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Dublin unveils strategy for responsible AI adoption

23 June 2026/in Jonathan Andrews/by Folkert Leffring

As Ireland’s capital city prepares to launch its AI strategy, Jonathan Andrews spoke to Jamie Cudden, Executive Manager for Corporate Services & Transformation with Dublin City Council, a founder member of the City Innovation Network

Dublin City Council has established what it describes as Ireland’s first Generative AI Lab dedicated to local government, creating a structured environment where staff can test artificial intelligence tools, develop practical use cases and build organisational capability before wider deployment across council services.

Through a combination of formal oversight groups, mandatory staff training and controlled experimentation, Dublin is seeking to balance innovation with public trust, transparency and compliance as AI becomes increasingly embedded in local government operations.

An AI strategy for Dublin City Council is scheduled for publication in the third quarter of 2026 and will set out the organisation’s vision and principles for deploying and scaling AI.

Jamie Cudden, Executive Manager, Corporate Services & Transformation, Dublin City Council, says the objective is to realise the benefits of AI while ensuring strong governance and accountability.

“We are focusing on human oversight, transparency, privacy, fairness, accountability and security from the outset, rather than treating governance as something added later,” he says.

Building governance before scale

Dublin City Council has introduced a two-tier governance structure to oversee AI adoption across the organisation.

An AI Governance Group provides strategic oversight and decision-making around policy, acceptable use, organisational readiness and priority use cases. Alongside it, an AI Technical Group focuses on implementation matters including infrastructure, tool assessment, permissions, security, cyber risk, technical evaluation and support for pilots and use cases.

The groups bring together representatives from IT, Digital, Legal, Data, HR, Corporate Services and Transformation.

Jamie Cudden, Executive Manager, Corporate Services & Transformation, Dublin City Council

“Coordination happens across business, innovation, information systems, data protection and cybersecurity functions so that AI proposals are considered from multiple perspectives before they move forward,” says Cudden.

The council’s approach is informed by the Irish public service framework for responsible AI and by the requirements and direction of the EU AI Act.

Prioritising use cases

The council evaluates AI proposals according to business value and organisational need. Potential projects are assessed against questions such as whether they solve a genuine service or operational problem, can be implemented safely and align with wider organisational priorities.

Particular focus is being placed on use cases that improve internal productivity, strengthen decision-making, enhance customer service and support better use of data.

“We ask: does this solve a real service or operational problem, can it be implemented safely, and is it aligned with wider organisational priorities?” adds Cudden.

He says proposals are considered through a governance lens rather than a novelty factor.

“This helps ensure that AI activity is linked to broader business and service delivery objectives, rather than being run as standalone experimentation,” he says.

A central part of Dublin’s strategy is the GenAI Lab, launched in February 2025 in partnership with the ADAPT Research Ireland Centre and Trinity Business School. The initiative is described as Ireland’s first Generative AI Lab dedicated to local government.

The lab functions as a sandbox environment where council teams can work with researchers to identify opportunities, test ideas, develop prototypes and build organisational capability.

Rather than allowing unrestricted experimentation, the lab operates within a structured framework where activity is logged, reviewed and supported by governance and technical oversight.

“The emphasis is on learning by doing, but within a framework that protects the organisation, staff and the public,” explains Cudden.

The lab is being used to identify practical opportunities across council services while helping staff develop familiarity with emerging AI capabilities. Researchers and council teams work together to explore where generative AI can add value while ensuring projects remain grounded in governance, ethics, transparency and public trust.

Guardrails and responsible deployment

The council has developed staff guidance on generative AI and introduced governance structures and controlled environments to evaluate potential use cases.

Areas of focus include data protection, information governance, human review of outputs, transparency, security controls and awareness of bias and error in AI-generated content.

The council is also placing emphasis on the use of approved tools with appropriate safeguards rather than consumer-grade platforms.

“Our guardrails are built around the principle of responsible use before scale,” he says.

Workforce development forms a significant part of Dublin’s AI programme.

The council has published AI guidelines for staff and introduced an introductory AI training course which is mandatory for employees. The 80-minute training programme provides foundational knowledge on AI opportunities, risks and responsible use. More than 500 staff have completed the training to date.

Dublin is now preparing a broader programme that will target more than 3,000 staff, alongside more focused training and development packages for specific roles and functions.

“The intention is not just to give people access to tools, but to help staff understand where AI can be useful, where the risks lie, and how to use it responsibly in a public service setting,” Cudden explains.

The GenAI Lab also supports workforce development through workshops, engagement sessions and hands-on experimentation, allowing employees to gain practical experience while exploring potential use cases.

Collaboration and peer learning

Cudden says engagement with other cities, research institutions and professional networks helps the council compare governance approaches, share lessons from pilot projects and benchmark its progress.

“Collaboration plays a very important role in our approach. AI adoption in local government is still evolving, so peer exchange is extremely valuable in helping cities learn from each other, compare governance models, share lessons from pilots and avoid repeating mistakes.”

Dublin has engaged with cities including Sunderland and Madrid and participates in city-to-city initiatives such as the City Innovation Network.

The council also works through research partnerships and smart city networks to test ideas and contribute to wider discussions around responsible AI in urban government.

“Dublin has been active in engaging with other cities and networks on digital innovation, and we see this as essential to developing a practical and credible approach to AI,” he says. “Our involvement in initiatives such as city-to-city exchanges, research partnerships and wider smart city networks helps us test our thinking, benchmark progress and contribute to the wider conversation on responsible urban AI.”

Moving from pilots to enterprise deployment

The council is developing a pathway from pilot projects to operational deployment, including assessment criteria, governance checkpoints, support models and resourcing arrangements.

“At present, the focus has been on putting in place the foundations for responsible experimentation, governance and capability-building,” says Cudden. “The challenge we are facing now is scaling the pilots into enterprise solutions. The proof of concepts are delivering quick and impactful results across multiple use cases. We are scoping out how we support enterprise infrastructure that allows us to scale applications within a safe and secure, sovereign environment to utilise the latest AI models and tools that are GDPR compliant.”

The AI strategy due at the end of 2026 is expected to formalise the council’s vision for AI deployment and scaling.

“We need to be fully open and transparent in this regard so we can build trust with our staff, councillors and the public that we serve.”

Dublin’s AI governance model

Governance structure

AI Governance Group responsible for policy, acceptable use, organisational readiness and prioritisation of use cases
AI Technical Group responsible for infrastructure, tool assessment, security, permissions, cyber risk and pilot support
Representation from IT, Digital, Legal, Data, HR, Corporate Services and Transformation
Governance informed by the Irish public service framework for responsible AI and the EU AI Act.

GenAI Lab

Launched February 2025
Joint initiative between Dublin City Council, ADAPT Research Ireland Centre and Trinity Business School
Described as Ireland’s first Generative AI Lab dedicated to local government
Sandbox environment for research, testing, prototyping and capability building
Supports identification of AI opportunities across council services
Activity logged, reviewed and supported through governance and technical oversight.

AI guardrails

Staff guidance on generative AI introduced in May 2025
Human oversight of AI outputs
Data protection and information governance controls
Transparency requirements around AI use
Security and cyber risk assessment
Consideration of bias and AI-generated errors
Focus on approved enterprise tools rather than consumer-grade platforms.

Workforce development

Mandatory introductory AI training programme
80-minute foundation course
More than 500 staff trained to date
Future programme planned for more than 3,000 employees
Additional role-specific training and development packages under development
Workshops and hands-on learning delivered through the GenAI Lab.

Next steps

AI strategy scheduled for publication in Q3 2026
Development of enterprise AI infrastructure capable of supporting AI applications at scale
Focus on secure and sovereign deployment environments
GDPR-compliant deployment model
Formal pathway being developed from pilot projects to operational deployment.

Main image: Alex Grichenko | Dreamstime.com

Denver expands CIO role to include AI

3 October 2025/in Jonathan Andrews/by admin@cityinnovation

Denver has become one of the first US cities to formally embed artificial intelligence into its top technology leadership, with Suma Nallapati’s role expanded from Chief Information Officer to Chief AI and Information Officer.

The new title reflects the city’s ambition to be seen as the nation’s most forward-thinking AI city and to ensure that technology is deployed in ways that are equitable, secure, and centred on residents.

“Implementing AI across city government inherently presents a few risks–bias and equity, transparency and accountability, and security and data protection,” Nallapati (pictured) told Cities Today. “My strategic approach aims to mitigate these risks by diving in with eyes wide open.”

Nallapati pointed to the city’s AI Request for Proposals as a major milestone. The initiative is designed to create a pool of trusted vendors capable of delivering secure, scalable, and innovative solutions tailored to Denver’s needs.

Following a strong response, the city is now reviewing submissions against criteria such as technical strength, compliance with security standards, scalability, cost, and innovation potential. Each vendor must also complete a detailed risk assessment, which is scrutinised by Denver’s security and privacy teams.

The city’s most visible deployment so far is Sunny, a multilingual chatbot supporting residents via web, text, and WhatsApp. Between January 2024 and September 2025, Sunny engaged with more than 102,000 residents, answered nearly 100,000 questions, achieved a 90 percent satisfaction score, and absorbed 30 percent of daily 311 interactions.

“I believe AI’s success is ultimately defined by how much better it makes life for our teams and the people we serve,” Nallapati said. “With tools like Sunny, we’re tracking the number of residents engaged, our customer satisfaction score, the percentage of daily interactions that are being absorbed by Sunny that would have historically been routed through our 311 call centre, and more. And, since Sunny can recognise 72 different languages, we’re also ensuring the service is accessible and equitable for every Denverite.”

Her wider strategy focuses on transparency and collaboration with an approach to AI that is grounded in active engagement and collaboration.

“We are not just planning transparency; we are practicing it,” she said. “Last year, we successfully launched workshops to boost AI literacy among our city agency, who also contribute their expertise to policy review through our Information Governance Committee.”

Nallapati said Denver is drawing on national best practice by working with universities and foundations, including participation in the Bloomberg City Data Alliance, which is helping shape ethical guidelines and resident data initiatives. At the same time, the city is expanding its existing feedback systems so that residents can directly raise questions about AI, making public input a formal part of how new tools are deployed.

Collaboration with vendors will continue but without ceding control.

“We absolutely need the expertise of partners, but Denver will maintain control and accountability,” Nallapati said.

The city will retain 100 percent ownership of its data and will audit the algorithms, and the city’s in-house team will ensure vendor systems meet standards for ethics, transparency, explainability, data protection, and security.

Nallapati added that Denver aims to set the national pace by embedding AI across every layer of government, from data governance and policy to frontline services.

“Our mission is to seamlessly weave AI into the resident experience,” she said. “Our ultimate goal is to become the blueprint for AI-enabled cities where technology actively enhances equity and access.”

Other US cities and states that have already added, or plan to add, significant AI roles to their workforce include Louisville, New York State, Montana and New Jersey.

Image: City and County of Denver

Ukraine seeks innovators for GovTech Lab

27 September 2025/in Jonathan Andrews/by admin@cityinnovation

Ukraine has launched its first GovTech Lab open call, inviting start-ups and innovators worldwide to co-develop digital solutions with government institutions.

The initiative, led by the Global Government Technology Centre (GGTC) in Kyiv together with the Ministry of Digital Transformation, the World Economic Forum, and Switzerland’s EGAP programme, is designed to strengthen the country’s resilience since Russia’s invasion in 2022, and accelerate its recovery post-war.

The call runs until 28 October 2025, with proposals sought in three areas: urban planning, legal advice for citizens, and tourism management. Nine teams will be selected and announced in November, with each receiving up to €150,000 in funding and direct access to decision-makers.

Kateryna Frolova, Head of Innovation Gateway at GGTC Kyiv (c) GGTC Kyiv

“We wanted challenges that align with national priorities and respond to pressing needs,” Kateryna Frolova, Head of Innovation Gateway at GGTC Kyiv, told Cities Today. She explained that feasibility, innovation potential, and scalability guided the selection, which was validated by an advisory board of government and community representatives.

Building solutions that scale

The first challenge asks how technology can make architectural and construction decisions faster and more transparent. The second focuses on digital assistants capable of providing routine legal advice, while ensuring more complex cases can still be escalated to lawyers. The third seeks a tourism management system that uses data to improve revenues, guarantee fair competition, and widen access to services.

Beyond funding, the Lab offers structural support. Start-ups will take part in an Innovation Bootcamp led by domain experts and policymakers, gain mentorship from experienced GovTech practitioners, and receive guidance on procurement, standards, and data governance.

Frolova stressed that the programme is designed to help innovators overcome barriers to adoption. “Start-ups will receive more than just pilot funding,” she said. “On top of that, they will benefit from international visibility through the GGTC Kyiv and World Economic Forum networks, opening doors for cross-border replication. Finally, there will be structured opportunities to connect with donors, investors, and European institutions that can finance scaling beyond the pilot stage.”

Impact will be measured not simply by pilots delivered, but by whether solutions are taken up by government agencies and embedded into practice.

Frolova underlined this focus: “The true value lies not just in testing ideas, but in institutionalising successful pilots so that they lead to lasting improvements for citizens and governance.”

She added that the initiative also seeks to instil a culture of open innovation in the public sector, a cultural shift that may take years to fully observe but is seen as vital to long-term transformation.

A testbed for global innovators

The Lab is open to international start-ups, which will be supported in navigating Ukraine’s regulatory environment, connecting with government agencies, and receiving feedback from real users. Ukraine’s rapid digital reforms and strong political will create fewer barriers and faster feedback loops than many European markets.

“Ukraine offers something unique compared to other European contexts,” said Frolova. “This creates an unparalleled opportunity to prove impact in a complex, real-world environment–and to scale those solutions both within Ukrainian institutions and across Europe.”

Russia’s invasion has left Ukraine facing immense challenges in governance, infrastructure, and public services. By positioning government institutions as active partners in innovation, the GovTech Lab aims to turn these pressures into an opportunity to rebuild smarter and more transparently. The programme is framed not just as a response to wartime needs, but as a foundation for long-term resilience.

Main image: Dudlajzov | Dreamstime.com