Using AI and digital tools to revolutionise public services

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The UK government has announced the start of a new plan that hopes to overhaul public services through technology, promising to cut delays, reduce waste and improve efficiency across Whitehall

The plan focuses on artificial intelligence (AI) and data sharing and hopes to deliver faster and more effective services to citizens while saving billions of pounds for taxpayers.

Embracing modern technology

A main component of this new initiative is launching a new AI tool kit called “Humphrey.”

This is designed to help civil servants streamline their work; Humphrey includes various tools to speed up everything from policy development to administrative tasks.

The government hopes that using and embracing modern technology can eliminate the challenges that have troubled the public sector for a while, ultimately transforming how services are delivered to the public.

The new approach is part of the government’s broader efforts to modernise the civil service, focusing on reducing the reliance on outdated systems. For example, HMRC currently processes around 100,000 calls daily, while the DVLA handles tens of thousands of letters.

Using AI in public services

These old processes not only waste time but also cost taxpayers a fortune.

With the introduction of AI tools like Humphrey, the government hopes to cut through this inefficiency, enabling quicker responses and freeing up staff to focus on more strategic tasks.

One of Humphrey’s standout features is “Consult,” a tool that helps the government process and analyses public consultation responses in hours rather than months.

In the past, policymakers would outsource the task to expensive consultants, racking up bills of up to £100,000. With AI’s assistance, the process is quicker, more cost-effective, and more responsive to public input.

Alongside Consult, Humphrey includes several other tools to increase civil servants’ efficiency. “Parlex,” for example, allows policymakers to sift through decades of parliamentary debates to inform decision-making, while “Redbox” helps with daily administrative tasks like summarising policies and preparing briefings.

Another tool, “Lex,” assists with legal research, providing instant summaries of complex laws to guide policy creation.

The initiative also includes wider changes to how government technology is developed and purchased. A new Digital Commercial Centre of Excellence will help public sector organisations, including local councils, negotiate better contracts for technology solutions.

This could save millions of pounds by pooling resources and providing opportunities for smaller UK tech companies to get involved, driving economic growth.

Data sharing

The government will introduce new rules requiring public sector organisations to publish their application programming interfaces (APIs), making it easier for agencies to exchange data securely.

This will help break down silos between departments and improve services like healthcare, where patients often have to navigate multiple agencies to get the care they need. The government will also create a Technical Design Council to address the toughest challenges in using technology across public services.

The government is also planning to create a new “Government Chief Digital Officer” position, responsible for overseeing digital transformation across all public services. This is part of a wider effort to boost digital skills within the civil service, ensuring that staff are equipped to handle future technological demands.

With these changes, the UK government hopes to save up to £45 billion in productivity gains each year, making public services faster, fairer, and more accessible. By focusing on AI and digital tools, the government aims to improve the quality of life for citizens while driving growth and innovation across the public sector.

In the coming months, the government will roll out additional AI-driven solutions and continue to explore new ways to leverage technology to meet the challenges of the 21st century.

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