Pressing the accelerator: AI’s opportunity to transform the public sector

“It’s time to commit to AI and really press down on the accelerator.”

– Kevin Cunnington, former Director General at the Government Digital Service (GDS)

Artificial Intelligence (AI) has evolved into a powerful force that is reshaping industries worldwide. For the UK public sector, AI holds immense potential to improve the way government departments work, from streamlining operations to enhancing citizen services. The opportunity to unlock smarter, faster, and more responsive public services is clear, but realising this vision depends on one crucial factor: talent.

Attracting, developing, and retaining skilled technology professionals has become one of the greatest challenges facing the public sector today. To successfully adopt and leverage AI, the UK must address this growing talent gap. Without a strong, well-equipped workforce, even the most promising advancements in AI risk falling short of their potential.

This article focuses on bridging that divide. We will examine the talent and recruitment challenges currently impacting government and civil service departments, and explore how meeting these challenges can position the UK as a global leader in the innovative use of AI within the public sector. And in part two, we will provide a roadmap for overcoming talent shortages and help your organisation reap the rewards of successful AI implementation.

The task is urgent, but it is also possible. With the right strategies and partnerships, government departments can build a workforce capable of driving impactful, tech-enabled transformation. This is where the combination of vision, action, and collaboration will pave the way for success.

Opportunities with AI

Artificial Intelligence (AI) presents a remarkable opportunity for the UK public sector to deliver better, faster, and more citizen-centred services. By integrating AI into government operations, departments can improve efficiency, enhance decision-making, and address challenges that have long hindered public service delivery.

One of the most immediate benefits of AI lies in improving operational efficiency. Automation powered by AI algorithms can streamline administrative tasks, enabling government employees to focus on strategic, high-value activities. From processing applications faster to managing resources with precision, AI can save time and reduce costs while maintaining accuracy and accountability.

AI also has the potential to transform the way governments serve citizens. For example, predictive analytics can help healthcare systems identify at-risk populations, manage resources more effectively, and respond proactively to health crises. Similarly, AI in public safety can enhance crime prevention and emergency response by analysing data patterns and identifying risks before they escalate. Even infrastructure management can benefit from AI tools that monitor structural integrity, predict maintenance needs, and optimise urban planning.

AI offers new avenues for data-driven decision-making, enabling leaders to form policies backed by robust analysis. By leveraging AI to process and interpret vast amounts of data, government departments can not only address existing challenges but also anticipate future needs. Automation and Agentic AI can also be leveraged to reduce significant manual overhead, enabling efficiencies to be introduced into workflows often running on old systems within the need to replatform or re-engineer.  But successfully deploying such solutions depends on having teams equipped to understand, implement, and innovate with these technologies.

Meeting talent challenges head-on presents an unparalleled opportunity for the UK to emerge as a global leader in the innovative use of AI within the public sector. By fostering a skilled workforce adept at implementing cutting-edge, ethical AI solutions, the UK can establish benchmarks for transparency, accountability, and citizen-focused technological advancements. This leadership not only reinforces trust in public service delivery but also creates a model for how governments worldwide can responsibly adopt AI.

Closing the talent gap enables the UK to spearhead international collaboration, sharing best practices and forging alliances that strengthen its global influence in digital transformation. With a robust talent strategy, the UK has the potential to lead by example, shaping AI’s future while delivering impactful outcomes for its citizens.

How AI is transforming public sector organisations at home and abroad

United Kingdom

The UK public sector has embraced AI to enhance efficiency and decision-making across various domains. In healthcare, the National Health Service (NHS) uses AI for diagnostics, such as interpreting medical imaging and predicting patient deterioration. Local councils deploy AI to optimise waste collection schedules and streamline customer service through chatbots. In policing, AI supports digital forensics and predictive policing, although its use in facial recognition has faced legal and ethical scrutiny. The UK government has also introduced the ‘Humphrey’ AI tools to improve decision-making in central government. Regulatory frameworks like the Algorithmic Transparency Recording Standard ensure ethical AI deployment, emphasising transparency and fairness.

United States

AI adoption in the U.S. public sector has surged, with federal agencies doubling their AI use between 2023 and 2024. Applications range from fraud detection in veterans’ benefits to disease outbreak tracking by the Centers for Disease Control and Prevention (CDC). The Department of Homeland Security uses AI for border security, while the Department of Veterans Affairs employs it to predict suicide risks among veterans. The Biden administration’s Executive Order 14110 outlines a comprehensive strategy for safe and ethical AI use, focusing on transparency, privacy, and workforce development. Notably, 50% of AI use cases in the federal government are developed in-house, showcasing innovation within public agencies.

Germany

Germany has integrated AI into its public sector to address societal challenges and improve administrative efficiency. AI is used in urban planning to optimise traffic flow and reduce emissions. In healthcare, AI supports early disease detection and personalised treatment plans. The German government has also launched initiatives to use AI in education, such as adaptive learning platforms that cater to individual student needs. Ethical considerations are central to Germany’s AI strategy, with a focus on data protection and minimising algorithmic bias.

France

France leverages AI to modernise its public services, particularly in healthcare and transportation. AI tools assist in managing hospital resources and predicting patient needs, while in transportation, AI optimises public transit schedules and reduces congestion. The French government has also implemented AI in administrative processes, such as automating tax filings and improving citizen access to public services. France’s AI strategy emphasises ethical AI use, aligning with the European Union’s AI Act to ensure transparency and accountability.

Challenges in the UK public sector

The UK public sector is at a critical juncture when it comes to talent recruitment and retention. While the adoption of Artificial Intelligence (AI) promises to transform government operations, realising this potential is heavily dependent on the people behind the technology. Attracting and retaining the right talent has proven to be a constant challenge, with several interlinked factors contributing to this issue.

One of the most pressing concerns is the shortage of skilled technologists. The UK Digital Leaders Study 2024 identifies tech skills shortages as a persistent barrier to innovation, with public sector organisations struggling to compete with the private sector for top digital talent. The allure of competitive salaries, cutting-edge projects, and dynamic work environments offered by private organisations often pulls candidates away from government roles.

This challenge is compounded by the need for a modernised public sector workforce. The UK – Making Government Work report highlights the urgent need for reform within civil service departments to ensure employees have the skills and capacity required to meet contemporary demands. However, progress in this area has been slow, leaving many teams ill-equipped to manage the scale and speed of technological change.

Additionally, the public sector faces a growing demand for multidisciplinary technologists who not only have technical expertise in AI, data analytics, and software development but also understand the complexities of public service delivery. This combination of skills is as rare as it is essential, creating a significant recruitment gap that must be addressed to enable effective AI adoption.

Together, these challenges form a pressing need for a cohesive strategy to attract, train, and retain a tech-savvy workforce in the public sector. Without addressing these obstacles, the UK risks falling behind in harnessing AI’s potential to improve public services and deliver meaningful outcomes for its citizens.

Roadmap to overcoming talent challenges

The UK public sector faces a pivotal moment in addressing its tech talent gap, especially with the growing integration of Artificial Intelligence (AI) into government operations.

Successfully navigating this challenge requires a structured and actionable approach. Below is a comprehensive roadmap to guide public sector leaders in overcoming talent obstacles, positioning their organisations to harness AI’s potential effectively.

1. Assess current talent landscape

Before making changes, it’s critical to determine the current state of your workforce. Conducting a thorough skills gap analysis allows public sector organisations to identify deficiencies in the skills and expertise necessary for AI adoption. Key actions include:

• Internal skills audit
  Review the existing capabilities of employees by identifying their technical and non-technical expertise. This can be accomplished through surveys, performance reviews, or skill assessments.
• Mapping future needs
  Align the skills audit with the organisation’s future ambitions. For example, if a department intends to automate citizen service processes using AI, understanding the need for data engineers, machine learning specialists, or ethical AI advisors becomes essential.
• Benchmark against best practices
  Look beyond the public sector and benchmark talent strategies against leading organisations in the private sector or other governments. What skill sets do they prioritise? What roles are critical for their digital transformation? This external perspective can reveal insights that shape your strategy.

The result of this phase should be a detailed understanding of where you are today and a map of where you need to go. This sets the foundation for all other steps in this roadmap.

2. Define your strategic goals

Ambitious projects require a well-defined vision. For the public sector, setting strategic goals for AI adoption and workforce development provides a clear direction. Key considerations should include:

• Prioritise key objectives
  Decide what the organisation aims to achieve with AI. Is the goal to automate repetitive tasks, improve citizen experience, or provide data-driven decision-making capabilities? Knowing the answer will influence how talent is acquired and trained.
• Align goals with broader public sector values
  The UK public sector typically prioritises transparency, accountability, and inclusion. Any AI workforce strategy must complement these values. For example, while developing AI-driven tools, ensure public confidence by incorporating ethical AI practices and addressing concerns about data privacy.
• Set measurable talent goals
  Translate strategic ambitions into concrete workforce objectives. For instance, a department may aim to recruit 50 skilled AI professionals within two years or upskill 20% of its current workforce in data analytics by the end of the fiscal year.

Clear goals ensure alignment across departments and provide a measurable framework to track the roadmap’s success.

3. Develop your talent acquisition strategies

Building an AI-ready public sector workforce requires an intentional and proactive approach to talent acquisition. Practical steps include:

• Prioritise multidisciplinary expertise
  AI projects thrive on collaboration between technical specialists and domain experts. Focus on recruiting candidates with a blend of technical know-how (e.g., programming, machine learning, data modelling) alongside public sector experience or understanding.
• Leverage partnerships like Ten10 Academy
  Collaborations with programmes like the Ten10 Academy can fast-track access to skilled professionals. The Academy’s Recruit-Train-Deploy approach allows public sector organisations to onboard pre-trained talent who are not only technically proficient but also equipped to address public sector-specific challenges like ethical governance.
• Invest in inclusive hiring
  Reduce barriers to entry for underrepresented groups in tech by creating apprenticeships, internships, and mentoring programs. A diverse team brings varied perspectives, improving innovation while fostering equity.

With these strategies, public sector organisations will create a reliable pipeline of talent capable of meeting immediate and long-term needs.

4. Explore upskilling and reskilling opportunities

The existing public sector workforce is a valuable resource that shouldn’t be overlooked. Upskilling and reskilling initiatives ensure employees remain relevant and motivated while reducing hiring demands.

• Introduce continuous learning programs
  Establish internal development opportunities that focus on crucial topics like AI, data analytics, and ethical decision-making. Consider interactive workshops, online courses, or partnerships with training academies.
• Empower non-technical staff
  Not all roles require deep AI specialisation, but nearly all employees will benefit from basic AI literacy. Equip employees to understand how AI applications function, their potential benefits, and their limitations.
• Promote ethical AI training
  A critical focus for public sector workers is understanding the ethical implications of AI deployments. Training in bias mitigation, data protection, and citizen impact is essential to maintain public trust.

Investing in your current workforce supports organisational continuity while avoiding the higher costs associated with external recruitment.

5. Foster partnerships and collaboration

Collaboration unlocks access to additional expertise, resources, and networks that can accelerate the development of an AI-competent workforce. Focus on:

• Collaborations with educational institutions
  Forge partnerships with universities and training organisations to co-create curricula that meet public sector needs. These institutions can often provide access to the latest research and emerging talent pools.
• Building private sector alliances
  Join hands with private companies who are already leading in AI implementation. They can bring a wealth of practical knowledge and help demonstrate best practices.
• Cross-government collaboration
  Partner with other public sector departments or local councils to share resources and talent strategies. For example, a healthcare-focused AI workforce program may be relevant to other departments managing welfare services.

By fostering partnerships, the public sector can pool resources, reduce redundancies, and ensure efficient talent development.

6. Implement pilot programs

Launching smaller-scale pilot programs allows public sector organisations to gain hands-on experience while refining their broader strategies. Key components of successful pilot initiatives include:

• Select strategic use cases
  Choose pilot projects that align with your organisation’s goals. For example, deploy AI models to enhance public safety analytics or streamline citizen query responses in local government offices.
• Start with cross-functional teams
  Include both technical professionals and subject matter experts in the pilots. This ensures that learnings from the programs reflect real-world challenges.
• Evaluate and scale
  Use pilots to assess if your talent acquisition and training strategies deliver productive outcomes. Document lessons learned and adjust future initiatives accordingly.

Pilots provide a low-risk, high-learning opportunity to test AI’s practical application while preparing your workforce for broader adoption.

7. Monitor progress and adapt

Ongoing evaluation is essential to adjusting strategies and maintaining workforce readiness as public sector objectives and technologies continue to evolve.

• Track key performance indicators (KPIs)
  Regularly assess the ROI from your workforce strategies. Metrics may include employee retention in AI roles, the successful adoption of AI-based tools, or satisfaction scores from citizen services enhanced by AI.
• Stay ahead of technological advances
  AI evolves rapidly. Keep an eye on emerging trends and consider periodic refreshers or specialised training for your workforce.
• Encourage a culture of feedback
  Actively seek input from employees about the challenges and benefits of training programs. This feedback can help fine-tune your initiatives and address frustrations or roadblocks.

By monitoring and adjusting plans as needed, the public sector can ensure its workforce remains agile and future-ready.