The UK public sector is facing unprecedented pressure, with citizens experiencing ever-increasing wait times and backlogs for essential services. But a new report from think tank the Social Market Foundation suggests the strategic deployment of AI and automation could dramatically improve productivity and efficiency – if the government can overcome inherent challenges.
“The public is feeling the strain, with long wait times and platforms that simply aren’t working,” said Theo Bertram, director of the Social Market Foundation (pictured). “This was a key factor in the last election, with the public feeling that public services are not delivering.”
The report, In the blink of an eye: clearing the backlog in UK public services, was sponsored by ServiceNow, and launched at an event in London Wednesday with Minsiter for AI and Digital Government, Feryal Clark MP.
While there have been many studies published on the potential cost savings of AI in the public sector, Bertram and his team zeroed in on time savings and productivity improvements.
“Most researchers have looked at the money side – how much can be saved. But the numbers vary wildly, from £18 billion a year to £58 billion,” said Bertram. “We thought time was a much more straightforward metric to measure.”
The researchers examined real-world examples of AI and automation being used in public sector environments around the world, looking for tangible productivity gains. They then assessed how those solutions could be applied in the UK context, using government data to quantify the potential impact. One of the most striking findings relates to GP appointments.
“On average, we all spend nine minutes on the phone every year talking to GP receptionists,” said Bertram. “That adds up to more than 4,000 years of time spent on those calls.”
By automating 90 percent of such routine inquiries and bookings, the report estimates that up to 320 million patient contacts could be handled more efficiently.
“This doesn’t mean people won’t get to talk to their GP anymore,” said Bertram. “It’s about using AI to handle the simple stuff, so staff can focus on the more complex issues that really need that personal attention.”
Similar time savings were identified across other public services. The report found that interactions with HMRC and the Department for Work and Pensions (DWP) could collectively save 4,300 years, by deploying comparable automation technologies used in other countries.
“This isn’t about replacing all human interaction. It’s about using AI and automation to handle the repetitive, administrative tasks, so staff can focus on the more difficult problems,” said Bertram.
AI: a disconnect between central and local government?
There were some doubts cast, however, as to the viability of making any upfront investments in AI currently at a local level. A representative from one London authority suggested there is a gap between central government in terms of AI strategy and implementation, versus the reality on the ground for local authorities who are struggling with limited resources.
She pointed out that local authorities have an average budget shortfall of around £15 million, making it challenging to invest in new technologies like AI. That means while central government is pushing AI adoption, it is difficult at local level to prioritise these investments over more immediate needs like hiring more social workers – especially to risk-adverse members.
“There just seems to be a disconnect between what’s happening at central and what’s happening at the local level,” she said.
While not addressing the problems faced at a local level, the report acknowledges that the real challenge lies not in the technology itself, but in overcoming structural impediments within the public sector – which includes risk aversion, alongside difficulty scaling pilots, and institutional capacity or expertise.
“The private sector and the public sector are very different when it comes to risk,” said Bertram. “Companies can fail or go bankrupt, but the idea of failure is very different in the public sector. Most public sector workers are very nervous about taking risks.”
Moving away from a risk-averse mindset
To address this, the report puts forward several recommendations to accelerate the adoption of productivity-boosting technologies. One of the recommendations was the appointment of a “Head of Citizen Experience” role within the Cabinet Office.
“This person would be responsible for managing the delivery of services from a citizen perspective, helping to drive the adoption of AI and automation across departments,” said Bertram.
The report also calls for the establishment of a Data Academy to upskill public sector workers, as well as a more streamlined approach to funding and approving AI projects.
“At the moment, there’s a lot of business case work being done again and again, as if from scratch,” said Bertram. “Can’t we do more to ease that process, so departments don’t have to reinvent the wheel every time?”
Ultimately, Bertram believes the public sector needs to embrace a cultural shift, moving away from a risk-averse mindset and empowering staff to experiment with new technologies.
“We’re not advocating for something that’s distant or risky,” he said. “These are technologies that we know work in the public sector already, that we know have worked in other countries in comparable scenarios. Given the amount of time that could be saved, it’s a no-brainer.”
