We built a spaceship, but no one can fly it, and there’s no fuel

Local public services are embracing digital transformation, but recent real-world implementation, like Birmingham’s latest ICT project, highlights the complexity and persistent problems.

Whilst public organisations have invested in cutting-edge technology, there remains the challenge of getting it off the ground and used to full effect.

The Financial Times wrote in February that vehicle-mounted cameras combined with machine learning algorithms can monitor and predict road wear, enabling more efficient maintenance interventions. 

This use of AI sounded impressive and showcased how automation can improve lives, but without the right skills, culture, and behaviours, progress could stall. Successful implementation of such technologies faces challenges, particularly due to fragmented and underfunded nature of local government. Many councils struggle with outdated systems and lack necessary long-term investments, which are crucial for integrating AI solutions effectively.

It takes more than software and automation to deliver meaningful change, and we need to ensure that our workforce and residents are brought along with the rise of the robots. Without this, we risk building wonderful machines and services that no can use, and are too expensive to properly fund.

Technology alone won’t solve deeper structural challenges in public services

There’s several challenges in public sector digital transformation:

Digital exclusion

A portion of the population still lacks access to digital services, due to affordability. This digital divide can lead to unequal access to services and benefits, disproportionately affecting elderly and low-income individuals. The Guardian recently wrote about the ‘tyranny of apps’ in delivering public services. 

However, initiatives like Good Things Foundation’s ‘National Digital Inclusion Network’ already support local authorities in tackling this gap, and shows the importance of focusing on people when rolling out tech.

Resource constraints

Financial limitations and skills shortages hinder the ability of councils to implement and maintain new technologies. Legacy systems can complicate efforts to integrate efforts, requiring investment to upgrade or replace the outdated infrastructure.

Continued upskilling

MHCLG have highlighted the need for Councils to ‘make investment in skills and new technologies’ to help with challenges. 

The workforce is faced with a constant dilemma of limited budgets and time for genuine learning and development, whilst trying to keep pace with new trends and technologies.. With the pace of change, the need to get up to speed and deploy software is likely to increase even more.

How can our colleagues deliver their day to day services whilst also taking time out to learn new systems and process?

Data integration 

The lack of interconnected technology gives us challenges in data sharing across departments, leading to inefficiencies and fragmented insight on resident need.

Combining organisations into new unitary councils is a particular challenge in this field. Just working out what staff we have in place, and which roles and vacancies are budgeted for has shown to be a particular thorn in the side of combining councils.

Continuing focus on establishing data standards and frameworks to facilitate better integration and interoperability will be key.

Service delivery needs more than online portals

Self-service platforms are an amazing innovation in modernising customer services, but adoption struggles when awareness and usability aren’t prioritized. Many councils launch digital services that have experienced lower adoption rates than expected.

Building awareness, fostering trust, and ensuring accessibility are just as important as the technology itself. 

Councils must create a culture where digital solutions are embraced by both staff and residents. Clear communication, support, and training are crucial to ensuring digital services complement, rather than replace human interaction where needed.

Success of digital transformation depends on skills, culture, and behaviour 

Councils must invest in upskilling their workforce, not just to use digital tools but to adapt to a digital-first culture. A state-of-the-art system is useless if employees don’t have the skills, confidence, or mindset to use it effectively.

The County Councils Network released survey results last week, showing that 85% of England’s largest councils are integrating AI into their services for areas like administration, adult social care, children’s services, and road maintenance. Their main takeaway was that limited staff capacity, insufficient funding, and a lack of specialized training is hindering real progress. 

It’s not all bad news however. AI tools such as ‘Magic Notes’ are being used by social workers for conversations and drafting reports, and therefore finally reducing administrative burdens and allowing more focus on client interaction. 

Could caseloads for stressed out and overworked social workers finally become manageable? Sure, but even in this simple case, clear communication about complementary processes has been important to build trust and ensure accountability. Human judgment will still be crucial to validate results and make final decisions.

Digital transformation isn’t just about software; it’s about changing how people work, collaborate, and think about service delivery. Dedicated digital teams can help ensure proper implementation and ongoing adaptation, preventing tech from becoming obsolete before it even delivers results.

Overcoming legacy systems and data silos requires strategy

Outdated IT systems are still an issue in local government, making integration a challenge. New platforms often sit on top of broken infrastructure, unable to deliver their full potential.

Councils need a clear roadmap for phasing out legacy systems and ensuring new technology works across departments. But technology alone isn’t enough as leaders are challenged with fostering a culture of collaboration and openness to change. 

Without interoperability and a shift in mindset, data remains stuck in silos, limiting cooperation and efficiency.

The real keys to a successful digital revolution

• Train the pilots: Invest in workforce training to ensure employees can operate new systems effectively.
• Fuel the mission: Digital transformation needs long-term investment, not just one-time software purchases.
• Integrate, don’t isolate: Ensure new systems work together rather than creating more fragmentation. 
• Prioritize accessibility: Make sure residents and employees can easily use new digital tools.
• Build a digital culture: Foster an environment where continuous learning, adaptability, and innovation are encouraged. Pilot projects can help us to learn, adapt, and incorporate feedback into refinement before a full-scale rollout.
• Lead with people, not just tech: Transformation should focus on changing behaviours, not just upgrading IT systems.

Without the right skills, behaviours, and culture, we risk spending too much time on building a spaceship that we can’t fly. 

The digital revolution in public services needs more than just new machines and software, but a commitment to real, sustainable change driven by people. I’m really positive about the possibilities for technology and continuing modernisation in local government, but our greatest asset is our people who will make sure the right kind of change is delivered.