The Cyber, Digital and Technology team successfully ran and supported a series of sessions and stands over the week, with topics such as: The future is local: A pathway to 2040, Leading in the age of AI: Decisions, risk and opportunity for new council leaders and From neighbourhoods to nations: Co-designing trust in digital futures.
In July, leaders from across local government gathered in Bournemouth for the LGA Annual Conference. Across the event, the LGA's Cyber, Digital and Technology (CDT) team hosted a range of panels and discussions showcasing key challenges, opportunities and examples of best practice from across the sector.
One of these sessions, from neighbourhoods to nations: Co-designing trust in digital futures, explored a question that is becoming increasingly important as councils adopt AI, data-driven services and digital technologies: how do we build and maintain public trust in an increasingly digital world?
Chaired by Cllr Caroline Leaver, Deputy Chair of the Public Service Reform and Innovation Committee, the panel brought together Phil Swan from the Government Digital Service (GDS), Patrick Melia, Chief Executive of Sunderland City Council, Jeni Tennison, Founder and Executive Director of Connected by Data, and Katie Heard from Good Things Foundation.
While the discussion ranged from AI governance and data use to digital inclusion and smart cities, one message came through consistently: trust is not something technology creates on its own. It is built through transparency, participation, accountability and delivering outcomes that people can see and experience in their everyday lives.
Start with people, not technology
Opening the session, Phil Swan reflected on evidence around public trust and the ambitions set out in the Government's Blueprint for Modern Digital Government.
His message was that there is no shortage of innovation across local government. Councils already have access to a wealth of evidence, learning and examples of good practice. The challenge is often less about finding new ideas and more about applying what is already known and scaling approaches that work.
A recurring theme throughout the discussion was that technology should never be viewed as an end in itself. As Phil put it, digitising a poor service does not automatically make it a better service. Organisations should start by understanding people's needs and then consider how technology can help deliver better outcomes.
He also highlighted the increasing collaboration between organisations such as the LGA, MHCLG and GDS, and the opportunity for the sector to build on existing work rather than continually reinventing the wheel.
Trust versus trustworthiness
Jeni Tennison explored what trust actually means in practice and why it is often confused with trustworthiness.
Research continues to show that levels of trust in institutions remain uneven, while concerns about how personal data is used continue to shape public attitudes towards digital services. These concerns can influence behaviour, with some people reluctant to share information or engage fully with services if they are uncertain about how their data will be used.
A key distinction Jeni highlighted was that an organisation can be trustworthy without necessarily being trusted. Strong governance, accountability and responsible data practices are essential, but they do not automatically create public confidence.
Building trustworthy systems is only part of the challenge. Organisations also need to demonstrate that trustworthiness in ways that people understand and relate to.
Jeni also argued that a degree of scepticism is healthy. Public challenge and scrutiny should not be seen as barriers to innovation but as mechanisms that can improve decision-making and strengthen accountability.
Why trust breaks down
The discussion also explored some of the reasons trust can be damaged.
A common thread was that trust often breaks down when people feel decisions are being made without them, when there is little transparency about how data or technology is being used, or when individuals feel they have little control over outcomes that affect them.
Several recurring themes emerged:
- lack of transparency.
- uncertainty about how decisions are made.
- concerns about personal data and privacy.
- technologies being introduced without meaningful community involvement.
- Llmited opportunities to challenge or influence decisions.
Speakers noted that trust is usually built gradually through repeated positive interactions but can be lost very quickly when people feel excluded from decision-making processes.
Engagement matters
A strong theme throughout the panel was that trust cannot simply be achieved through communications activity.
Instead, trust is more likely to be built through meaningful engagement, participation and co-design. Jeni highlighted examples of deliberative approaches that bring citizens into discussions about emerging technologies and their use in public services.
These approaches were seen as valuable not only for gathering insight but also for creating legitimacy and helping people feel they have a genuine stake in how technology is developed and deployed.
The role of trusted intermediaries was also discussed. Civil society organisations, academics and independent experts can all provide challenge, scrutiny and reassurance, helping build confidence where public concerns exist.
Sunderland: trust through inclusion and visible benefits
One of the strongest examples discussed came from Patrick Melia, who shared Sunderland's experience of building trust through digital inclusion, connectivity and its wider smart city programme.
Patrick's central argument was that trust and inclusion are inseparable. If people cannot access digital services, afford connectivity or feel confident using technology, it becomes much harder to build trust in wider digital transformation efforts.
While Sunderland has invested heavily in digital infrastructure, Patrick stressed that the goal is not technology itself. The focus is on improving lives, strengthening communities and ensuring no one is left behind.
Sunderland's progress provides a strong example of what this looks like in practice. More than 300,000 residents now access the city's free public Wi-Fi network, while full-fibre coverage has increased from just 0.2 per cent of properties in 2019 to more than 86 per cent today. Alongside this, a network of 37 Digital Health Hubs supports residents through access to devices, connectivity and one-to-one support.
However, Patrick emphasised that infrastructure is only one part of the story.
At the heart of Sunderland's approach is helping people build confidence and skills in ways that are relevant to their everyday lives. The Digital Health Hubs support residents to access public services online, build digital skills and connect with local support networks. They also provide practical help through volunteer "Tech Mates" and targeted digital inclusion programmes.
Patrick shared several examples of the impact this work is having. One care leaver was supported to access Universal Credit, understand housing options and take steps towards independent living. Another programme helped young adults with learning disabilities gain digital qualifications while improving confidence, communication and independence.
A particularly memorable example was a community knitting group. Rather than teaching digital skills in a classroom setting, participants were encouraged to use digital tools to access knitting patterns, tutorials and online resources linked to a hobby they already enjoyed. The example illustrated a wider point: people often build confidence with technology when it is introduced through activities that matter to them, rather than through technology-focused interventions.
The results have been significant. Sunderland has reduced digital exclusion from around one in three residents to one in four, while technology-enabled care now supports more than 7,000 homes. Digital tools and data are also being used to improve community safety, health outcomes and public services across the city.
Partnership working has been central to Sunderland's approach, bringing together the council, community organisations and private-sector partners to extend connectivity and ensure investment translates into meaningful benefits for residents.
Patrick's message was clear: trust grows when people experience technology making a difference to their lives. Residents are far more likely to engage with digital services when they can see tangible benefits for themselves and their communities.
Digital inclusion as the foundation
Katie Heard reinforced many of these themes through the lens of digital inclusion.
She highlighted evidence showing that people who have experienced exclusion, scams or difficulties accessing services online are often less likely to engage confidently with digital services in future.
Digital exclusion was described as a complex and highly local challenge, requiring place-based solutions that respond to the needs of different communities. Understanding who is excluded, identifying barriers and measuring progress were all highlighted as important elements of successful digital inclusion strategies.
Katie also noted that expectations of digital services continue to rise. Citizens increasingly compare public services with the best digital experiences they encounter elsewhere, making simplicity, accessibility and ease of use important contributors to trust.
AI, innovation and collaboration
The audience discussion focused on the opportunities and challenges presented by AI and wider digital transformation.
A recurring theme was that technology should only be adopted where it delivers genuine value. Good services should come first, with AI and digital tools helping improve outcomes rather than becoming objectives in their own right.
While participants recognised AI's potential to improve access to services and reduce friction for users, there was broad agreement that technology alone does not create trust. Public confidence continues to depend on transparency, accountability, governance and the quality of services being provided.
The discussion also reflected the reality facing many councils, where financial pressures and growing demand are accelerating interest in AI-enabled solutions. This makes it even more important to balance innovation with appropriate safeguards.
Collaboration emerged as another key theme. Participants highlighted the value of sharing learning, skills and experience across local government, alongside developing common standards and approaches that can be tested, adapted and scaled across the sector.
Key takeaway
The discussion ended with a clear message: trust cannot be treated as an afterthought. It is a prerequisite for successful digital transformation.
Whether the conversation was about AI, data use, smart cities or digital inclusion, speakers repeatedly returned to the same principles: start with people, involve communities early, be transparent about how technology is being used, and focus on delivering visible public value.
Technology will continue to evolve rapidly, but the foundations of trust remain remarkably consistent. Successful digital transformation depends not only on the technologies councils adopt, but on whether residents feel informed, included and confident that those technologies are working in their interests.
Session description
Local government has been experimenting with AI for several years and adoption is now widespread across the sector. Most councils in England are using AI in some form, whether through pilots, proofs of concept or operational deployments.
The session focused on:
- real-world examples of AI adoption from councils at different stages of maturity.
- practical use cases across areas such as personal productivity, social care, planning and highways.
- how councils are moving from experimentation to scaling AI solutions.
- lessons learned from implementation and the value AI is delivering in practice.
- the growing maturity of AI adoption across local government.
Key takeaways:
Focus on the "why" and be deliberate with AI deployment. Councils already manage hundreds of systems, adding hundreds of fragmented AI applications won't solve anything. Instead, we need targeted use cases and, crucially, systems that are interoperable.
Robust ethics and governance are vital for safe, responsible AI adoption that aligns with council goals and engages senior leadership. But it is a delicate balance: we cannot allow bureaucracy to tie us in knots. We must remain agile and adaptive to truly drive change.
Individuals involved
Chair
Kat Sexton, Deputy Director of Local AI, MHCLG
Contributors / speakers
Paul Ward, Coventry City Council
Anthony Webster, North Somerset Council
Chris Wales (Brighton & Hove City Council)
Session description
Artificial intelligence is increasingly influencing how councils design and deliver services, from improving customer access and streamlining processes to supporting frontline decision-making. For council leaders, the question is no longer whether AI will play a role, but how it should be shaped and governed.
The session explored:
- where AI presents genuine opportunities to improve outcomes and support financial resilience
- how political judgement, accountability and public trust should guide AI adoption
- the strategic choices leaders face around ambition, risk appetite and governance
- what elected members need to understand about AI, including workforce readiness, data quality, procurement considerations and organisational maturity
- the longer-term impact AI could have on local government services.
Key takeaways
- Instant cash savings are difficult to find. The real win is unlocking hidden capacity in silos and gaining deeper insights into resident needs.
- Councils are piloting in isolation, leading to massive duplication. Local government can’t solve this alone; we need government-led, sector-wide collaboration.
- We’ve historically "cheaped out" on data infrastructure. Without solid foundations, interoperability, and scale, AI can stall. Data is core infrastructure and fundamental in every service councils deliver
- Costs are rising exponentially with newer models, cyber risks are increasing, and councils are now facing a surge of AI-generated citizen complaints. These aspects are essential to consider for future planning.
Individuals involved
Chair
Cllr Elizabeth Campbell, Leader, Royal Borough of Kensington and Chelsea
Speakers
Jason Kitcat, Director of Digital, Data and Technology, Department for Business and Trade
Theo Blackwell MBE, Chief Digital Officer for London, Greater London Authority