On August 18, 2025, two significant developments in UK public service governance and compensation captured attention, reflecting the ongoing evolution of leadership, technology, and workforce priorities across the nation. The first centers on insights from Gillian Dorner, deputy director of the OECD’s public governance directorate, who is poised to share international perspectives on artificial intelligence (AI) in government at the upcoming Public Service Data.AI conference in London. The second focuses on Hertfordshire County Council’s decision to implement a 3.2 percent pay increase for its senior leadership, aligning their compensation with national standards amid persistent inflation and fiscal pressures.
Gillian Dorner’s recent interview, published as part of the ‘Five minutes’ series ahead of Public Service Data.AI 2025, offers a window into the challenges and opportunities facing public servants as they integrate data and AI into government operations. Dorner, who will speak at the London conference on September 18, 2025, emphasized the importance of viewing public service not simply as a job, but as a calling. “Don’t just see it as a job, see it as a calling! You will get so much more out of it and, quite possibly, progress further as a result,” Dorner advised, according to the Global Government Forum. Her perspective is rooted in a career shaped by high-stakes teamwork during the financial crisis and the COVID-19 pandemic at HM Treasury and the Cabinet Office.
Dorner is set to participate in the panel ‘How to make AI implementation happen at scale,’ joining figures like Dr Tom Smith, director of artificial intelligence and advanced analytics at the UK’s Ministry of Housing, Communities and Local Government, and Claire Harrison, chief digital and technology officer at the UK Medicines and Healthcare products Regulatory Agency. The conference, free for civil and public servants, will also feature leaders such as Lindsay Mason, the UK government’s chief data officer, and David Knott, the chief technology officer.
A key focus of Dorner’s work at the OECD has been drawing on international best practices to guide the UK and other governments in navigating the complexities of data and AI adoption. She highlighted Korea’s Ministry of the Interior and Safety as a standout example, praising their strong leadership, cultural emphasis on speed, and early commitment to e-government priorities. According to Dorner, these qualities have “positioned them firmly as a global leader in this space.”
Looking ahead, the OECD is preparing a comprehensive report titled Governing with AI: The state of play and the way forward in core government functions. This report will analyze the benefits and risks of AI in government, track trends across 200 cases in 11 core functions, and examine both implementation challenges and the safeguards necessary for trustworthy AI use. Dorner believes such work will be invaluable for public servants grappling with the dual imperatives of innovation and public trust.
On a lighter note, Dorner shared that her weekends often involve swimming in the Seine near the Eiffel Tower—a hobby she describes as “so much fun and the water is surprisingly clean!” This personal detail underscores her belief in work-life balance and the value of community, even mentioning her participation in online workouts with friends across the UK, a practice that began during the pandemic.
While Dorner and her peers prepare to discuss AI’s transformative role in government, back in Hertfordshire, the realities of public sector pay and budgeting have taken center stage. On August 14, 2025, the county council’s employment committee agreed to implement a 3.2 percent pay award for its senior leadership team, effective from April 1, 2025. This decision aligns Hertfordshire’s top officials with the broader National Joint Council (NJC) settlement, which covers 1.4 million council staff across England, Wales, and Northern Ireland.
The pay increase, which applies to all NJC pay points from 2 to 43, also extends to the chief executive officer (CEO) position. However, the move comes at a price: the 3.2 percent rise for senior managers creates an additional cost pressure of approximately £70,000 above the 2025/26 budget, while the CEO’s increase adds under £10,000.
Benchmarking data reveals that Hertfordshire’s senior staff salaries are broadly in line with regional averages. Heads of service in the county typically earn between £70,000 and £103,000 per year, compared to a regional range of £59,000 to £110,000. However, the CEO’s salary stands out—about £20,000 higher than the average among five neighboring councils, whose top jobs average around £222,832. A report into the CEO’s pay offer concluded, “The chief executive’s current salary is approx. £20k higher than this average of neighbouring councils, showing the council’s salary for this role remains competitive.”
Emily Austin, senior human resources manager, provided broader context for the settlement, noting that while inflation has moderated slightly, it remains elevated and outpaces most pay awards. “Despite inflation falling, interest rates and the cost of living remain high and real terms pay growth has remained flat,” Austin explained. She pointed out that in the first quarter of 2025, UK pay awards remained relatively stable with a median basic pay award of 3 percent. Public sector pay awards, however, have been higher, with a median of 4.4 percent in the 12 months to May 2025, reflecting government efforts to support essential workers and address sector-specific pressures.
Inflation, measured by the Consumer Prices Index (CPI), dipped by 0.1 percentage point to 3.4 percent in May, while the Retail Prices Index (RPI) fell from 4.5 percent to 4.3 percent. Austin cautioned that inflation is expected to “remain elevated over the summer, with more significant declines not forecast until mid-2026; therefore, it is likely to remain above pay awards for the foreseeable future.”
The council’s employment committee approached the pay increases in two stages, first voting to implement the raise for senior staff, followed by a separate vote for the CEO’s position. This careful process reflects the balancing act local authorities must perform: ensuring competitive compensation to attract and retain talent, while managing budgetary constraints and public scrutiny.
Both the strategic vision for AI in government and the pragmatic realities of public sector pay are intertwined in the broader narrative of UK public service reform. As Dorner and fellow experts prepare to share insights at the Public Service Data.AI conference, and as local councils like Hertfordshire adjust to economic headwinds, the message is clear: leadership, adaptability, and a sense of purpose remain essential. Whether it’s governing with AI or making tough decisions about pay, the future of public service will depend on drawing inspiration from best practices, supporting dedicated staff, and keeping the public interest at heart.
