What are the possibilities and opportunities for AI in Irish public sector?

AI presents transformative opportunities for the Irish public sector, profoundly impacting how services are delivered both internally within organisations and externally to citizens, writes Nathan Marlor, Head of Data and AI, Version 1.

By supporting and augmenting human capabilities, AI streamlines internal operations, leading to more efficient administrative processes and decision-making. Simultaneously, it enhances the delivery of services to citizens, offering more personalised, efficient, and accessible public services.

For example, in policymaking, AI’s capability to analyse extensive datasets can provide deep insights, expediting and enriching the decision-making process. This can be particularly valuable in areas like social welfare, economic planning, and public health strategies, where understanding complex patterns and trends is crucial.

In service delivery, AI-driven chatbots can revolutionise the way citizens interact with public sector services, providing instant responses to enquiries, guiding them through various processes and offering personalised assistance. This not only improves the citizen experience but also alleviates the workload on public service staff.

AI plays a vital role in supporting IT operations. By integrating AI with existing IT infrastructure, public sector organisations can modernise legacy applications, making them more efficient, scalable, and responsive to current needs. This modernisation is crucial for improving service delivery, enhancing user experience, and ensuring that public sector IT systems can adapt to the rapidly changing technological landscape.

These examples represent a true AI-driven paradigm shift, yet underscore its role as a supportive tool, emphasising the importance of human oversight in decision-making. The integration of AI in these areas can lead to more informed policies, improved public services, and a more proactive approach to addressing the challenges faced by the public sector in Ireland.

What advice would you give to organisations getting started and what do you see as the challenges to implementing AI?

Starting with smaller, manageable projects that align with specific organisational needs can demonstrate AI’s potential without overwhelming the workforce. These projects can serve as accelerators or kickstarts for broader AI adoption. It is important to remember that “small” in this context does not necessarily mean insignificant; even modest AI initiatives can yield substantial benefits.

Once a problem statement has been identified, it is essential to secure high-quality, relevant data, ensuring it is organised in a manner which facilitates successful AI implementation. Data quality, availability, lineage, and security are critical factors, especially in the public sector, underscoring the importance of robust data management practices.

Organisations should adopt a holistic approach where people and processes are seen as important as the technology itself. Key to any successful AI transformation is addressing core concerns like data privacy, ethics, governance, and reassuring the workforce that AI is a tool for enhancement rather than replacement from the outset.

What skills and talent do you need to implement and manage AI in your organisation?

The successful implementation and management of AI requires a diverse set of skills. Alongside technical expertise in AI, data science, and machine learning, it is crucial to have team members who understand the strategic and business implications of AI. This includes skills in project management, ethical decision-making, and the ability to translate complex AI concepts into practical business solutions. For organisations beginning their AI journey, a strategic partnership could accelerate activities by providing access to ready-made, cross-functional teams of AI specialists.

Additionally, fostering a culture of continuous learning and curiosity is essential, as the AI field is rapidly evolving. Teams should be encouraged to stay abreast of the latest trends and developments, ensuring the organisation’s AI initiatives remain cutting-edge and relevant.

“Over-dependency on AI in the public sector can lead to a loss of critical human oversight and an increased risk of systemic biases. To mitigate these risks, it is important to establish a balanced approach where AI complements human decision-making.”

How do you see AI impacting how IT services are delivered, including the modernisation of legacy systems?

Legacy system modernisation remains a major challenge for many organisations. As systems age, their understanding and support diminishes, often exacerbated by outdated or incomplete documentation. This lack of clarity in how applications function presents a significant risk to modernisation efforts, a factor frequently overlooked.

The cost of not modernising results in increased support costs, increased risk due to out-of-support technology and reduced business agility and budget available to work on more transformative IT programs. AI offers a unique opportunity to unleash legacy system modernisation due to its unparalleled abilities to accelerate the many phases of the modernisation process. From documenting existing applications, assisting code conversion and development, to automating test case and data generation, AI will bring transformative productivity improvements.

What are the pitfalls of over-dependency on AI in public sectors and what checks should be in place to avoid this?

Over-dependency on AI in the public sector can lead to a loss of critical human oversight and an increased risk of systemic biases. To mitigate these risks, it is important to establish a balanced approach where AI complements human decision-making. Regular reviews of AI decisions by human experts, diverse and unbiased training data for AI systems, and transparent AI development processes are essential. Furthermore, maintaining an organisational culture that values human judgment and ethical considerations alongside AI advancements is key to avoiding over-dependency.

It is also important to implement continuous skills development programs that ensure employees retain the core competencies necessary to perform their roles effectively, even in the absence of AI support. These programs should be designed to maintain and enhance traditional skills, ensuring that the workforce is not overly reliant on AI for basic tasks and decision-making. By focusing on foundational skills alongside AI training, employees can maintain a strong skill set that keeps them versatile and capable, irrespective of the level of AI assistance available.

Are there risks with not adopting AI?

There are many potential risks of not adopting AI in today’s technology-driven landscape, potentially hindering the ability of public sector organisations to keep pace with evolving challenges and technological advancements. One key area is increased security risk; AI technologies can be powerful in identifying and responding to cyber threats promptly, ensuring the protection of sensitive government data. Data-deluge for public sector is also a risk; without AI, it becomes challenging to extract meaningful insights from big data, limiting the ability to identify trends, patterns, and areas for improvement.

Finally, many societal challenges, such as healthcare management, environmental issues, and urban planning, can benefit from AI solutions. Without the adoption of AI, public sector organisations may struggle to develop effective strategies to address these ever more complex challenges.

E: nathan.marlor@version1.com
W: www.version1.com