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Tag: Local Government

Councils turn to AI as financial pressure mounts

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Local government is entering yet another difficult financial year, and technology is being asked to carry a growing share of the load. According to research from the BBC Shared Data Unit, almost every UK local authority plans to reduce services this financial year. The 218 upper-tier councils have set out £3.2bn of cuts, covering everything from less frequent bin collections to closed heritage attractions and withdrawn bus routes. Even if those savings are made in full, councils expect to make further cuts of £3.8 billion by the end of 2027/28 to balance their books.

Against that backdrop, budget-saving AI projects are being pushed forward. Medway Council is already using AI to support the production of Education, Health and Care Plans and to process invoices. West Northamptonshire and North Northamptonshire have both looked to AI-assisted analysis as part of closing a combined funding gap, with reported savings opportunities running to almost £50 million. Solihull Council has appointed a partner to run the first phase of an AI transformation discovery programme.

Central government is now beginning to fund a number of such ventures. On 15 September, 14 English councils currently receiving Exceptional Financial Support were allocated a share of £91m, split as £41m in 2026/27 and £50m in 2027/28, to redesign high-cost services and adopt AI. The named areas are the ones that dominate council budgets: adult social care, children’s services, temporary accommodation and special education and needs (SEND) provision. Redbridge is deploying AI-enabled home technology that detects risks such as falls so that residents can live independently for longer, while Trafford is investing in a single integrated platform to improve team collaboration.

The sense of urgency makes caution more important, not less. AI is not an instant solution for a system under severe strain, and there are legitimate ethical questions about using automated tools to help assess the level of care that vulnerable people need. The Local Government Association has estimated that councils would need around 25% more funding within three years simply to maintain current services, which puts the scale of any technology-driven saving into perspective.

What this means for our partners

The opportunity is real, but the bar is higher than it was two years ago. Councils under exceptional financial support are not buying experiments. They are buying measurable reductions in the cost of delivering a specific service, usually within a single budget cycle, and they need to be able to show their auditors and their residents how the saving was made.

For suppliers with genuine local government experience, this is a moment to sell outcomes rather than product. The councils receiving this funding have been asked to establish approaches that can be replicated across the wider sector, which means well-documented, transferable work has a value well beyond the original contract.

At Bramble Hub, we work with suppliers delivering exactly this kind of service redesign, and our role as prime supplier is to make the commercial route straightforward so our partners can concentrate on delivery.

C3’s AI-based payment-by-voice system

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Advances in AI are changing how voice can be used in payment journeys, especially in the contact centre. Our partner C3 – short for Computer & Communications Co. Limited – is using that progress to make telephone payments easier for customers, while also improving security and providing full PCI compliance. We spoke to C3 director John Wood to learn more about the company’s payment solutions.

For many organisations, phone payments still create unnecessary friction. Customers may have to read out long card numbers, repeat information, or switch awkwardly between speaking to an agent and using a keypad. At the same time, organisations need to make sure payment handling is secure and compliant.

C3’s Payment By Voice capability is designed to remove that friction. Using an AI-driven voice recognition platform, it allows customers to provide payment details naturally over the phone, with information captured in real time for both assisted and automated services.

In an assisted payment journey, the agent can move the call into a secure voice capture mode while staying in control of the conversation. The customer simply speaks their card details, and the system captures the information directly, without the agent hearing the sensitive data. The agent can still see a live transcript, which helps the conversation continue smoothly.

The same principle applies in automated payment services. Instead of working through rigid menus and manually entering strings of numbers, callers can simply say their account or reference number, date of birth, postcode and card details. That makes the process feel more conversational and less stressful.

John says that this matters because it reduces effort for callers while lowering retries, errors and dropouts. He also emphasises that PCI compliance is often a deciding factor in payment projects, especially where live agents are still taking payments.

C3 positions voice as an enhancement rather than a replacement. Traditional keypad entry remains available for callers who are in a noisy environment, have privacy concerns, or simply prefer that option. That flexibility helps organisations improve the user experience without compromising security or accessibility.

As John points out, payments are not a marginal process. They are an essential part of service delivery, and making them easier and more secure can help organisations improve both revenue collection and customer satisfaction.

For councils, housing associations and other organisations handling high volumes of inbound payments, that creates a strong case for modernising the telephony experience. C3’s voice payment capability shows how AI can be used in a practical way, not as a gimmick, but as a tool to make payment journeys smoother, safer and easier to complete.

From potholes to social care: how AI and big data are revolutionising UK local government

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For the average citizen, the concept of government is rarely defined by debates in Westminster. Instead, it is defined by the daily reality of their local environment: Is the recycling collected on time? Are the roads free of potholes? Can I easily apply for a parking permit? Is my elderly parent receiving the care they need?

Local authorities are the engine room of the UK public sector. They deliver the services that people use day in and day out. Consequently, the most regular interactions with government are through their local council. In an era of instant gratification and seamless digital consumer experiences, public expectations for these services are rightly high.

However, the reality for many councils is a struggle against friction: they are often tied to legacy infrastructure that cannot keep pace with modern demands. Despite these limitations, a quiet revolution is taking place. Across the UK, forward-thinking councils are demonstrating the immense power of digital innovation, leveraging Big Data and Artificial Intelligence (AI) to deliver better outcomes for residents.

From predictive analytics preventing homelessness to robots repairing roads, the sector is moving from a reactive stance to a proactive one, potentially unlocking billions in productivity gains.

The move from reaction to prevention in infrastructure

One of the most visible applications of AI in the public sector is in the management of physical infrastructure. Traditionally, council maintenance has been reactive, waiting for a resident to report a problem before fixing it. New technologies are flipping this model on its head.

In Hertfordshire, the County Council is pioneering a futuristic approach to a centuries-old problem: road maintenance. Collaborating with the University of Liverpool, they have developed an autonomous robot capable of identifying and repairing road damage before potholes even form. By using AI to analyse road surface data, the robot creates a preventative maintenance cycle that saves money on costly major repairs and saves drivers from the frustration of damaged vehicles.

Similarly, in London, the challenge of fly-tipping and street cleanliness is being tackled with machine learning. Westminster City Council has deployed the ReportIT service, which allows residents to snap a photo of street issues. The system quickly identifies fly-tipping and other hazards from the images, categorising the job and dispatching crews. This significantly reduces the administrative burden on staff and ensures that streets stay cleaner. This, in turn, can produce further benefits for civic pride and public safety.

Meanwhile, Northumberland County Council is using data to battle the elements. Their Flood AI system provides early flood warnings by analysing complex environmental data sets. At a time of deep concern over climate instability, this use of big data doesn’t just save money; it protects property and lives by giving residents and emergency services more time to prepare.

Transforming social care and vulnerable support

While infrastructure improvements are highly visible, the most profound impact of Big Data and AI lies in social care and the protection of vulnerable residents. This area consumes the vast majority of local authority budgets, and it is here that efficiency gains can have the most human impact.

North Yorkshire Council provides a compelling roadmap for the sector. They are utilising AI to assist social care workers in managing the deluge of case notes, forms, and assessments required in their daily work. By summarising and organising this data, AI frees up social workers to do what they entered the profession to do: spend time with families and children. This is a beneficial efficiency in a sector facing chronic staffing shortages; technology is not replacing the human element, but rather removing the administrative barriers that are a drain on staff.

Data is also being used to safeguard physical health within the home. In a scaled deployment across a number of London boroughs, sensors have been installed in social housing to monitor environmental conditions. These Internet of Things (IoT) devices feed data back to councils, allowing them to identify conditions conducive to damp and mould before they pose a health risk to tenants. This proactive approach – driven by the tragic necessity to improve housing standards – ensures that swift action can be taken, protecting both the asset and the health of the resident.

The power of predictive analytics

Perhaps the most transformative application of Big Data is the ability to predict crises before they happen. The collaboration between Maidstone Borough Council and Kent County Council serves as a gold standard for this approach. By developing a platform that analyses various data points, they can predict the risk of homelessness months in advance.

This insight allows the councils to intervene early with support and guidance, preventing the catastrophic loss of housing. The results speak for themselves: the initiative has contributed to reductions in homelessness of up to 40%.

Accessibility is another frontier being conquered by AI. Swindon Borough Council is using generative AI to make complex government documents accessible for people with learning disabilities. Their Simply Readable solution converts dense official text into an easy-read format, helping people that might be excluded by language or literacy issues.

The £45 billion opportunity

These examples do not yet represent the norm in local government. However, they represent ideas that are ready to evolve and be spread to every region in the UK.

The economic case for scaling these technologies is undeniable. The government’s State of Digital Government Review identified a staggering £45 billion per year of unrealised productivity benefits across the public sector. A substantial portion of this potential sits within local government.

By harnessing the power of data, UK councils are proving that they can do more than just keep the lights on; they can build a smarter, safer, and more empathetic public service for everyone. These technologies are no longer a futuristic concept – they are here, working, and ready to scale.

GDS Local sets out to fix tech procurement in local government

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A new government unit, GDS Local, has been launched by the Government Digital Service to address long-standing problems in local authority procurement of digital services. Ministers present it as a way to end the “ball and chain” of restrictive IT contracts and to close the digital maturity gap between central and local government. Supporters welcome the prospect of greater leverage and shared tools for councils, while early reactions also highlight questions around funding, local autonomy, and the possibility of yet another central initiative failing to shift deeply entrenched cultural issues.

Local government’s procurement problem

For years, many councils have depended on long, monolithic contracts with a handful of dominant suppliers, particularly in areas such as revenues and benefits, housing, social care and CRM. These contracts often run for seven years or longer, and tend to bundle multiple functions into a single proprietary platform. Once in place, they are costly and risky to change, even when the software becomes outdated or fails to integrate well with newer tools.

Commentary around the GDS Local launch reinforces how this model can swallow large portions of IT budgets, leave councils stuck with legacy systems, and slow innovation compared with modular, cloud-based approaches. Local digital leaders frequently point to cases where systems for housing or revenues become the de-facto “core” for everything from online forms to document management, meaning even small improvements require expensive vendor work or bespoke integrations rather than simply replacing a single component.

What GDS Local is and how it works

GDS Local is a new specialist team within the Government Digital Service, part of DSIT, which was launched in November. Its intention is to bring central and local government together around shared digital products, standards and procurement models. The team’s remit is built around three pillars:

  • opening up GDS products such as GOV.UK One Login and the GOV.UK app to councils
  • reforming how councils procure technology
  • building joined-up data capabilities through the Government Digital and Data Hub

The unit is expected to work directly with local authorities, the Ministry of Housing, Communities & Local Government and the Local Government Association to co-develop a strategic vision for local government technology. The ambition is to define a common “local government tech stack”, where core elements, such as identity, payments and case-management patterns, are shared and reused, with councils layering their own local variations on top.

Freeing local government procurement from “ball and chain” contracts

A major part of GDS Local’s mission is to challenge the pattern of long, restrictive single-supplier deals that lock councils into inflexible and expensive technology. Launch materials reference “ball and chain” contracts where councils pay premium prices for outdated systems and have little room to switch vendors or adopt modern cloud services.

In response, the unit aims to:

  • help councils shift to more competitive, flexible frameworks and multi-supplier models rather than all-in-one platforms
  • promote shared building blocks, such as One Login, common data models and reusable components, so councils aren’t repeatedly procuring the same functionality
  • use aggregated demand and standardised requirements to strengthen buying power and encourage new suppliers into a market dominated by a few incumbents

The Liverpool City Region Combined Authority, an early partner, is being highlighted as a proof-of-concept: central and local teams collaborating on shared digital patterns rather than each commissioning separate stacks.

Long-term goals and ambitions

The government frames GDS Local as part of a wider blueprint for a modern digital state. Long-term ambitions include ending the “postcode lottery” in digital service quality so that residents can expect equally modern, reliable online experiences regardless of where they live.

Ministers also want most people to access both national and local services through a single GOV.UK account and app, simplifying journeys such as applying for a driving licence, reporting a pothole, or managing council tax. The wider strategy emphasises productivity, suggesting that shared digital infrastructure and better data use across central and local government could unlock tens of billions of pounds in efficiency and service improvements. For suppliers, the direction points towards a market built on interoperable, standards-based products that plug into a common stack, rather than all-or-nothing suite deals.

Early reactions: optimism mixed with caution

Initial feedback from central and local government bodies has been broadly positive, with an emphasis on collaboration and the potential to accelerate transformation. The Local Government Association has welcomed the focus on local government tech, describing it as an opportunity to speed up change and support more accessible, efficient and locally tailored services. Industry groups such as techUK see it as a chance to open up the market and stimulate innovation.

However, sector press and practitioner networks also highlight concerns. These include:

  • whether councils will receive the funding and capacity needed to exit existing contracts
  • the risk that a centrally led model could dilute local autonomy or add complexity
  • whether ambitious plans for shared stacks and data hubs can survive political cycles and financial pressures

Some analysts point out that this isn’t the first attempt to fix local government IT procurement; GDS Local will ultimately be judged on whether it can produce tangible improvements to local government services.

West Lothian Council choose replacement EDRM System

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West Lothian Council choose replacement Electronic Document & Records Management System from Bramble Hub and Objective Corporation

Partner:  Objective Corporation UK

Background

West Lothian Council (WCL) provides services to its 163,000 residents in an area on the southern shore of the Firth of Forth, west of Edinburgh. It is regarded as one of the most dynamic and forward-thinking councils in Britain.

The Requirement

WCL had been one of the first councils to implement an Electronic Document & Records Management System (EDRM) in 2008, and needed to replace this with a more modern system that offers improved organizational efficiency. The Council issued a tender under the Crown Commercial Services RM1042 Framework: Corporate Software Solutions in June 2016.

Our Success

After an extensive assessment process, WCL selected Bramble Hub and Objective Corporation’s ERM in December 2016. The system is now being implemented and staff being trained to achieve the planned efficiency improvements.

Denbighshire County Council cut the costs of waste collection

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Denbighshire County Council cut the costs of waste collection with WM Design, an optimization platform from Bramble Hub and Webaspx

Partner: Webaspx

Background

Denbighshire County Council (DCC) provides services for the 94,000 residents in this North Wales county, an Area of Outstanding Natural Beauty.

The Requirement

DCC required a modern Waste Route Optimisation system to enable them to reduce costs and make the best use of their resources. They identified suitable software in the catalogue associated with Crown Commercial Service’s Local Authority Software Applications Framework RM1059 and placed an order in December 2016.

Our Success

DCC selected WM Design, an optimization platform from Bramble Hub and Webaspx. The contract included a 3 year software licence, 2 days on-site training and 60 hours of consultancy support.

Eastleigh Borough Council move to Cadcorp’s GIS System

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Eastleigh Borough Council move to an efficient, corporate-wide GIS system with Bramble Hub and Cadcorp’s GIS desktop and web products.

Partner:    Cadcorp

Background

Eastleigh Borough Council (EBC) in Hampshire, providing services to a local population of 126,000, had embarked upon modernizing their systems to making all processes and systems customer-centered and deliver a more joined up service across all work areas. 

The Requirement

As part of this upgrade, the Council needed to move to an efficient, corporate-wide GIS system and looked for this in Crown Commercial Service’s Local Authority Software Applications Framework catalogue.

Our Success

EBC selected Bramble Hub and Cadcorp’s GIS desktop and web products to deliver their requirements. This included Cadcorp SIS Desktop GIS for administrators and advanced GIS users and Web Map Layers for both users of the Corporate GIS (Intranet) and the Public Access (Internet) GIS.  The order was placed on 20th September 2016 and included training and implementation support.

Cleaning up at Rugby

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Partner:   Webaspx

Background

Rugby Borough Council (RBC) serves the 91,000 population of the town and surrounding rural areas.

Requirement

RBC needed to improve the efficiency of its waste collection services and looked on Crown Commercial Service’s Local Authority Software Application framework (RM1059) catalogue for a suitable route optimization solution.

Our Success

RBC selected the Round Design route optimization software and WM InCab modules from Bramble Hub and its partner Webaspx.  The call-off order, which included training, set-up and support for 5 years, extendable to 7 years, was issued on 18th August and the contract signed on 18th October.