Public sector
AI and technology training for the public sector
Central government, local authorities, agencies and public bodies face the same tools as everyone else with tighter constraints around them: public money, public records, and decisions that affect people who cannot take their business elsewhere. These cohorts are built around proportionate, documented use and around explaining a decision afterwards.
The tools your organisation already pays for, actually used - and the ones worth buying next.
For those who set expectations and review the output.
Built around public sector work
2 courses · 14 facilitated hours
Choosing Technology Well
For the manager who has to pick between three vendors and live with the answer. Covers evaluation against your own requirements rather than the vendor's demo script.
Addresses: Tools & Access, Responsible Use
Manager, Director / Head of
Course outlineRunning a Rollout That Sticks
Most technology failures are adoption failures. This is about the twelve weeks after go-live: who champions it, what you measure, and how to tell early that it is not landing.
Addresses: Culture & Support, Daily Practice
Team Lead, Manager, Director / Head of
Course outlineWhat this sector brings into the room
- A decision that affects a citizen has to be explainable
- Where AI touches casework, correspondence or triage, teams train on what the tool may do, what a human must do, and how to describe the difference to someone who asks. Verification habits carry more weight here than speed.
- Records, requests and retention
- Sessions cover what a tool creates that later becomes a record, and what that means for how it is used day to day.
- A literacy programme across thousands of people
- The sponsor course deals with scoping measures by role rather than pushing one generic module to every inbox, and with keeping the evidence as the programme runs rather than reconstructing it a year later.
- Procurement decided years ago what you have
- The technology track works on getting value out of licences the organisation already holds, which is usually more available capability than anything currently in a business case.
Which of these does your organisation actually need?
The readiness assessment scores each person across five dimensions and maps the gaps onto this catalogue, by department and by role. Five minutes per person, and it answers the question with a measurement rather than a guess.