AI in Government: A Practical Framework for Implementation
I'm grateful to CityGov for providing this platform and the opportunity to speak directly to those on the front lines of government service in our nation. My hope is that discussions like this can help all levels of government—local, state, and federal—navigate the complexities of artificial intelligence thoughtfully and effectively.
Most importantly, I would like to thank the government employees who read this blog for your service, observations, and comments. Your dedication to public welfare and the systems that keep our communities functioning is the foundation of our democracy. Without your commitment to civility, order, and effective governance, our nation would lack the stability that allows families and communities to thrive. Your work matters profoundly. Any discussion about new technologies should begin with recognizing the invaluable human element you bring to public service every day.
When we speak of human influence, it also applies to AI. Recognizing that there must always be a human in the loop is the foremost concern when discussing AI and government. This principle is not only about accountability; it is about preserving the judgment, empathy, and contextual understanding that only human beings can provide in decisions that affect people's lives. No algorithm, no matter how advanced, can truly replicate that.
Current Reality and Common Misconceptions
When I speak with government officials about artificial intelligence, conversations often begin in one of three places: confusion, fear, or hype. Either AI will eliminate jobs and create chaos, or it will magically solve every inefficiency in government. Neither perspective is accurate nor helpful. Instead, we need to examine AI in the context of the present moment, accountability, and our role in the ongoing transformation of human history.
What is true is that AI is already here. Your employees are already using it, and your citizens expect government services that work as seamlessly as everything else in their digital lives. The question isn't whether this technology will affect government operations; it's how we're going to handle that reality.
Currently, government employees nationwide are quietly utilizing AI tools to assist with routine tasks. They're drafting emails, summarizing documents, and analyzing data because these tools make their jobs easier and help them serve citizens better. But most are doing this without clear guidance, because their organizations haven't yet developed policies. Meanwhile, citizens are utilizing AI to comprehend government processes, prepare applications, and determine which department to contact. They're turning to these tools because navigating government services can be confusing, and they want clear answers quickly. This creates a gap between what's happening and what's officially acknowledged—never a good situation in public service.
Federal and State Investment in AI
Federal agencies requested $1.9 billion for AI research and development in fiscal year 2024, demonstrating the scale of commitment at the federal level (U.S. Government Accountability Office, 2024). In the 2024 legislative session, at least 40 states, Puerto Rico, the U.S. Virgin Islands, and the District of Columbia introduced bills related to artificial intelligence (National Conference of State Legislatures, 2024). This isn't a future consideration; it's a current policy reality.
But here's what the headlines often miss: the most essential AI decisions for most governments won't be about cutting-edge research or sweeping legislation. They'll address practical questions, such as whether staff can utilize AI to prepare reports, how to maintain transparency when algorithms assist with decisions, and how to ensure technology enhances, rather than complicates, citizen services.
Practical Applications for Government
AI's value in government isn't about replacing human judgment; it's about augmenting human capabilities in specific, measurable ways. Document processing represents one significant opportunity, as AI can help staff quickly review and categorize large volumes of applications, permits, or public comments, allowing them to focus on cases that require expertise and discretion. Automated citizen services provide another avenue for improvement, with AI-powered systems offering 24/7 access to basic information about services, requirements, and processes, reducing wait times and improving satisfaction with routine inquiries.
Government agencies collect enormous amounts of data but often lack the resources to analyze it effectively. AI can identify patterns and insights that inform better policy decisions and resource allocation. Additionally, routine administrative tasks such as scheduling, basic correspondence, and information gathering can be streamlined with AI, freeing staff for complex problem-solving and meaningful citizen engagement.
Strategic Questions for Implementation
Instead of asking "Should we use AI?" government leaders should ask more precise questions. Where are staff spending time on repetitive tasks that don't require human judgment? What information do citizens request most often, and how can we provide it more efficiently? How can we maintain transparency and accountability when using automated tools? What safeguards are needed to prevent bias or inequity in service delivery? These questions require ongoing monitoring and adjustment, not just a one-time policy rollout. This is where I hope to be of service to your municipality.
Federal Policy Framework
On January 23, 2025, President Trump signed Executive Order 14179 (Removing Barriers to American Leadership in Artificial Intelligence) to establish U.S. policy for sustaining and enhancing America's AI dominance (The White House, 2025). America's AI Action Plan is built on three policy pillars: Accelerating Innovation, Building AI Infrastructure, and Leading International Diplomacy and Security (White House Office of Science and Technology Policy, 2025).
For local and state governments, these federal priorities create both opportunities and obligations. The emphasis on American AI leadership opens doors for adoption but also raises expectations for the responsible implementation of AI. Federal agencies have already begun implementing management and talent requirements that were due by March 2024, providing frameworks that state and local governments can adapt (U.S. Government Accountability Office, 2024).
On June 27, 2024, the General Services Administration issued its framework prioritizing emerging technologies in a secure cloud environment, with initial focus on three generative AI capabilities: chat interfaces, code-generation and debugging tools, and prompt-based image generators (U.S. Government Accountability Office, 2024).
Implementation Best Practices
Based on my experience working with organizations on technology adoption, successful AI implementation in government follows predictable patterns. Organizations should start small and specific, identifying one clear use case where AI can demonstrably improve service delivery or efficiency, then documenting results carefully. Clear policies must be developed that address data privacy, transparency requirements, and human oversight, recognizing that these policies must be living documents that evolve with experience.
Staff training represents a critical component, as employees need to understand both the capabilities and limitations of AI tools, with the goal of informed, thoughtful use rather than fear or blind adoption. Maintaining human oversight ensures AI assists human decision-making rather than replaces it, especially for decisions with significant impact on citizens' rights and lives. Regular review through continuous evaluation helps catch problems early and demonstrates commitment to responsible use.
Cultural and Organizational Considerations
What I've learned from both education and consulting is that successful technology adoption is never just about the technology—it's about organizational culture, clear communication, and commitment to serving people better. Government agencies that approach AI with clarity and realistic expectations see genuine improvements in efficiency and citizen satisfaction. Those that rush in unprepared—or avoid it entirely—struggle with consistency and effectiveness.
Moving Forward
The conversation about AI in government should not focus on whether to embrace or resist this technology. It should focus on how to implement it responsibly, in service of better governance. Citizens deserve services that are accessible, efficient, and fair. Staff deserve tools that help them do meaningful work effectively. Elected officials deserve clear information about costs, benefits, and risks.
AI can support all these goals when implemented responsibly. But it requires honest discussion about capabilities and limitations, clear policies that prioritize public service over novelty, and ongoing commitment to transparency and accountability. The technology is ready. The question is, are we?
Kind Regards,
Dr. H.
References
National Conference of State Legislatures. (2024). Artificial intelligence 2024 legislation. https://www.ncsl.org/technology-and-communication/artificial-intelligence-2024-legislation
The White House. (2025, January 23). Executive order on removing barriers to American leadership in artificial intelligence. https://www.whitehouse.gov/presidential-actions/2025/01/removing-barriers-to-american-leadership-in-artificial-intelligence/
U.S. Government Accountability Office. (2024, September 9). Artificial intelligence: Agencies are implementing management and personnel requirements (GAO-24-107332). https://www.gao.gov/products/gao-24-107332
White House Office of Science and Technology Policy. (2025, July 23). White House unveils America's AI action plan. https://www.whitehouse.gov/articles/2025/07/white-house-unveils-americas-ai-action-plan/
Dr. David Hatami, Ed.D., specializes in the development of AI Literacy, AI Policy & AI Ethics for educational and government institutions. His work focuses on practical implementation strategies that prioritize public service and organizational effectiveness.