Voters at Town Meeting in April will face a decision that could fundamentally – and dramatically – change the way Southborough operates. It won’t be an easy decision, and it’s one we all need to get educated about. Here’s one great opportunity to do just that.
Want a printable version of the flyer? Click here. For more information on the town manager legislation, visit the committee’s website at southboroughdctml.weebly.com.
I understand the desire to increase the number of Selectman to 5, in order to reduce the workload on these part-time volunteers. I also understand the hiring of a Town Administrator, to oversee day-to-day operations.
But hiring a Town Manager takes power from the Selectman, who are directly elected officials, and places that power into the hands of a non-elected person who will enjoy that power for 3 years (with the possibility of successive terms). How is this a good thing for voters?
It also generates a larger financial liability for the town in order to provide “adequate” compensation to this Manager-level position. And this in a time when all town departments, including the schools, are being asked for a 1% cut in their budget proposals.
I am having a hard time understanding why the town would want an official Manager, as opposed to a 3 or 5-member Board with an Administrator. I haven’t yet seen a true statement of need. Are there no residents willing to run for Selectman, because the job is too onerous? Is the Town Administrator unable to manage day-to-day operations? What exactly is the concrete problem that would convince the voters of the necessity of adopting this type of administration system?
Tim
Right now most of the department heads report to the BOS not the Town Admin. That is the biggest difference between a TM form of administration and a TA form. This means that the BOS gets intimately involved in town operations. This is quite taxing on the BOS. I give them a lot of grief from time to time but they give the town probably 15-20 hours a month in formal meetings supervising their direct reports.
How much authority we give the TM is a function of the by law. It can be a lot or a little. It can cover departments not currently under the BOS (eg library, planning, assessors, clerk, health) or not.
Like other senior managers in town (TA, DPW Head, Fire Chief, Police Chief) they will typically work on a contract whose term is usually 3 years. The logic behind this, for better and worse, is that a single unpopular decision taken one of these managers cannot result in their dismissal without substantial compensation.
This is in effect the same model the schools have with the Superintendent managing the day to day and the School Committees supposed to focus on policy.
Al, I’ve just read the presentation to the drafting committee (as can be found here:
http://southboroughdctml.weebly.com/background-documents.html). I’ve read several other documents from that link. Not a single one has any quantitative reasons that justify the switch. Maybe there is another document that I haven’t found yet?
Also, please explain why a town with a declining population needs a Town Manager when the current setup at the current population level is stable?
Finally, while there might be “wiggle room” in the bylaws (?), the proposal document (http://southboroughdctml.weebly.com/uploads/8/0/1/7/8017791/southborough_master_draft.01.24.12.pdf) spells out significant powers for the Town Manager. So I’m not sure that point is relevant in Southborough’s case.
Thanks, Al.
Tim, first let me say, I have not seen a more hard working committee in all of my many years in Southborough as this Drafting Committee.
If you go to the town web site, the Drafting Committee has a link on the left hand side of the home page. There is a lot there, that may be very helpful in providing more information and in answering questions, as will going to the information session on Monday evening.
This link may take you to the same place: http://southboroughdctml.weebly.com/index.html
Their work stems from ongoing needs of the town. They were mandated by a warrant article voted in at last years town meeting. It also ties in with the results and recommendations from the Town Governance Study Committee from several years ago that the town proceed to a Town Charter form of government along with a Town Manager and a five member Board of Selectman. Unfortunately, although the original committee got well over the required number of signatures in support of the proposal, too many were disqualified as not being legible and it did not make it to the ballot. As I served on this original committee, I can tell you that almost all of our neighboring towns have gone the Town Manager form of government, many, quite some time ago.
Thanks for the link, Karen. Can you please point me to the document that describes the business case and/or financial justification in detail?
These are good questions. Let me see if I can cover the reasons why the Town Government Study Committee recommended this, and the Advisory Committee and Board of Selectmen unanimously supported the creation of the Drafting Committee last year.
” I also understand the hiring of a Town Administrator, to oversee day-to-day operations.”
Under the law as we are currently organized this doesn’t work well. All the department heads legally report to the Board of Selectmen under the current system, so a huge amount of Board time is taken up with minor matters. For example, the Police Chief recently had to have the selection of a particular person to staff the dispatch desk approved by the Board of Selectmen. This is like having a corporate board for a $40 million company approve the person to be receptionist. A huge amount of these minor matters take up Board time.
“But hiring a Town Manager takes power from the Selectman, who are directly elected officials, and places that power into the hands of a non-elected person who will enjoy that power for 3 years (with the possibility of successive terms). How is this a good thing for voters?”
By removing day to day management burdens from the Board of Selectmen it allows the Board time to provide oversight, to do what a Board should do. Our present system is really a one-level management system in which the Board of Selectmen is the management and there is no oversight board. All managements of operations this size need a Board that has some reflective distance from the day to day decisions. Our present system lacks that. We have seen problems that might have been avoided if we had it. The system we have is more suited to the Town we were 50 to 75 years ago than the $40 million per year entity we are now. All the adjoining Towns have long since switched to this approach. We are the last to make the change. No management system is perfect or can claim to prevent all errors, but the one we have is inappropriate now for an organization of this size.
“It also generates a larger financial liability for the town in order to provide “adequate” compensation to this Manager-level position. And this in a time when all town departments, including the schools, are being asked for a 1% cut in their budget proposals.”
The current Town Administrator plans to retire. The present arrangement is so difficult to operate within that many qualified candidates will not apply for the job as we are currently organized. Attracting the best candidates, getting the most for our money, requires that we have a modern and appropriate structure under which to manage the Town at its current size. We are far better off if we can attract the best candidates with a good structure, than laboring on with an obsolete structure that the best candidates do not want to work under.
Making changes is always hard, but we have to face up to the fact that our current system, dating back to the 19th century, is no longer appropriate for the size we have become. Independent committees here, charged with the responsibility for considering this question, have come to the conclusion that it is time for us to make this change, just as all our neighboring communities have.
So what I’ve read, without trying to be facetious, is that:
1. the Board of Selectman are overworked
2. we cannot find a suitable replacement for Town Administrator
3. other towns have done it, so we should too
I don’t argue the first, but increasing to 5 members should help. I have doubts about the second, especially in our economic climate. The third is not worth discussing further.
I’ll take a deeper look at the reference links provided, but I’m still trying to understand why the voters would want a Town Manager who runs their town without being elected by the townsfolk. One that can make unpopular/unwanted decisions without fear of dismissal by the voters – exactly how often should a Town Manager make such decisions?
Tim, I want to thank you for being the town contrarian on this issue. It very much feels like the powers that be have decided that this is a done deal, and they are just going through the motions to get it done. It feels like there is something larger at play as to why our leaders want this, that I just don’t get. Is it a step forward on the path of removing our town meeting form of government?
I’m not at all against this if it is the right thing for the town I just haven’t heard any argument yet as to what is wrong with our current model. The only two points I’ve heard are everyone else is doing it and we’ve out grown out of our current model. What I need to know is how have we outgrown it?
I’ve had visibility into many different sized companies, and a stable (non-growth) 40 mill company is peanuts. I don’t agree with the analogy, a company of that size generally wouldn’t have layers of management and a board. Distill it down to the real 15 mill as suggested, and I would say that it really does change the argument. Each of that 15 is then divided and has leaders in charge of those budgets, from the police and fire chiefs to the DPW superintendent. Why do we need another layer? Why do we need an oversight board to think at a higher level? Its just a small town.
On the flip side. I’m not sure what the downside is except the cost difference in salary of a town administrator versus the town manager.
I do find it laughably ironic that the board is asking everyone for a budget decrease while proposing this. Isn’t the goal to be doing more with less. Ha!
We need ethics and accountablity and trust! Not an elected official that votes to investigate a situation that they were directly involved in and fails to tell their collegues that they were involved with a reason of “I didn’t do anything wrong” (Pizzagate). Whether he believed what he did was wrong or not, partaking in an investigation you were 1. Part of and 2. already believe what occurred wasn’t wrong was in itself wrong. SB Residents, let’s not forget pizzagate, the Police Chief hiring process with test scores that still have not been disclosed and the many other legal problems that are sure to cost us thousands of dollars in the future. The duty of public service is to serve the public with honor and not self interest. It is to do what is right by the community, not whatever you want because your last name appears on a sign within the town. We need to see the legal bills, investigations and test scores with no redactions, we PAID for it.
Tim, let met take up these points.
1. It is not primarily that they are “overworked”. Because of the structure, they are forced to focus their time on the wrong things. As a consequence of being involved in approving all the details, due to legal requirements, they have neither the time nor the separation from the day to day to be reflective. That is, they are not a “board” they are the management.
2. We can fill the position, but the best people are not out of work. They are working now as Town Managers, and they will not be attracted to come here for a bad structure.
3. The third is worth discussing. It means that what is being proposed is “tried and true”. It is the norm. We are the anomaly. If we were going to do this and no other Town had tried it, or used it for long, the risk of the situation would be very different.
An analogy may help. Most corporations that have revenues in the $40 million range have adopted structures in which there is management, that is legally charged with handling the day to day, and a board that meets periodically with the management and is able to reflect on the larger issues. This is a widely used model because it works, not perfectly, but better than other arrangements. So, voters may want this because it is likely to work better than trying to have a few volunteers be the day to day management.
1. John, I don’t have a problem with the Selectman receiving administrative help. I don’t have a problem with their powers being transferred to another entity. I do have a problem with that entity not be directly tied to the voters. Does the Town Manager have to be appointed? Is there any provision for the Town Manager to be elected upon a 3 year basis?
2. If Town Managers are working for another town, you’re unlikely to attract them to Southborough for a lateral move.
3. Its no more tried and true than the system that is already in place. I’ve yet to read a single quantitative analysis of the benefits and cons of the Town Manager system for Southborough. I think the voters deserve that much analysis.
Tim,
“Does the Town Manager have to be appointed?” I do not know if there is state law on that, but elected officials (Selectmen) do not generally supervise elected officials. So, I think it is not done. It is a good question for the Drafting Committee. I understand your concerns, but this method of an elected board overseeing an appointed Town Manager, rather than having all the department head reporting directly to the Board as we do now, seems to work well in many other places.
2. I think if our “house is in order” Southborough could be a very attractive community to “move up” to for a manager in another town. If we have what is perceived as an antiquated system, one which we ourselves know has problems, then we will have many difficulties.
3. Town Manager is the dominant system for communities demographically like ours now. Every Town bordering Southborough once had the system we have now, and every one has gone to this structure. By itself that would not be a reason for us to change if we didn’t have issues. But, we do.
As for quantitative analysis, that is always my first inclination. If I could pop out an answer to this problem with data and a spreadsheet, I would have done so a while ago. The heart of this, the right organizational structure, is not a quantitative problem. This is a problem for close observation of our issues, looking at how other communities operate, and then judgment. That is what these Study and Drafting committees have done, and I support their assessment.
Although I hope this back and forth we have had here may have been useful to blog readers, I am going to sign off after this, to allow others who have looked at this to respond to you, if you have further questions. Respectfully, John
John,
With the new town government charter will the BofS and town manager have budgetary and supervisory control of the Board of Health, Library and Town Clerk entities?
Does the $40 million referenced include the approx. $27 million for the K-8 schools and the regional high school?
Would responsibility for those budgets fall under the responsibility of the new Town Manager or continue as they are as independent bodies?
Another word for principle is “value.” Whatever values people embrace become the foundation of their intentions and actions. People are judged by what they say and do as well as through what they don’t say and don’t do. To the extent that someone is consistent with his values he is judged as faithful; lack of consistency results in the dreaded label “hypocrite.”
Good Luck
earl,
The question you raise about how much to count is complicated. Town Hall raises all the money, pays all the bills, does all the accounting. It buys all the benefits insurance for school and town employees, however it does not control the direct spending for K8 or Algonquin. You could argue therefore that the $40 million I was using ought be stated as $15 million, if you want. It does not change the conclusion. The fact remains that the Town has outgrown our management structure, and this fact became apparent quite some time ago. $15 million businesses are not run by their part time boards. They have a manager to run the day to day and a board to give policy guidance and review.
I serve on Advisory Committee now, and I served on it in the 1985 to 1990 period, 25 years ago. Our population then was half what it is now. I think the $40 million now was around $8 million then. Janice Conlin was our Town Administrator then and now serves on the Drafting Committee for this legislation. Reflecting on our history, those would have been the right years to have made this change. The problem was visible then, but not so crippling. We would have been just ahead of the grave need which arose with our population doubling of the 1990’s.
Tim
If the Town Manager were to be elected then he/she would be a Mayor. I am not sure if that is what you want, perhaps it is. I believe in normal practice the Town Manager is appointed and managed by the BOS so there is oversight by elected officials. I believe that the BOS will still manage the Controller (I think this is a state requirement to provide financial checks and balances).
If you feel strongly that a TM should receive some form of voter ratification then I could suggest that you offer an amendment that requires that the TM’s contract be ratified by Town Meeting. (It may be required now but I am not sure).
As for the quantitative analysis, I think you have a solid point. Those that believe this is a good move should be prepared to make the case as to why this change is good for citizens and taxpayers. I will offer one suggestion.
Each Selectperson is paid a very modest stipend (I think it is $500). Given the number of hours they work and managerial responsibility this gives parsimony a new definition. I have advocated in the past that we should pay for value received and that each Selectperson should receive between $10,000 and $20,000 for the part time job they undertake on our behalf. Many of these responsibilities would be transferred to a TM lightening the burden on the BOS and making the $500 a fairer rate of compensation.
They run for election knowing this, correct?
Jason
Actually I think it is a shock for first term selectpersons. I have heard that more than once from a first termer. Of course if you run for reelection that is a different matter.
Tim,
The questions and concerns you raise are important and valid. My mindset was nearly identical to yours up until May 2010. Since I have been a selectman, however, I have been directly involved with the governance of the town, and my thoughts on the form of government have changed. I will try to addresses those important questions from the perspective of my direct experience. I apologize for the length of this message, but I believe this matter is one of the most important issues that has faced our town.
First, I think we all need to agree and understand that, just with the town administrator (“TA”) form of government, a town manager (“TM”) form of government is not perfect. The question that needs to be addressed is whether a TM form of government is more effective, efficient, and ultimately in the best interests of the residents in town.
One problem with the current form of government that has not been mentioned relates to the role and responsibilities of the TA. The scope of the TA’s responsibilities is based upon the configuration of the Board of Selectmen (“BOS”). Based upon the composition of the BOS, the TA’s responsibilities vary. A BOS that believes it should be directly involved in the day-to-day operation of town departments results in less authority being given to the TA. On the other hand, a BOS that believes the department heads should run their departments and report to the TA, more authority is given to the TA. As the leadership style of the BOS changes, so does the authority of the TA. From a management perspective, this causes many problems. It results in inconsistent messages, unclear direction, personal influence based upon relationships, differing philosophies, and impacts the delivery of services.
A TM’s role is clearly defined. There are no questions about authority regardless of who may be sitting on the BOS. How decisions are made and who makes them is no longer fluid. Decisions can be made timely and with consistency. The BOS remains ultimately responsible for these decisions, and any important personnel decisions will inevitably involve extended discussion. All policy decisions remain the sole providence of the BOS.
The current form of town governance was implemented in the colonial days. This form of government involves the popular election of three volunteers to become selectmen. In colonial days, these volunteers were men who were typically self-employed and whose work was done within the borders of the town. Their responsibilities included the day-to-day management of all aspects of colonial town governance. The town was a close-knit community consisting of people who were truly neighbors. Those were the “good ole days” where everyone knew your name and neighbor cared about neighbor.
Today, the concerns of town governance are much larger and more complicated. The demands on the selectmen are no longer narrowly focused on the colonial concerns within the town. There are numerous departments, committees and personnel to oversee. Taxes collected are insufficient to cover costs associated with running the town. Federal and state aid continues to shrink while residential pressure demands increased municipal services. With all of these changes and complications in town governance, we exist in a changed community in a modern day that is trying to maintain a colonial style of government that is no longer able to meet the needs of the community. I hear many people pining for the good ole days, but they are long gone. Free time is a coveted commodity held closely and parsed out sparingly.
It is because of these changed times and the continuously increasing demands on local town government that a change in the form of government in Southborough is needed. A full-time professional employed in a central management position to run the day-to-day business of the town as directed by the selectmen is long overdue.
Let me offer one illustration. The budgeting issues facing the town do not just include a lack of funds; they also involve a lack of time and knowledge required for proper budget planning. There is a lack of inside knowledge by any one individual or board of each department’s workings. In addition, there is a lack of communication amongst and between the various departments which makes it nearly impossible to properly plan the needs of the town overall. A TM would be a salaried employee who reports directly to the BOS, which is sort of analogous to a corporation that has shareholders. A TM could take an immediate and lead role in providing the type of financial coordination and analysis needed by town policy-makers to make informed decisions. In the context of the town’s limited revenues and ongoing cost pressures, there is a heightened need to operate in a forward looking and cost-effective manner. The TM could prepare a balanced budget proposal, for all town departments, and present it to policymakers. The TM, with input from the BOS and Advisory, could prepare a five year forecast and direct the capital planning process. Such a multi-year forecast would be useful in revealing budget problems and formulating long-range plans such as capital funding decisions.
Presently, we myopically prepare annual budgets without essential future forecast and impact. We reduce budgets and increase other budgets based upon the art of advocacy and self-interest and not as a result of comprehensive departmental review. We fund operational budgets with nonrecurring revenue without analysis of future impact. The budget decisions we make today have tremendous impact on the future of the town. The residents of the town deserve to have these decisions professionally made with a full understanding of both current and future impact.
Increasing the number of selectmen from 3 to 5 signals not only the importance of revising the role of the BOS but also increases representation and provides a greater system of checks and balances. It will make it easier for more people to run for the office because the burden on individual selectmen will be lessened. It will increase the experience, expertise and diversity of the Board. It will also allow individual selectmen time to be in closer communication with boards and committees.
The majority of my time as a selectmen has been spent on discussing, reviewing and making management decisions. This takes an inordinate amount of time, and leaves very little time for discussion and debate on policy issues that are important to the town today and into the future. Many long-term issues need to be discussed, yet the BOS is required to manage daily operations. I beleive residents would prefer electing people to the BOS based upon that person’s present and future vision of our community as opposed to their ability to manage day-to-day operations.
Tim, I have come to the realization that our town government must be professionally managed. Town government must emphasize customer service, must provide a coordinated delivery of municipal services, must be fiscally responsible, accessible to all citizens, foster citizen participation, and, perhaps most importantly, be proactive instead of reactive.
In closing, I want to echo Ms. Muggeridge’s comment about the work of this committee. They have been charged with one of the most important committee objectives in this town’s history, and they have embraced that challenge and have produced a document for review that addresses some of the most important issues in our town. Is it perfect? No. Will it benefit the residents and allow it to operate proactively for decades to come? My answer is an unqualified, Yes.