Technology is rapidly and irreversibly changing how public services are delivered and the pace of this change is remarkable.
This year alone, the UK government has launched several major tech-driven initiatives to transform public services. These include the AI Opportunities Action Plan to embed AI across departments, DWP’s “Job Centre in people’s pockets” (rolling out by 2027), and a new online hospital offering millions of virtual NHS appointments. Together, these signal a decisive shift toward more accessible, digital-first public service delivery.
Last month, I attended DigiGov Expo 25, a two-day event, bringing together businesses, government departments, and expert partners to explore how emerging technologies are reshaping public service delivery. Three themes stood out from the conference: the enduring importance of people in tech-enabled services, the need to build and sustain trust in new technologies, and the challenge of designing future services that are both effective and inclusive.
People
While there is broad consensus on the growing demand for tech-enabled services, particularly among younger generations who increasingly prefer digital interactions, people continue to play a critical role in public service delivery. At the conference across multiple panel sessions, speakers emphasised that technology should enhance, not replace, human interaction. Digital tools can streamline processes and enable self-service, but their true value lies in helping citizens access the right support at the right time.
One example shared by the Government Digital Service was the introduction of Gov.UK chat, an AI pilot within government services. Designed to simplify how users find information, it aims to reduce the estimated 2.5 weeks people spend engaging with government services each year. Crucially, it also ensures users are handed off to a human agent when needed, striking a balance between efficiency and empathy.
At Maximus, we’re already adapting our services to meet this need. We’re strengthening our ability to triage support so that individuals with more complex needs receive tailored assistance, while those who prefer to self-serve can do so more efficiently. Our AI pilot in Nottingham is enhancing jobseeker support by helping users navigate services more effectively, while ensuring that human interaction remains a core part of the experience.
Trust
Within my role, conversations around AI and AI usage often turn to the question of trust. This was no different at the conference, where several sessions highlighted the knowledge trust gap that AI faces. A KMWorld Survey: State of AI 2025 suggested that 61% of AI-generated answers were found to be incorrect, underscoring the scale of the challenge and the need to use AI appropriately.
This concern surfaced repeatedly throughout the conference, not as a barrier to progress, but as a catalyst for action. It underscored the urgent need for strong ethical guardrails in AI development and deployment to prevent bias and ensure reliable outcomes. At Maximus, we’ve responded by creating a dedicated AI framework that helps us proactively assess and mitigate risks before implementation, ensuring that the benefits of AI, both for our colleagues and the citizens we serve, are realised responsibly and equitably.
In AI systems we control, we actively monitor for bias and work to reduce it. Techniques include fairness constraints, data resampling, adversarial debiasing, and specialised toolkits to identify and mitigate risk. For third-party models not developed by Maximus, such as large language models (LLMs) with inherent biases, we conduct fairness and harm assessments before deployment and throughout their lifecycle. Our colleagues also receive guidance on how to use AI responsibly as part of an ongoing education process to support accurate and ethical use.
Despite concerns around AI trustworthiness, momentum is growing. Around 90% of public sector organisations plan to explore, pilot, or implement Agentic AI in the next two to three years, a clear sign of shifting priorities. Technology is widely seen as a key driver of better public services. In a 2020 survey, 87% of respondents said positive digital experiences increased trust in government, while 81% said poor ones reduced it. The message is clear: improving service delivery through AI and digital tools can directly boost public satisfaction with services, something we’ve already seen in our work.
Service Delivery
A third, final and central theme was the impact of emerging technologies on how we design public services. Integrating AI effectively requires more than just plugging it into existing systems, it demands a fundamental rethink of how services are structured. This sentiment was echoed throughout the conference, where there was broad agreement on the need to redesign processes and cleanse data before introducing automation and AI.
In our sectors this needs to span the entire procurement and service delivery lifecycle, from policy development through to service design, market engagement, commissioning and ongoing contract management. We risk using legacy systems and processes in a world that has moved on, missing vital opportunities to improve efficiency and user experience.
Getting the data and knowledge architecture right is essential. Without it, AI risks falling short of its potential to support service delivery. But just as important is the human dimension. Personalisation, empathy, and responsiveness must remain central to how services are designed.
Reflections
DigiGov Expo 25 was a valuable opportunity to reflect on how we can continue modernising and transforming public services. The pace of change is accelerating, and it’s clear that technology is becoming an essential tool in delivering better outcomes for citizens.
At Maximus, we’ve been at the forefront of service transformation for national and devolved governments for over a decade. By trialling and integrating AI tools across our operations, we’re helping reshape public services for the future. This hands-on approach enables us to build a robust evidence base that informs smarter service design, ensuring continuous improvement that reflects the evolving needs and expectations of the people we serve.
