Decision details

1.

Title of Item/Report

AI Strategic Approach

2.

Record of the Decision

Consideration was given to a report AI Strategic Approach.

The Council was embarking on the development of an updated Digital Strategy, designed to harness technology and innovation to improve services, efficiency, and public engagement across the council. This would be scheduled for presentation to Cabinet at a forthcoming meeting.

Recognising that artificial intelligence was a rapidly emerging and evolving area of work, the AI Strategic Approach had been developed to promote the safe, appropriate, and responsible use of these technologies. It aligns AI initiatives with the Council’s broader transformation agenda, supporting the Powering Our Future Programme and helping to maximise resources to deliver better services for our communities.

The report provided Cabinet with an overview of the Council’s strategic approach to Artificial Intelligence (AI). It outlined the vision, objectives, and key initiatives that would guide the responsible and ethical implementation of AI across services. The strategic approach aimed to enhance service delivery, improve operational efficiency, and support data-driven decision-making while upholding transparency, inclusivity, and environmental sustainability.

The AI Strategic Approach set out a vision for Stockton-on-Tees Borough Council to become an AI-enabled organisation, empowering staff and improving services through ethical and sustainable AI use.

Strategic objectives included:

•           Enhancing service delivery through automation and personalisation,

•           Improving operational efficiency and achieving cost savings.

•           Supporting data-driven decision-making with robust governance.

•           Promoting ethical, transparent, and inclusive AI practices.

•           Developing staff skills and fostering a culture of innovation.

Key initiatives included:

•           AI-powered customer service (e.g. chatbots, voice recognition).

•           Intelligent Process Automation (IPA) for back-office functions.

•           Predictive analytics for service demand and risk management.

•           AI tools for compliance, decision support, and staff empowerment.

Implementation would follow a phased roadmap: Discovery, Pilots, Scaling and Integration, and Continuous Improvement. Projects would be governed and reported through the Powering Our Futures Programme, Technical aspects managed through Digital Service Group (DSG), ensuring strategic council-wide oversight of AI developments.

The AI Strategic Approach was fully aligned with the Council’s Powering Our Future Programme. Its primary driver was to ensure the best use of resources to deliver improved, efficient, and responsive services to communities.

The strategic approach had been developed in collaboration with the Digital Services Group (DSG), Corporate Management Team, and key service leads. Staff and stakeholder engagement would continue through pilot projects and targeted training programmes, ensuring ongoing involvement at every stage.

The next steps included identifying pilot projects that aligned with the objectives set out in the strategic approach and launching these pilots within identified service areas. Alongside this, the establishment of the AI Ethics Group and a governance framework would ensure responsible oversight. Aligned with the Colleagues Mission, the Council would support staff ensuring the workforce was equipped with the skills needed for the future. This included upskilling staff to work confidently with new technologies and adapt to changing ways of working, fostering a deeper understanding of the technology’s uses and implications. Alongside this, as part of the council’s wider transformation agenda, staff will work with communities ensuring that the benefits of AI were inclusive and contribute to reducing digital inequality.

The strategic approach would be reviewed annually, with updates presented to Cabinet as required, ensuring that the council’s AI initiatives remain aligned with broader objectives and adapt to emerging needs.

RESOLVED that the report be noted.

3.

Reasons for the Decision

Report for noting only.

4.

Alternative Options Considered and Rejected

None

5.

Declared (Cabinet Member) Conflicts of Interest

None

6.

Details of any Dispensations

None

7.

Date and Time by which Call In must be executed

N/A