The final Charter Commission report does not remedy what is wrong with our current charter. The Charter Commission did not achieve its most basic goal of listening to you and following your lead. Local government belongs to us all. Thirty two months ago concerned citizens began collecting signatures to exercise their constitutional right to ask you to convene a charter commission. By a 3-1 margin you voted for a commission and you elected a majority of commission members who publicly favored an elected chief executive. Despite your preference the commission conducted a process which upheld the status quo. The proposed charter is at best an incremental and token advance.
The final report states that the current Council/Manager form of government was still the best….. “It has worked well for us over the years and should be preserved.” This and other arbitrary statements seek to justify the commission’s timid decision to keep our current form of government. Did petitioners sway 7000 voters to sign the charter petition to support the status quo?…No. Did thousands of Barnstable voters support electing a Charter Commission to preserve the foundation of the council/manager form of our current charter?….No. They took these actions because they saw something fundamentally wrong with our current charter, after virtually no change in twenty years. Media and government officials characterized the Charter Commission as just another town committee routinely charged with updating our town charter. On the contrary, Superior Court Justice Robert J. Kane called this process a “constitutional convention” and thus an instrument of the people. Judge Kane ruled that…“A Charter Commission is not internal or subordinate to a town but rather external and independent. Deriving its authority from the Massachusetts constitution and legislative enactment, a Charter Commission autonomously examines a town’s organizational arrangements, considers alternative forms and proposes structural changes. A Charter Commission’s external and independent authority categorically differentiates it from a town’s office….” Unfortunately, Charter Commissioners chose a conservative, subordinate role to town government by deferring to the town’s legal department, employees of the town manager, thus squandering their independent authority. They didn’t fulfill their legally defined role.
Throughout the 32 month process voters expressed their desire to regain ownership of the executive branch. Proposed charter Section 1-3 Division of Powers states: “All legislative powers of the town shall be exercised by a town council. The administration of all town fiscal, business and municipal affairs shall be vested in the executive branch headed by the Town Manager.” How are these branches divided when the town council hires and fires the town manager? Don’t capable voters deserve the right to elect their chief executive? Why does the final report define the elected council presidency as the highest town office while the proposed charter maintains the chief executive role of the town manager?
Many believe commissioners prematurely rejected the idea of electing the chief executive. My motion to elect the chief executive, although timely and appropriate, was summarily dismissed. The chairman and consultant said it was too late to make such a change. Yet I made this motion at the meeting held the day after the second required public hearing. Public input naturally followed publication of the preliminary report to insure its inclusion in the final report. This begs the question whether the commission sincerely intended to honor the publics’ wishes.
Is a part-time town councilor beholden to a town manager’s power in controlling town resources? Section 1-3 places the town manager in the top government office in this proposed charter. Since the full-time town manager is the most powerful why does it make sense to have part-time town councilors serving a supervisory role over the manager? Is it realistic to expect the newly elected part-time $25,000 per- year council president to be an effective supervisor of the full time $135,000 per-year town manager? Councilors are subject to term limits which do not apply to town manager’s contract extensions. Therefore, as councilors often change every 4 years the manager serves longer which adds to the managers’ superior authority. Since the manager’s evaluation is not conducted in public, as was originally recommended by the consultant, the written evaluation legally becomes part of the private personnel file of the town manager as a town employee. Wouldn’t you prefer an elected chief executive whose administration you could evaluate at every election, thus providing the greatest level of transparency and accountability? Eighty nine percent of residents polled in a professional survey did.
Almost all public testimony criticized the elected council president. Speakers felt this new position further entangles the legislative and executive branches. This entanglement represents the most fundamental flaw in both our current and the proposed charters. Only two Massachusetts cities independently elect their council president. According to their city councilors their communication is restricted to the council president which prevents them from influencing the town manager. There are several proposed changes which would improve our government. Sadly however, the failure to squarely tackle the question of electing the chief executive represents a fatal flaw at the core of this governing document. If you defeat this proposal we may have an opportunity to support a ballot question asserting our desire to elect our chief executive.
Respectfully Submitted,J. Gregory Milne
May 1, 2009


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