This post is part of a collection of essays on Future Proofing Local Government curated by the International City/County Management Association. The collection is available for free download here.
Introduction
We’ve been to this movie before: about every 10 years, a new technology comes along that promises to revolutionize government and dramatically improve services for everyone. And, sadly, the ending is usually the same: said technology does make significant, nifty, and occasionally eye-popping improvements. But transformation, well, that never happens. Indeed, we have benefited from a number of tech-induced improvements over the years, such as 311 systems (even mobile 311), which have vastly improved how governments respond to and communicate with residents. Internal and externally facing dashboards and stat-programs have ushered in a performance management approach to governance that only becomes more ingrained every year. These changes are significant, but each falls short of genuine transformation. Artificial intelligence (AI) seems to be something different. There is a sense in the public-service ether that this technology is a game changer. But based on how AI has taken hold in the private sector, it is not just a sense, it’s reality. AI is unique, and, if we embrace it strategically, it will improve local government services dramatically. This essay will tell you why and what to do!
What’s Different This Time
First, let’s be clear about what remains the same. The truth is that AI is no different than other computer processing tools—it simply uses data, and past data patterns, to predict future ones. At its core, AI is a computer program that teaches computers how to interpret, generate, and synthesize knowledge. And, despite appearances and its name, it is not intelligent—or human!
But what is new is extraordinary. Artificial intelligence truly levels the playing field and makes data accessible and understandable for everyone—both within and outside of government. More than that, it provides original analysis and answers. Whereas search engines and other tech tools point you to what has been written or said, AI can actually conduct analysis and generate original content.
Using AI opens up vast possibilities for even basic government functioning. Initial management studies have shown that AI can improve organizational productivity threefold—within a year! And local government can experience the same boost. In fact, AI can generate efficiencies in the exact areas that are tedious, but mission critical, such as drafting job descriptions, writing first-draft memos, and cranking out press releases. It also can easily brainstorm everything from traffic mitigation strategies to determining the best spots for new park benches. Quite skilled at role playing, AI also can help you anticipate and handle challenging conversations, such as potential negative reactions you might receive from council members.
All told, AI can function as the ultimate colleague. Think of it as a sharp and hardworking partner who can be delegated the more onerous aspects of your job or the tasks for which you just need a partner to “get the ball rolling.” That doesn’t mean your AI “colleague” is always correct. As for any colleague, you must check its work. But the benefits of using AI are not hypothetical; they are tangible benefits that companies and individuals in their homes are experiencing right now using low-cost, or even free, versions of AI software.
But perhaps the greatest opportunity that AI offers is the ability for local government to get closer to residents—to truly listen to their concerns. Oftentimes, government only consults with a community on predefined questions at a town hall and makes decisions that may or may not be informed by the consultation. AI allows—for the first time—for something quite different. Forums can be established in which residents openly discuss the topics that concern them, and then that information is distilled into concrete, understandable, and usable data for decision makers. This is not merely engagement, it is listening. And, it can foster genuine two-way communication with residents citywide.
What’s Needed to Get There
All of this might sound like a lot of technological evangelizing. Well, it’s not that easy. The benefits described here are possible, but to experience them requires significant internal work; it requires fundamentally changing standard operating procedures.
CULTURE CHANGE
Embracing AI, as with any technology, necessitates that staff understand it and learn how to engage with it. This is even more important as AI has far greater risks for spitting out the wrong answers, which are referred to as “hallucinations.” Results simply must be checked by staff with real knowledge of services. In that regard, AI is making local administrators more important than ever—not expendable, as some fear.
TRAINING
Using AI effectively requires a deep understanding of the technology. The good news on this front is a robust and fast-growing set of resources is available to assist with skill building and training. Many local universities are becoming committed to understanding AI and can be recruited as partners. In addition, I’m part of a new, free training service called InnovateUS that provides free online education on AI for senior administrators and frontline workers alike. Course modules are being developed and some are already available on the InnovateUS website. There is also much to be learned from sharing ideas and hearing about the successes and mistakes made by other colleagues. That’s why a professional organization like ICMA is so crucial right now.
Ignoring AI Isn’t an Option
Using AI effectively will certainly take a lot of energy, time, and genuine commitment. But avoiding it isn’t an option. AI is one technology that has become so affordable and ubiquitous so quickly that it can’t be pushed aside. More than that, most every city resides in a state that has already issued guidelines and edicts for using AI, with more to come this year. The federal executive order for AI also makes clear that local governments will, at some point soon, need to define and implement their approach and plan for using this technology.
By no means does this short essay present all the answers, risks, or caveats. It does, however, highlight the real benefits and assistance that is currently available. Now is the time to get our arms around AI—before the private sector or higher levels of government do it for us. Please reach out for guidance and suggestions to InnovateUS, ICMA, and other organizations as we all aim to make AI work for us.
