conversation also touched on the role of AI in public services. As technology advances, it is essential that councils prepare their workforces to handle these changes effectively. Tara Jussa from the Liverpool City Region Combined Authority stressed the need to embed digital inclusion from the very start of any transformation programme to avoid widening existing inequalities.
AI in Governance
In the penultimate session of the day, we tackled a pressing issue facing public sector governance: the integration of artificial intelligence into decision-making processes. With AI rapidly advancing, its impact on how policies are drafted and decisions are made cannot be ignored. The panel, featuring Emma Escott, Sarbjit Bakhshi, Richard Sandiford, Gregory Jones, and Amy Carmichael, provided a comprehensive analysis of the challenges and opportunities presented by AI in public services.
One of the central themes of the discussion was the delicate balance between AI-assisted decision-making and the necessity for human judgement. As Emma Escott pointed out, accountability must remain with individuals within the organisation, ensuring that AI does not replace the essential human element in governance. This sentiment was echoed by Gregory Jones, who emphasised that AI should serve as a tool to support decision-making rather than replace it entirely.
The panel also delved into the ethical implications of AI, particularly concerning bias. Richard Sandiford highlights the potential for AI to perpetuate existing biases if the data it is trained on is flawed. This raises critical questions about the responsibility of public sector organisations to ensure that their AI systems are transparent and fair, as Amy Carmichael noted that public trust hinges on the explainability of AI decisions.
Data quality emerges as another crucial topic. The panel discussed the barriers to effective AI integration, including access to quality data and the need for robust governance frameworks. Sarbjit Bakhshi pointed out that many local councils struggle with data accessibility, which limits their ability to leverage AI effectively. This highlights a significant opportunity for public authorities to rethink their data strategies and ensure that they are equipped to harness the power of AI for the benefit of their communities.
As the conversation concluded, the panellists shared insights into how AI can both create and dissolve barriers to public services. While AI has the potential to streamline processes and improve accessibility, it also risks alienating those who may not have the necessary skills or resources to engage with these technologies. This duality underscores the importance of considering the diverse needs of the community when implementing AI solutions.
Culture Shift: Leadership, diversity, and change-making
In the final session of the conference, the conversation switched to the intricate relationship between culture and transformation, featuring a panel of seasoned experts from Salford and Manchester City Councils. The discussion centred on a critical question: how do we lead change from within?
As organisations grapple with rising demands for equity, representation, and innovation, it becomes clear that merely implementing the latest technology or governance policies is insufficient. Culture is a fundamental driver of change, and shifting it requires a concerted effort from all levels of leadership. The panel, which includes councillors and heads of reform, highlighted the need for genuine engagement and empowerment of staff to foster a culture that supports transformation.
One of the key insights from the discussion was the importance of building trust and relationships within organisations. Hannah Robinson-Smith, a councillor from Salford, emphasised the role of political leadership in setting a strategic tone and ensuring that everyone is working towards common goals. This trust is vital for encouraging staff to voice their opinions and participate in the change process.
The conversation also addressed the challenges posed by political structures and how they can hinder cultural change. Jo Johnston, from Manchester City Council, pointed out that while leaders set the tone, it is the collective effort of all employees that shapes the working culture. This highlighted the necessity for leaders to actively listen to their staff and engage with them, ensuring that their voices are heard and valued.
As the panel navigated the complexities of cultural transformation, they stressed the significance of aligning organisational values with daily practices. Justin Placide, co-chair of the Civil Service Race Forum, noted that when actions contradict stated values, it can lead to disillusionment among staff. This alignment is crucial for creating a cohesive and motivated workforce.
To keep up with all of the insights passed on from the experts across the entire conference, you can watch all of the discussions on demand here.
