AI in Local Authorities: Transformative Leadership, Community Engagement, and the Human Touch

AI adoption in local councils is becoming an increasingly significant topic as authorities look to innovate and enhance their service delivery. At Tile Hill’s recent webinar, Leading the Future: Transformative Leadership in AI Adoption for Local Councils, a panel of experts explored how councils can embrace the opportunities AI offers while navigating its challenges. The panel included David Robinson, Service Director for Customer, Information & Digital Services at Barnsley Metropolitan Borough Council; Rob Gregory, Assistant Director Digital Transformation and Intelligence at Wigan Council; Maggie Kufeldt, Executive Director of Adult Social Care at Suffolk County Council; and Laura Murphy, Senior Consultant in IT, Digital and Transformation at Tile Hill, who facilitated the discussion. Together, they shared their unique insights and practical experiences, offering a valuable glimpse into the current and future state of AI in local government.

The conversation began by addressing the balance between AI and human judgement. 

David explained that while AI can streamline administrative tasks and enhance efficiency, it should be seen as a tool to support—not replace—human decision-making. He described Barnsley’s approach to integrating AI, which includes the establishment of an ethics board to manage its implementation and ensure that human oversight remains central. For Robinson, maintaining clarity around AI’s role as an assistant rather than a replacement has been critical to building trust within the organisation. Maggie added that in adult social care, human connection and empathy are irreplaceable. She highlighted how tools like transcription services and remote monitoring can alleviate administrative burdens while allowing care professionals to focus on the personal relationships that underpin effective service delivery. For both panellists, the message was clear: while AI can enhance processes, it must always complement the human element rather than attempt to replicate it.

Training and upskilling staff emerged as a key theme throughout the discussion. Rob shared how Wigan Council has implemented a Digital Champions Programme to empower employees across service areas to experiment with AI tools. The program has been instrumental in generating excitement around digital transformation and building the skills needed to integrate AI effectively. For Rob, engagement and enthusiasm are crucial. Encouraging teams to think differently and embrace change is more important than simply introducing technology. He explained that Wigan’s journey began with small steps, such as using AI to create a summarisation tool to help alleviate routine workloads. By starting with manageable initiatives, they were able to build momentum and demonstrate the value of AI in addressing specific challenges. Laura has noticed a trend that clients are placing a premium on candidates who demonstrate a growth mindset and proactive approach to professional development.

David echoed this sentiment, stressing the need for leaders to champion innovation within their organisations. Leaders must not only understand the potential of AI but also inspire their teams to explore how it can be applied effectively. Robinson emphasised that recruitment in this space should prioritise creativity and digital alignment over technical expertise alone. The ability to think critically about how AI can solve problems and improve processes is just as important as technical proficiency. He also pointed out that AI adoption isn’t just about transforming IT departments—it’s about creating a culture where every team member, from frontline staff to senior leaders, feels empowered to embrace the technology. Laura voiced her view that AI implementation requires a strategic vision that aligns technological advancements with community needs, which has been evident with local governments now seeking leaders who possess not only the technical expertise but also exceptional change management skills. Applicants need to have the ability to lead the teams through transformation, foster a culture of innovation, and communicate the benefits of AI to stakeholders. Recruitment strategies are evolving to prioritise candidates who have demonstrated success in leading organisational change and can effectively articulate a vision for the future. At Tile Hill we have also seen more evidence of recruiting cross-sector, be it housing, central government, or health.

Community engagement was another focal point of the discussion. Both David and Rob acknowledged the public’s reluctance to embrace AI and the challenge of tackling digital exclusion. Rob described how Wigan is working closely with residents to build trust and demonstrate the tangible benefits of AI. This involves actively engaging with communities to understand their needs and concerns, ensuring that AI initiatives are designed with inclusivity in mind. For Gregory, the success of any AI project relies on capturing the “hearts and minds” of both employees and the public.

Maggie emphasised the importance of co-production, involving communities in shaping AI initiatives to ensure they meet real needs and reflect lived experiences. She highlighted how AI can enhance connections with people and complement existing services in ways that weren’t previously possible. In adult social care, for example, AI tools like Magic Notes can help make sense of conversations between care workers and service users, providing valuable insights that inform care delivery. However, Kufeldt cautioned against viewing AI as a solution that can replace human expertise. “AI helps us connect with people in ways other services don’t, but trust and empathy must stay at the heart of care delivery,” she said. Laura added to this, saying she has seen an increased requirement for candidates who have a track record of successful collaboration with external organizations. Leaders who can effectively manage these partnerships will be crucial in driving AI initiatives that meet the needs of their communities.

Looking to the future, the panel shared their perspectives on the evolving role of AI in local councils. Robinson expressed optimism about AI’s potential to drive earlier interventions, save costs, and improve decision-making through better use of data. However, he reminded attendees that the journey is still in its early stages, with much more to discover. “This is the tip of the iceberg—there’s so much more transformative potential to come,” he said. Kufeldt highlighted that while AI can help offset rising care costs, it is unlikely to reduce workforce needs due to increasing demand for services. Instead, it provides an opportunity to improve efficiency and deliver a higher standard of care. Gregory reflected on the uncertainty surrounding AI’s development but urged councils to embrace experimentation and learn as they go. For him, the process is as much about asking the right questions as it is about finding answers. Laura Murphy talked about how the recruitment landscape in local government has recently seen a surge to seek candidates with data expertise. The recruitment of data professionals has become a critical focus. The trend in recruitment in this area reflects the increasing importance of data literacy, governance, and collaboration in driving successful AI initiatives. By prioritising these elements, local councils can build the capacity needed to leverage data effectively, ensuring that AI serves as a powerful tool for enhancing local communities. Laura also believes that the future of local government depends on data-driven leadership capable of navigating a more informed, responsive, and equitable governance framework.

The role of leadership in this journey was a recurring theme throughout the discussion. Robinson and Kufeldt both emphasised the importance of leading by example, staying curious, and fostering a culture of learning. Leaders must remain adaptable, ensuring their own skills are up to date while encouraging their teams to explore new technologies and ways of working. Kufeldt warned that leaders who fail to evolve risk being left behind as technology moves forward without them. “You need to keep your own skills up to date and foster a learning environment. Otherwise, technology will not move forward without you,” she said. Robinson added that enthusiasm and curiosity are just as important as technical skills. “It’s about being curious, asking the right questions, and encouraging your teams to experiment.”

The webinar concluded with a clear message: AI adoption is a journey, not a destination. For local councils, the path forward involves starting small, engaging communities, investing in skills, and leading with curiosity and enthusiasm. AI offers an unprecedented opportunity to enhance services, improve outcomes, and address complex challenges—but its success depends on thoughtful implementation and a commitment to keeping people at the heart of the process. The possibilities are exciting, and while the journey may be uncertain, the future of AI in local government looks bright.