Defra is committed to improving its productivity, including through artificial intelligence and effective use of data.

Central to this agenda will be delivering on our Digital and Data Transformation Strategy (2023-2030), which focuses on improving access to high quality data and digital services.

This year, we established our Chief Data Office, which aims to shape a consistent approach to data and information, common tooling and capability. Its 2030 ambitions will enable data sharing across Government, reduce duplication, and empower a more efficient workforce in Defra.

AI, particularly machine learning, is also being used to process large volumes of data quickly and accurately across the department. Our primary vehicle is the Data Analytics and Science Hub, an advanced analytics platform, which serves increasing demand to bring together complex data, derive insights, and improve decision-making and operational efficiency in a legal and ethical way.

We are also collaborating with the Central Digital and Data Office (CDDO) to trial generative AI products such as Microsoft 365 copilot, focused on improving the day-to-day productivity of staff.

We draw on a range of resources to inform our AI and data approach, for example, the Generative AI Framework, and have access to CDDO for expert advice.

The Cabinet Office is committed to improving its productivity, including through artificial intelligence (AI) and effective use of data.

The Cabinet Office Data Strategy promotes the use of high quality data and analytics to gain insights that drive decision making and operational effectiveness.

In parallel, we are growing the department’s AI capabilities through the design and application of a range of solutions, including Redbox which is a tool to help staff perform research, drafting and reviewing faster, reducing administrative burdens and improving response times for stakeholders. Other solutions are also in development (e.g. machine learning applications and generative AI) to automate and accelerate routine business operations and policy activity.

We draw on a range of resources, published on GOV.UK, to inform our AI and data usage. For example, the Generative AI Framework, the Data Maturity Assessment, the Ethics, Transparency and Accountability Framework, the Data Ethics Framework, and the Algorithmic Transparency Recording Standard.

The department also has access to the Central Digital & Data Office, based in the Department for Science, Innovation & Technology, for expert advice.

We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

HM Treasury (HMT) is committed to improving its productivity, including through artificial intelligence (AI) and the effective use of data.

HMT is implementing a multi-year Data and AI Strategy to make sure it adopts a modern data platform, upskills its people in good data management, and implements ethical and sustainable AI use. The department has established a dedicated Data Science Hub, which provides data and AI tools and a dedicated data management function.

HMT is undertaking this in partnership with broader cross-governmental networks and private sector collaborations, to identify potential opportunities for cooperation and to address security risks associated with technological advancements.

The Department for Science, Innovation and Technology (DSIT) is committed to improving its productivity, including through artificial intelligence and effective use of data.

1. For example, approximately 1,500 staff across DSIT and arms-length bodies are participating in the cross-government Microsoft 365 Copilot experiment led by CDDO. Staff are using Copilot to summarise policy papers and briefings, support initial document drafting, to extract insights from data, and retrieve information within the department or online.
2. We use data and analysis to inform decision making in the department, identify potential improvements, and ensure optimal allocation of funding/resources. We also make use of secure data platforms and reproducible analytical pipelines for data analysis, thus enabling faster, data-driven decisions.

We draw on a range of resources, published on GOV.UK, to inform our AI and data usage. For example, the Generative AI Framework, the Data Maturity Assessment, the Ethics, Transparency and Accountability Framework, the Data Ethics Framework, and the Algorithmic Transparency Recording Standard.

The department also has access to the Central Digital & Data Office for expert advice.

We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

The department is committed to improving its productivity, including through artificial intelligence (AI) and effective use of data.

For example, a Microsoft Azure Open AI sandbox environment has been enabled to limited groups of users within the department, allowing them to build and test AI models based on specific use cases in a safe and secure environment. This has allowed the department to safely and securely test 12 use cases ahead of a launch into production and wider rollout to our workforce. If testing goes well, newly-developed technologies are expected to be rolled out to staff from December 2024. We believe these will be amongst the first bespoke generative AI tools launched in government and will allow the department to deliver its services to the public at a faster pace and lower cost.

The department is also mid-way through the migration of its analysts to the new Analytical Data Access service, giving analysts and policy teams a single point of access to key departmental data. This data is fully governed, secure and discoverable using the latest cloud technology tools. This is significantly improving the speed and reliability of the department’s data to better inform holistic policy and funding considerations, and support scenario planning. It also provides a secure environment for utilising AI and large language models, where both lawful and ethical.

The department draws on a range of resources, published on GOV.UK, to inform its AI and data usage, for example, the Generative AI Framework and the Ethics, Transparency and Accountability Framework. We also work closely with the Office for National Statistics (ONS) to widen access to the data we are responsible for via the existing ONS Secure Research Service, and are also partnering with the ONS to support development and integration of department data into the new Integrated Data Service.

The department also has access to the Central Digital and Data Office, based in the Department for Science, Innovation and Technology, for expert advice. We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

MHCLG is committed to improving its productivity, including through artificial intelligence and effective use of data.

MHCLG’s Foundational AI Team is currently in the group testing phase of introducing a licensed version of Microsoft’s Copilot to staff. This initiative is designed to evaluate the outcome of integrating Copilot into our department’s workflow to evaluate its effectiveness in enhancing productivity and collaboration. Staff involved in this testing phase are participating in periodic surveys and evaluation meetings so we can measure both the impact to productivity and staff satisfaction with Copilot’s current capabilities. If the testing phase is a success, we will consider a wider deployment to the department that is supported by appropriate evidence and business cases.

The MHCLG’s Foundational AI Team is also exploring the in-house design and production of dedicated AI chatbot tools tailored to be used with specific sets of data and information that the department holds. These tools would be configured to use data from specific documents and datasets, making them highly responsive in individual areas of MHCLG’s work.

To ensure this and other AI work across the entire department is done safely and securely, we are also refreshing the department's internal generative AI policy to make sure it is up to date regarding the use of sensitive data by staff.

We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

DCMS is committed to improving its productivity, including through artificial intelligence and more effective use of data, with projects across our science, analytical and digital functions.

We have a number of initial small-scale AI pilots taking place, to assess potential use cases across the organisation to identify benefits of scaling such tools in the future; for example developing a model to analyse free-text responses to public consultations.

We have also used data analytics to gain insights into spend and outcomes across our sectors and public bodies, helping to better evaluate the effectiveness of our interventions. We are building our data capability to enhance our evidence base, standardise our architecture and infrastructure to expand our ability to use data to generate efficiencies and achieve more impactful outcomes.

We draw on a range of resources, published on GOV.UK, to inform our AI and data usage.

For example, the Generative AI Framework, the Data Maturity Assessment, the government data quality framework, the Code of Practice for Statistics and the Algorithmic Transparency Recording Standard. The department also has access to the Central Digital and Data Office (CDDO), now based in the Department for Science, Innovation and Technology, for expert advice.

We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

The Home Office manages directly, and on behalf of operational partners, significant data assets measured in the tens of billions of rows of data and millions of data subjects. This data is used every day to deliver public services, manage performance and deliver insight into policies. Its careful use, including sharing with key partners, supports the delivery of the government’s objectives as a whole.

We are moving much of this data off legacy systems, including some up to 50 years old, and on to modern platforms. This is enabling improvement in the productivity of key operational activities, better performance management and improved strategic analysis. This is part of a broader programme of technology-enabled business change that supports productivity enhancements, through optimising business processes and improving safe and secure access to the data that staff need to perform their roles.

We already make use of well-established artificial intelligence and automation enabled systems within the Home Office to improve business delivery as part of overall digital improvements in the department. In addition, we are running a small number of Generative AI trials to test their potential for productivity and quality improvements. These are supported by changes in our processes and policies, to ensure appropriate guidance and controls are in place for responsible adoption.

The Department for Business and Trade is committed to improving its productivity, including through artificial intelligence and effective use of data.

For example, we are participating in the trial of Microsoft Copilot Pro, making secure AI tools available for staff, and continue to use machine learning in internal and external products and services. Work with the Alan Turing Institute produced a governance framework to manage and monitor AI use.

Staff have access to a range of data services under continual review including CRM, central data catalogue and a data environment with dashboards and data analysis tools along with training packages.

The Ministry of Justice is committed to improving its productivity, including through artificial intelligence and effective use of data.

For example, our Prison Network App built by our Data Science and AI teams link up multiple sources of administrative data to help detect prisoners involved with drug smuggling, gang violence and organised crime. This has reduced administrative burdens for more than 500 intelligence staff who use the app to identify connections between individuals in the prison population.

Better Outcomes through Linked Data (BOLD) is an ambitious data-linking project, joining data from the Ministry of Justice, the Department of Health and Social Care, the Ministry of Housing, Communities and Local Government, among others. BOLD has produced a tool for probation staff which cuts down the duplication of data entry and significantly reduces the need for probation officers to search for data, freeing up their time to allow more offender management to reduce reoffending.

Additionally, we have worked in partnership with the Alan Turing Institute to develop a framework for the Department to build and embed our ethical approach to the use of AI and data science, so that we can be confident that we understand the choices we make are ethically sound, with principles we can stand by as this area develops quickly. Most recently, the Ministry of Justice, in partnership with the Department for Work and Pensions, ran a unique collaboration between government and businesses to co-create innovative AI solutions to tackle some of the most complex challenges facing citizens today. The result of these collaborations will be communicated in due course.

Additionally, we are developing guidance, training and learning opportunities for our staff to safely use AI tools. We draw on a range of resources, published on GOV.UK, to inform our AI and data usage. For example, the Generative AI Framework, the Data Maturity Assessment, the Ethics, Transparency and Accountability Framework, the Data Ethics Framework, and the Algorithmic Transparency Recording Standard.

We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

The Department is committed to improving its productivity, including through artificial intelligence (AI), and effective use of data. To make AI and data work, the Department has focused on establishing the enablers for adopting AI responsibly, ethically, and at low cost, to ensure a high return on investment via productivity gains while also maintaining or improving process outcomes. Specifically, implementing governance and delivery structures that pool internal experts from across the Department and bring the consideration of ethics, information governance, cyber security, data science, analysis, and technology in line with guidance offered by the Central Digital and Data Office.

The Department has developed proof-of-concept projects to test these structures, including a Parliamentary Intelligence tool that saves 40 hours per week of staff time and improves the quality of insights, and a partially automated approach to consultation analysis that reduces the cost and time to analyse large consultations, while respecting The Gunning Principles.

The Department draws on a range of resources, published on GOV.UK, to inform our AI and data usage. For example, the Generative AI Framework, the Data Maturity Assessment, the Ethics, Transparency and Accountability Framework, the Data Ethics Framework, and the Algorithmic Transparency Recording Standard. The Department of Health and Social Care also has access to the Central Digital and Data Office, based in the Department for Science, Innovation and Technology, for expert advice.

Underpinning the Department’s approach to AI is shaping a data driven culture in the Department to support and enhance data science and data analysis capabilities, providing high quality data and data products in a secure, safe, legal, and ethical way. The Department has a large and mature analytical function who put data and insights at the heart of decision making and policy development. For example, the Data Hub that collates nearly 500 metrics in 27 dashboards across 13 topic areas, providing data and insights on-demand to inform decisions. The Department does not currently have any plans to implement automated decision-making systems, and people remain in full control of decision making, with AI augmenting their work.

The Department will continue to regularly review usage of AI and data to maximise productivity benefits for staff and the public.

DESNZ is committed to improving its productivity, including through the use of artificial intelligence and effective use of data.

All DESNZ staff have access to Copilot for the web, a work-safe generative AI tool that helps summarise and draft text. In addition, as part of a large-scale, cross-government experiment led by the CDDO, around a third of all DESNZ staff have been given a Microsoft 365 Copilot licence, which allows them to utilise generative AI within tools such as Word, Excel and Outlook, and can base responses on their own data (documents, emails, and messages). The experiment began on 30 September and runs through to 29 December and will conclude with a report from the CDDO to set out the case for adopting a tool like M365 Copilot in the longer-term.

We are also building our inhouse capability to develop AI tools at DESNZ. For example, our Advanced Analytics team are currently exploring multiple use cases that allow DESNZ staff to retrieve key information needed for their work more efficiently, including information from past impact assessments, lessons learnt logs and statistics from our Digest of UK Energy Statistics (DUKES) publications.

DESNZ has an internal adoption of AI working group which leads on supporting the development of departmental use-cases for Artificial Intelligence, as well as the guardrails, rules and playbooks that govern the safe, secure and ethical use of this technology, ensuring alignment to the Central Digital and Data Office’ Generative AI Framework for Government.

DESNZ's Data Strategy and Governance team are currently developing a data strategy for DESNZ that sets out our strategic ambition for how we collect, manage and use data as a Department. This includes time-saving measures around making it easier for DESNZ staff to locate and access data, making it easier for data to be shared across organisational boundaries, reducing the time taken to ingest, process and cleanse it, and introducing standards that make it easier to aggregate and compare across policies and programmes.

We will continue to regularly review our usage of AI and data to maximise productivity benefits.

DWP is committed to improving its productivity, including through artificial intelligence and effective use of data.

The department is safely accelerating our use of AI to make a real difference for both employees and citizens. We test the feasibility of using AI technology to address business problems using an iterative, test-and-learn approach. We are exploring how AI and innovation can improve DWP’s ability to respond at pace and provide a more personalised and seamless experience for customers. An AI Delivery Board oversees DWP’s use of AI, assuring that it is safe, ethical, and transparent.

The DWP Data Strategy sets out the department’s vision, principles, and priorities, to provide a clear path to enable us to become a data-driven organisation for the greater public good. Aligned with organisational goals, it focuses on delivering excellent services, improving outcomes, reducing costs, and building trust. It will enable DWP to:

• Improve the quality, availability, and accessibility of our data.
• Enhance our data capabilities, skills, and culture.
• Strengthen our data governance, ethics, and security.
• Promote data collaboration and innovation.
• Leverage data assets for informed decision-making and policy.

With improved access to data and products, DWP will be able to make better and faster decisions. Using data to make better automated and human decisions will improve efficiency, effectiveness and our citizens’ experiences. Increased accuracy of data will support faster local decision making, based on insight on local operational pressures and local citizens’ needs. This will support DWP to reduce fraud and error incidents and improve and modernise citizen services. Business areas will be able to use data to better support citizens by making the right decision quickly and reducing burden.

Within the work of the Department's Service Modernisation Programme, opportunities to harness the potential of AI and maximise our use of data will form central parts of wider activity aimed at modernising and improving the service we provide.

The Department for Transport has established an Organisational AI programme to effectively explore the potential of artificial intelligence to enhance the efficiency and accuracy of our work. It is structured to ensure safe, effective and appropriately targeted adoption, to deliver the greatest possible productivity benefits. We are collaborating with the Alan Turing Institute and the Office for National Statistics to measure the opportunities for productivity gains and prioritise the introduction of AI tools where they can bring the most benefit.

The Ministry of Defence is committed to improving its productivity and is establishing a central Productivity Portfolio to break down the barriers to productive working, and is actively investigating opportunities to drive productivity through the use of AI and the effective use of data while rigorously managing the risk of using these capabilities to support human analysis and decision making. This includes using informational chatbots, machine learning applications and generative AI to automate and accelerate routine business operations and policy work; through to Defence-specific opportunities driven by data to enhance the speed of decision-making, optimise logistics or increase the availability of military capabilities.

We draw on a range of resources, published on GOV.UK, to inform our AI and data usage. For example, the Generative AI Framework, the Data Maturity Assessment, the Ethics, Transparency and Accountability Framework, and the Data Ethics Framework. The Department also has access to the Central Digital & Data Office, based in the Department for Science, Innovation & Technology, for expert advice.

We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

Artificial Intelligence and data offer significant opportunities for the FCDO to enhance decision-making, productivity and increase the effectiveness of its interventions.

The FCDO is implementing a multi-year Digital, Data, and Cyber Security Strategy to transform its operational capabilities and ensure it has the digital backbone of technology, data and expertise to enable these. A new team, FCDO.ai, has been established to lead on AI adoption and ensure its responsible use.

The FCDO is collaborating with partners across HMG and internationally, as well as with the private sector including start-ups and SMEs, to exploit shared opportunities and address the new and evolving security risks posed by these technological advances.