Start with the business outcome  

Before you build anything, define the operational objective. Are you trying to: 

• Increase first-contact resolution? 

• Reduce case backlog? 

• Improve eligibility accuracy? 

• Shorten processing time? 

• Lower cost per transaction? 

This is not about “using AI.” This is about improving a measurable public-sector performance indicator. If you can’t tie your AI agent to: 

• a reduction in processing time 

• a decrease in call volume 

• a increase in compliance accuracy 

• a measurable client outcome. 

You are not building an agent -- you are running an experiment. AI agents must be outcome-anchored. 

Select the right journey 

Not every service is ready for an AI agent. Start with a journey that is: 

• high volume 

• rules-based 

• process-heavy 

• data-rich 

• currently constrained by human throughput 

Think about: 

• benefits eligibility screening 

• license renewals 

• status inquiries 

• simple case triage 

• document validation. 

Do not start with complex discretionary casework -- start where process discipline already exists. AI agents amplify process maturity.  They do not compensate for process chaos. 

 
Decompose the work 

This is where most agencies get it wrong. They try to build an “AI agent for intake.” 

Instead, break the work into micro-decisions: 

• validate identity 

• confirm eligibility criteria 

• cross-reference records 

• flag missing documentation 

• route exceptions 

• draft correspondence. 

Formalize the decision logic 

Before any model is trained or configured, you must extract the institutional logic. That means: 

• policy rules 

• eligibility thresholds 

• exception handling criteria 

• escalation triggers 

• risk thresholds 

• compliance constraints. 

Most of this already exists — but it lives in: 

• policy binders 

• tribal knowledge 

• training manuals 

• legacy documentation. 

Build the human-in-the-loop control model 

Government agencies cannot deploy autonomous agents without layered oversight. This is where many agencies should look at how regulated sectors like healthcare and financial services design controls. 

Your AI agent must have: 

• confidence thresholds 

• automatic escalation rules 

• audit logging 

• version control 

• explainability outputs 

• override authority 

In public service, “black box” is unacceptable, every decision must be defensible. 

Human-in-the-loop is not optional, it is a design principle. 

 
Engineer the data layer 

AI agents are only as good as the data environment they operate in. That means: 

• clean client records 

• structured fields 

• real-time system access 

• API integrations 

• secure identity management. 

If your agency still relies on PDF uploads and manual data re-entry, your agent will struggle. 

Before scaling AI agents, agencies often need to modernize: 

• case management systems 

• document management systems 

• identity verification layers. 

This is why AI is often the forcing function for digital modernization. You cannot layer intelligence on top of fragmentation. 

 
Pilot in a contained environment 

Do not launch enterprise-wide. 

Select one: 

• service line 

• regional office 

• transaction type. 

Define: 

• baseline performance metrics 

• clear success criteria 

• controlled workload 

• a rollback plan. 

Measure: 

• cycle time 

• error rate 

• escalation frequency 

• client satisfaction 

• staff productivity. 

The pilot should run long enough to observe edge cases. Agents fail in the edges — not the happy path. 

 
Redesign the workforce model 

This is the step leaders underestimate. 

If an AI agent performs: 

• intake validation 

• basic eligibility checks 

• standard correspondence drafting. 

Then what happens to your employees? They don’t disappear. 

They shift to: 

• complex exceptions 

• vulnerable client cases 

• appeals 

• fraud detection 

• quality assurance. 

AI agents increase cognitive leverage, but only if the agency intentionally redesigns roles, KPIs, and performance models. If you don’t redesign the workforce, the agent creates friction instead of capacity.