Read the Article in JPHMP
In a recent Management Moment column “Artificial Intelligence and the Practice of Public Health,” Dr. Edward Baker and Dr. David Ross issue an urgent and timely call for public health leaders—especially those working at the local and state levels—to engage proactively with artificial intelligence (AI). As frontline challenges mount and resources dwindle, the authors argue that AI offers not a distant future vision but a practical and immediate toolset to enhance impact, efficiency, and communication in public health practice.
A Leadership Imperative
The column emphasizes that public health leaders must take ownership of exploring and guiding the use of AI, rather than waiting passively for solutions to emerge. This moment presents an opportunity to define how AI supports—not supplants—the human workforce that serves our communities. With the public health system under increasing pressure from budget cuts, workforce shortages, and public distrust, the integration of AI can help leaders “do more with less” while preserving essential human connection and judgment.
Three Key Areas Where AI Can Help
1. Improved Communication
Public health messaging is often complex and must reach diverse audiences with different languages, literacy levels, and cultural contexts. AI can help tailor and translate communications to ensure greater relevance and clarity. For example, generative AI tools can rewrite key messages for different reading levels or translate outreach into multiple languages. This customization can improve trust and increase the uptake of vital information—especially during crises.
AI also has potential in combating misinformation. By analyzing trends on social media, AI tools can help leaders identify false narratives and respond quickly with accurate, targeted content. As the column notes, this can enhance the persuasive power of messages directed toward both the general public and key decision makers.
2. Enhanced Organizational Efficiency
AI can reduce the burden of routine administrative tasks, such as drafting meeting minutes or conducting basic data entry. By automating these low-value tasks, public health professionals can spend more time on strategic efforts and community engagement. In high-volume activities like restaurant inspections or data monitoring, AI-enabled systems can streamline operations without compromising oversight or human judgment.
The authors also suggest that AI might improve organizational management over time by supporting more effective delegation, conflict resolution, and decision making through predictive analytics and simulation tools.
3. Innovative Approaches to Public Health Practice
AI is particularly well-suited to improve data acquisition, integration, and analysis. This can unlock new insights into community health trends, enable faster response times, and enhance public health surveillance. Tools that use AI to analyze population health data can help leaders better understand disparities, predict outbreaks, and evaluate the effectiveness of interventions.
Training and Education Are Critical
One of the strongest messages in the column is the importance of preparing the workforce. The authors caution against a “tech-first” approach, urging that education and strategic planning come first. They propose the creation of a national Public Health AI Academy—an initiative modeled after the successful Public Health Informatics Institute’s training programs. This academy could provide scalable, distance-based learning tailored to public health professionals at all levels.
In the short term, the authors recommend adding AI-focused sessions to national and regional public health conferences (such as those hosted by NACCHO, APHA, and ASTHO) to build awareness and momentum. CDC is also encouraged to take an active role in sponsoring such educational opportunities.
A Cautious but Hopeful Path Forward
Importantly, the column does not ignore the risks. AI must be used ethically and responsibly, and there is a clear need for legal and regulatory frameworks to guide its application in public health. However, the authors argue persuasively that inaction is the greater danger. The time has come for public health leaders to understand both the promise and the pitfalls of AI and to shape its use in ways that empower—rather than displace—our vital public health workforce.
As emphasized in “Artificial Intelligence and the Practice of Public Health,” the age of AI has arrived. Public health leaders must not stand on the sidelines. Instead, they should lead the charge in exploring how these powerful tools can support the essential mission of improving health and equity for all.
