Agenda

Conventional wisdom tells us that every politician has an agenda. Usually, it's a secret - if not nefarious - plan that, if revealed publicly, would result in the politician being run out of town at the end of a pitchfork.

I've previously written about my own agenda, which is neither secret, nor nefarious.

The charter is the town constitution. It outlines how our government is structured and provides a blueprint for how it should be run. Regarding the latter, there are a lot of things the Board is required to do, but for whatever reason, it doesn't do them.

So, if you want to know my agenda, read the charter.

[an aside...for those unfamilar with the § character, this is the legalise abbreviation for "section", so §C3 = Section C3]

Under §C3-2.A. the Board sets policy. Basically, this is the Board's way of making law. We began attacking this last week, but there is much work to be done. A lot of our policies haven't been reviewed in more than a decade, and there are a number of draft policies that need to be reviewed and acted-upon.

§C3-3.C. and §C8-3.C. is the oft neglected budget policy statement, due by November 1st. There is a lot of interest to do more with the budget.

§C3-3.A. requires the Board to develop a long-range plan. This is the 5-year strategic plan which is the object of the Board's annual retreat. Last year, we started this, but didn't finish.

§C7-2. defines a number of boards, committees and commissions, including the Board of Assessors, Conservation Commission, Board of Health, Council on Aging, Historical Commission, Recreation Committee, Waterways Committee, Beach Committee, Human Services Committee, Zoning Board of Appeals, and Historic Districts Commission. §C7-2.C. requires that these boards meet with the selectmen at least once a year. Last year, the selectmen talked about issues-based meetings; since we must meet with these boards, they are good candidates for such meetings.

Meetings are also required by §C3-3.B. - in this case, the Planning Board (at least two meetings/year).

§C3-7.E. Requires that the Board keep liaison with all boards, committees and commissions. These are the liaison assignments that the Board discusses every year.

One piece of unfinished business is §C5-9.A., the town manager's evaluation. Several months ago, the Board agreed that the current evaluation process is inadequate. So, our procedures and criteria for the evaluation will probably be adjusted in the coming months.

Speaking of the town manager, there was that proposal a few months back to combine the treasurer and collector positions. §C5-7.A. requires approval of the Board for any establishment, reorganization, consolidation or abolishment of "any division, department or position under the Manager’s direction and supervision." Likewise, §C5-7.B. requires the approval by the Board for the "creation of any additional permanent, compensated position." As with the evaluation, we'll likely revisit this, but in more depth.

There is also §C5-3.B.(4) which requires the town manager to keep the Board appraised of "all departmental operations, fiscal affairs, general problems and administrative actions..." Note that it refers to all departments. Frankly, there have been deficiencies here. During my tenure on the Board, we've heard from some departments, such as the DPW, as many as four times a year. Other departments, such as Inspectional Services, have never been before the Board at all.

There are a few parts of the charter, such as §C9-9.A., which aren't typically invoked. This particular section requires that a Bylaw Revision Committee be appointed every five (5) years beginning in 1990. Do the math...it's 2010.

The last part of the charter worth mentioning is §C3-2.B., which directs the selectmen to recommend "major courses of action to the Town Meeting."

In other words, provide leadership.