October 13, 2026 by Jeffery Travis
For many local government leaders, artificial intelligence still feels like something on the horizon. In reality, it has already arrived.
AI is no longer limited to standalone tools like ChatGPT. It’s increasingly embedded in the software municipal employees use every day, including email platforms, office suites, meeting transcription tools, design applications, and even vendor-provided finance, HR, and permitting systems. As a result, many towns may already be using AI without having formally discussed it at the board or leadership level.
That creates both opportunity and responsibility.
Used appropriately, AI can help town staff draft documents, summarize information, create communications, organize data, and improve efficiency. But it does not replace municipal oversight, public accountability, records requirements, accessibility obligations, or sound decision-making. Those responsibilities remain firmly with the people serving the public.
The most successful towns will approach AI with intention, taking time to understand where it is already being used, establishing practical guardrails, and adopting it in ways that support both innovation and accountability.
One of the biggest misconceptions about AI is that it should be making decisions. In most municipal environments, that’s exactly what it should not do.
The greatest value often comes from using AI as an assistant for routine, time-consuming tasks such as:
Notice a common theme: AI can help create a first draft, but a person remains responsible for reviewing, validating, and approving the final product.
Think of AI as a staff resource that helps people work more efficiently, not as a replacement for professional judgment.
Many town leaders believe they’re avoiding AI risks simply because their municipality hasn’t formally adopted a tool. The reality may be more complicated.
Employees may already be experimenting with free tools. Vendors may be introducing AI-powered features into existing software. Meeting platforms may automatically generate summaries. New functionality is often activated through routine software updates rather than a deliberate implementation process.
That’s why one of the first questions leaders should ask is simple: Where is AI already being used in our organization?
Before creating policies or approving new initiatives, towns need visibility. Without it, they’re managing assumptions instead of risks.
AI presents many of the same governance challenges municipalities already face, but often at greater speed and scale.
Among the most important areas to evaluate are:
1. Data confidentiality: Sensitive financial, personnel, legal, or resident information can inadvertently be entered into unapproved tools.
2. Records management and FOIL considerations: AI prompts and outputs may be subject to retention, search, disclosure, and records management requirements.
3. Accuracy and legal risk: AI-generated content can sound authoritative while still being incorrect.
4. Accessibility and translation concerns: Automatically generated content must still meet accessibility standards and be reviewed for accuracy.
5. Vendor and embedded AI risk: New features may appear within existing applications before privacy, records, or security implications are fully understood.
6. Cybersecurity considerations: New systems create additional access, monitoring, and incident response obligations.
7. Bias and due process concerns: Decisions affecting residents require transparency, fairness, and meaningful human review.
8. Overreliance on AI-generated content: Staff may gradually begin treating AI output as authoritative rather than advisory.
The good news is that responsible AI adoption doesn’t require a major technology initiative. In fact, many municipalities can start with a relatively simple framework:
One lesson consistently emerges from discussions about municipal AI: technology decisions are ultimately governance decisions.
Whether a town has 3,000 residents or 300,000, leaders must determine:
The exact structure may vary by municipality, but accountability cannot be outsourced to a vendor or delegated to an algorithm.
AI is becoming an increasingly common part of the tools and technologies that support municipal operations. As towns explore where it can add value, the focus should remain on understanding how AI is being used, establishing appropriate guardrails, and maintaining clear oversight. Throughout that process, one principle should remain constant: AI can support the work, but people remain accountable for the decisions.
If you have any questions or are interested in learning more, we are here to help. Please do not hesitate to reach out to discuss your specific situation. And to learn about our AI Services, visit the Artificial Intelligence Services page.
This material has been prepared for general, informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Should you require any such advice, please contact us directly. The information contained herein does not create, and your review or use of the information does not constitute, an accountant-client relationship.
