Future Local Lab
Local Government ExplainedThe impact of Oxfordshire’s organisation-wide copilot rollout
Martin Reeves, Chief Executive
Since April 2025, Oxfordshire County Council has rolled out Copilot to every member of staff in a mission to fully adopt AI into council practice and delivery and become a technology-led local government.
Since April 2025, Oxfordshire County Council has rolled out Copilot to every member of staff in a mission to fully adopt AI into council practice and delivery and become a technology-led local government.
At Oxfordshire County Council, we have rolled out Copilot to every member of staff since April 2025 as part of our mission to fully adopt AI. This is an overview of our experience of how it is changing operations and outcomes.
Why a mass rollout?
Our decision to provide Copilot to all colleagues was rooted in our long-term vision of cultural transformation, not just significant technological change. We recognised that to harness the power of AI truly, we needed to embed it in every service and role.
We wanted our use of AI to be more than just a way to save time on administrative duties. We wanted it to help all our staff expand their skill sets, become more resilient, and tackle issues that may have otherwise been out of reach. By focusing on a phased rollout and an organisation-wide programme, we also ensured that the change was holistic, enabling teams to upskill, adapt to it, and maximise Copilot’s potential together.
This approach was based on a pilot conducted from May to July 2024 with 500 participants from various teams and technology backgrounds. The findings indicated that the primary challenge was not the technology itself, but instead changes in work practices, terminology, and mindset. As a result, training was provided to all staff, independent of their specific roles, establishing Copilot as a digital assistant accessible to everyone.
Measurable impact
For us, the results speak for themselves. We’ve already achieved a stable adoption rate of 81% across the organisation. Quantitative benefits to date have included time savings, productivity gains, and enhanced service delivery. According to our survey data, users are reporting a saving of on average 27.7 minutes per day by using Copilot.
At one of our libraries in central Oxford, Copilot has been used to analyse local demographics, develop targeted social media content, and generate ideas for book displays and events. Staff use it to answer customer questions, compose emails, and help plan activities such as the ‘Robot Endurance Race’, in which children arrange mats that activate specific actions in a robot car to create the longest possible track. In this case, Copilot was used to expand on the original idea, providing a complete and more adaptable framework for the activity. Copilot functions as a collaborative partner, providing suggestions and facilitating rapid iteration for staff working on projects such as this. This is one example of how Copilot can contribute to creativity, efficiency, and engagement within the council’s educational and community initiatives.
Engagement and adoption: beyond the tech
The success of implementation at Oxfordshire has been underpinned crucially by creative engagement strategies.Starting with a simple escape room-style exercise, we were able to introduce staff to AI in a fun, hands-on way, demystifying it and building their confidence.
We introduced our copilot rollout with an AI-scape room event, where 100 colleagues across two offices worked in teams to solve copilot-powered puzzles over two days. The escape room activity allowed staff to compete to finish fastest, practically demonstrating Copilot’s potential and providing insight into how AI can enhance workplace efficiency.
In addition to this, we also organised a more substantial ‘hackathon’ to engage a greater number of staff from across the organisation in a diverse range of services. Over 80 colleagues collaborated to design AI agents that tackle real-life challenges – from financial assessments to compliance and more. One example was an agent to support its Multi-Agency Safeguarding Hub (MASH). This agent was instructed to identify children already open to social care, evaluate referrals, and draft communications.
In response to the Hackathon, the team’s future plans include automated prioritisation, integration with case management systems, and detection of duplicate referrals. Expected outcomes include improved safeguarding, reduced manual workload, and increased consistency. This initiative supports national digital goals by demonstrating how AI can help local authorities manage demands and enhance children’s services.
We are also continuing to support staff through our ambassador network, which sees champions provide ongoing support and cascade their knowledge through peer-led training.
Safety and security: building trust
Ensuring the safety and security of data is at the heart of our rollout. Our approach is multi-layered, combining advanced technology, robust policy, and a culture of shared responsibility.
The pilot phase confirmed the necessity of a Microsoft E5 license, which unlocks advanced security features, including data loss prevention and sensitivity labelling. These tools are essential for safeguarding sensitive information and ensuring compliance with data governance standards. Additionally, external AI tools like ChatGPT are restricted to mitigate the risk of data leakage and maintain control over sensitive information.
While Copilot is a powerful assistant, we also emphasise that users must verify its outputs before relying on them: apply professional judgement and double-check suggestions.
Our information governance training is also being updated to reflect the Copilot integration, ensuring that all staff are equipped to handle data responsibly in this new environment.
Lessons for the sector
Of course, our journey hasn’t been without challenges. Organisational readiness, robust data governance, and ethical use remain priorities.
Feedback from staff has been candid. Some worry about over-reliance and the inevitable concerns it creates around job security, while others see it as a catalyst for collaboration and efficiency. The council’s ongoing analysis of survey data ensures that the strategy remains responsive and inclusive.
We recognise that readiness is not a one-off achievement but an ongoing journey. The organisation is continually learning and adapting as Copilot becomes more embedded in daily work.
The key lesson I think is that digital transformation is as much about people and culture as it is about technology. Oxfordshire’s story demonstrates the power of inclusive innovation, leadership engagement, and continuous learning. By empowering colleagues to upskill and utilise Copilot, we are not only adopting AI but also transforming into a technology-led local government.
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