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Starting his career in finance, Anthony A. Fisher honed analytical skills as an investment banker at a Chicago-based firm specializing in international middle-market M&A, restructuring, and capital markets transactions. This role instilled in him the importance of data integrity and clear communication for high-level decision-making. Moving to consulting with a Denver-based firm, he gained valuable insights into data management practices within large corporations. This experience exposed Fisherto to the implementation of robust data governance processes and policies.
Anthony Fisher, Head of Data Governance and Artificial Intelligence, Department of Revenue at the State of Colorado
Driven by a desire for public service, he pursued a career with the FBI. While undergoing the rigorous application process, he maintained analytical expertise through freelance consulting. During this, he collaborated with two clients: one focused on performance analytics for the Military, and another on optimizing Unmanned Aerial Vehicle (UAV) missions in agriculture.
His dedication to data analysis led to an opportunity with the Department of Revenue's (DOR) Marijuana Enforcement Division (MED) to spearhead its data analytics program. Over three years, he successfully built and implemented this program. Recognizing this expertise, the Executive Director's Office (EDO) recruited Fisher to join their team in establishing the Department of Revenue's data strategy and culture.
For the past year and a half at the EDO, Anthony A. Fisher has focused on leading DOR's data governance program and developing policies and use cases within artificial intelligence.
In this interview, Anthony A. Fisher’s ideas encapsulate the changing workflow of the DOR channeled by AI. As a board member of the Public Sector Network, GovAI Coalition, and Government Data Advisory Board, he discusses how collaboration from different public institutions can encourage a widespread adaptive mindset toward technology.
Strengthening technological implementation with datasets
The recent advancements in AI have prompted significant strategic discussions within the Department and its Divisions. We are currently engaged in a project to build a robust data management system across all six divisions. This system will provide the foundation for future AI implementation, facilitating various activities across DOR. My current focus is developing AI use cases, specifically for internal employee support within the DOR Intranet and Data Sharing Agreement (DSA) management. These initial applications lay the groundwork for successful public-facing AI initiatives in the future. Potential use cases could include a conversational agent for DMV support or AI-powered audit prioritization within the Taxation Division.
“Our mission is to empower federal, state, and local governments in adopting and implementing responsible AI solutions”
Intrateam Collaboration to Ensure Viable AI Use
Our success hinges on a strong foundation of training, policy, and executive leadership commitment. Executive Director Heidi Humphreys has a clear vision for leveraging technology at DOR and better serving Coloradans. Her leadership has positioned DOR at the forefront of AI adoption among state agencies. Additionally, the policy team collaborated closely with mine to develop comprehensive AI utilization guidelines. Finally, HR and the Forms and Graphics teams were instrumental in crafting robust training materials and informational collateral. With that, proactive risk mitigation is paramount. While predicting the future is impossible, implementing comprehensive training and clear policies is a proactive approach. This fosters both employee upskilling and compliance with our technology-driven initiatives.
Stirring the Public Institutions
Due to the ongoing development and testing phase of internal AI use cases at DOR, disclosure must be maintained. However, I'm actively involved with the GovAI Coalition as a committee chair for external affairs and an interim board member in an advisory capacity. Our mission is to empower federal, state, and local governments in adopting and implementing responsible AI solutions. We have developed public-sector-focused deliverables, including policies and resources, eventually adopted by over half of our 500+ members to establish their agency-specific AI strategies. Currently, we are fostering strategic partnerships that align with our mission and values, both domestically and internationally. Additionally, we are actively planning a conference scheduled for early December in San Jose.
Mitigating Technological Unfamiliarity
"Fear is the mind-killer," highlights Frank Herbert in his book, Dune. Fond of this quote, I feel it captures the potential danger of succumbing to fear in the face of new technologies. As innovation unfolds, a natural tendency emerges; risk aversion. However, excessive caution can lead to paralysis by analysis. To navigate this, consider establishing test environments or engaging stakeholders to gain clarity of potential outcomes. While implementing such measures requires effort, the rewards of embracing innovation can be boundless.
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