Residents debate changing top job at Town of Meredith

MEREDITH — Residents did most of the speaking Monday night, during a forum exploring a change to the local government's top job. 

Nearly 30 people were at the selectboard meeting, with the sole item on the agenda the presentation by Town Manager Judie Milner, followed by a discussion.

Those who weighed in included a pair of retired department heads — one being former Public Works Director Mike Faller, who submitted the advisory, petitioned article to change from a town manager to administrator, which passed at Town Meeting, and got the ball rolling.

Differences

Milner said the presentation served as a “conversation-starter for the group,” and will be posted online for reference. While she said it may not answer every question, it would springboard ideas and discussion, and help the public understand the differences between the two jobs.

The town manager is established under state law, while a town administrator is usually created by local policy, personnel ordinance, or the selectboard. The manager has statutory powers and duties under state law, while the administrator has no independent statutory authority, unless delegated by the selectboard.

The manager also serves as the chief administrative officer of the town, with Milner relating it to a CEO, and the administrator acts primarily as an adviser and administrative assistant to the selectboard.

A major difference is hiring and firing authority, as the manager has authority to hire, discipline and fire employees. Under the administrator, the selectboard retains authority, and the administrator typically makes recommendations.

A manager has direct supervisory authority over departments, while an administrator coordinates departments on behalf of the selectboard. For contracts, the manager is often authorized to negotiate and execute. The administrator’s role is often limited, and contracts are signed by the selectboard.

The manager also has the statutory responsibility of preparing and presenting a budget, while the administrator normally assists in its preparation.

A manager implements policy, and will often exercise broader executive direction, as opposed to an administrator, who implements things under selectboard direction. The manager also has full operational management, compared with an administrator’s coordination role.

The presentation also stated the manager is accountable to the selectboard, with independent statutory authority, and an administrator directly depends on selectboard delegation.

A manager job is adopted under state law, and an administrator can exist under a traditional selectboard and Town Meeting form of government.

The manager is often hired by larger or more administratively complex towns, and administrators in smaller communities. There are 23 towns with a manager across the state, and Meredith ranks 12th in size. Faller said about 180 towns have an administrator.

Another difference is the manager is more policy-focused, while an administrator is more hands-on with operations.

The manager typically has centralized purchasing authority, while an administrator is often limited.

Milner said a typical role for an administrator includes coordinating day-to-day operations, assisting with budget preparation, managing agendas and board communications, acting as a liaison between departments and the selectboard, implementing board policies, overseeing purchasing and personnel functions, preparing warrants and reports, and assisting with strategic planning and projects.

The manager has authority to organize town departments; appoint and remove employees and officers; supervise municipal operations; prepare and administer budgets; advise the selectboard; oversee contracts and purchasing; and manage property and operations.

Discussion

Resident Mark Billings simply asked, “Why now?”

Selectboard member Jeanie Forrester recommended the petitioner speak so the public knows the background on the request.

Faller retired in December, after almost 29 years as public works director, working under several managers.

“What I had seen over the years was that we as department heads were somewhat stifled, and held back, on certain things,” Faller said. “We had to fight for our budgets. We got some of the budgets. And right after Town Meeting, I was told, 'We’re going to hold $100,000 out of your paving budget.' Which to me, wasn’t fair to the taxpayers.”

Faller said the selectboard knew nothing about this. This happened for years, he said, and he calculated as much as $2 million raised by taxation and held back, instead of going to maintain roads, over 15 years or so.

He also thought the selectboard has been always in “reactive mode,” as there have often been last-minute changes. Faller thought the manager wasn’t communicating with the selectboard, and the department head would have, if given the opportunity. Faller also said he was told by managers he would be reprimanded if he brought certain ideas to the selectboard involving the new public works facility.

Faller said while the new public works facility is a nice building, he didn’t think it was in the right spot, which he said from Day 1.

“To answer Mark’s question, 'why now?', there’s plenty of other municipalities around the Lakes Region that have a town administrator,” Faller said. “It works. It opens up the transparency between department heads, the administrator, and the selectboard. It really gets a discussion going, and people can express their concerns, whether it is good or bad.”

Rhetta Colon said she has been a library trustee for many years, including as chair, and there were times she would send communications she thought were getting to the selectboard that ultimately did not. She called it a “breakdown in communication,” which got in the way of getting things done. However, she wasn’t sure if this was a result of the structure, or instead personalities.

Colon understands the work and time that goes into the volunteer roles, and she wondered if changing the form would put too much on the selectboard members’ plates.

Bob Manley, resident and owner of Hermit Woods Winery & Eatery, continued to be a voice against the change, as he has since Town Meeting. He said to put the responsibility of the day-to-day management on the selectboard doesn’t seem practical in a town this size and complexity. He noted the town manager brings expertise that may not be in the wheelhouse of a selectboard member.

“The selectboard should members should focus on policy, vision, oversight, and not day-to-day administrative responsibilities for running the town,” Manley said.

Dean Cascadden is a former school superintendent, and said his best boards gave him direction and vision as a collaborative team. He asked if the manager role gives a leg up on recruitment, or which title gives the best opportunity to hire the best person.

Forrester said this depends on the community, and pointed to Gilford, saying their administrator has been there nearly 20 years. She said Gilford is much like Meredith, and she would disagree with any notion an administrator would be less qualified than a manager.

“If it is a community with a great reputation and a desirable community, I think you’re going to attract, whether it is a town administrator or town manager,” Forrester said.

Forrester herself has served as an administrator in Tilton, Tuftonboro, and New Durham.

Meghan Theriault, who is public works director in Gilford and a resident of Meredith, was in favor of a change, and said the format works well in Gilford.

Nikki Harding said before Town Meeting, she spoke with Dave Caron, a former administrator of Gilford, who has been a manager in other communities. She said he would recommend keeping the manager role in Meredith, and her thought was to bring him, or others who have been in both roles, to provide feedback.

She also noted she kept hearing about the lack of communication between the board and manager, and maybe there are ways to improve this. Selectboard Chair Steve Aiken invited any department head to speak with the selectboard, calling it an “open invitation.”

Vint Choiniere, who retired last year after nearly three decades running the parks & rec department, said he appreciated the invitation, but this has not been the case under managers he worked with.

“I appreciate that invitation, but I can tell you straight out, and so can every other department head here, that is not shared by every town manager, and that’s my biggest concern,” Choiniere said.

Choiniere said he served as a parks & rec director for 41 years, in three towns, with 37 different selectboard members, nine managers, and two administrators.

His concern is residents, board, and staff are under the manager in that government form. He was not speaking against the form, he said, but the fact they are at the mercy of the leadership style of the manager. Choiniere said he’s had similar instances as Faller, including once where he faced consequences.

“I came to this meeting one time a few years ago, because I could not step on my tongue,” Choiniere said. “I felt that it was important that I came, spoke and shared the facts. I was formally reprimanded for doing that.”

Choiniere did not provide a specific instance, or which manager reprimanded him.

After about an hour of discussion, Milner spoke.

“I hear a lot of things tonight, and I would not want to work for that kind of town manager either,” Milner said.

She recommended steering away from looking at personalities, and noted selectboards can remove managers. State law protects the manager from the politics over the administrator role.

“This manager isn’t that manager, and taking the personalities out of the equation and looking at the technicalities between the two positions is the way, I think, the public should go.”