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AI in the Australian Public Service (DFAT, APO, open-source)


Added by:   OECD analyst
Added on:   29 Oct 2026
Updated by:   OECD analyst
Updated on:   29 Oct 2026

The internal DFAT chatbot and the APO chatbot provide quick answers from trusted internal and policy sources, addressing time lost searching for guidance. The open-source AI gives staff-controlled access to open-source AI models, created to enable safe experimentation and innovation while managing risk.

Initiative overview

This initiative brings together five complementary AI capabilities, Spark, the cables AI, an internal DFAT chatbot, the open‑source AI access, and the APO chatbot, to help staff work more effectively with information. It responds to the growing volume, complexity and pace of policy, operational and diplomatic information and the opportunity to use AI to improve productivity while maintaining security, trust and accountability in a government context.

The initiative seeks to address challenges such as time lost searching for information, manually synthesising material, and navigating fragmented guidance and policy sources. Spark supports broad ideation and drafting tasks, while the cables AI enables analysis of diplomatic reporting at scale to surface themes and insights. The internal DFAT chatbot and the APO chatbot provide quick access to trusted internal and policy information, reducing reliance on informal workarounds. The open-source AI provides controlled access to open‑source AI models, enabling experimentation and learning where commercial tools may not be appropriate.

Key objectives include improving staff efficiency, supporting better‑informed decision making, and building organisational capability and confidence in the safe and responsible use of AI. A further objective is to establish common governance, assurance and risk management patterns so that AI adoption is consistent, defensible and aligned with DFAT obligations rather than occurring in an ad hoc manner.

Results show improved efficiency and confidence for staff, with faster access to information, reduced manual synthesis, and better visibility of themes in policy. Impacts have been mainly qualitative, informed by user feedback, adoption and usage metrics, and comparative assessments of time spent on common tasks. Measurement has focused on usage analytics, task based comparisons, and structured feedback from users and stakeholders, alongside assurance and risk reviews to ensure responsible use. Over time, the initiative is expected to deliver clearer, measurable reductions in search and analysis effort, broader uptake, and more consistent use of trusted AI tools, supporting better informed decisions and scalable, secure AI adoption.

 

Other relevant details

The initiative has faced challenges around information sensitivity, trust in AI outputs, and integrating new tools into established ways of working. Key risks included inappropriate data handling, over reliance on AI without human judgement, and uncertainty about accountability and policy compliance. These challenges were addressed through controlled pilots, clear use boundaries, strong governance and assurance activities covering security, privacy and responsible use. Human in the loop design, transparency about limitations, and active user engagement helped build confidence and manage expectations. Key lessons include the value of starting with tightly scoped use cases, investing early in risk management and assurance, and treating adoption as a cultural change as much as a technical one. Success depends on leadership support, clear guidance, trusted data, user education, and ongoing governance to enable safe scale and sustained use. Over time, the initiative is expected to evolve from discrete pilots into institutionalised services embedded in everyday workflows. This includes expanding use cases, improving data sources and models, and integrating with core systems where appropriate. With lessons learned and clear controls in place, the approach can scale more broadly across DFAT, providing a durable foundation for future AI‑enabled capabilities aligned to departmental priorities.

About the policy initiative


Category:

  • AI policy initiatives, programmes and projects

Initiative type:

  • AI use cases/projects in the public sector

Status:

  • Active

Start Year:

  • 2025

Target Sectors:


OECD AI Principles:

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Other relevant urls:

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