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Upcoming Events
For more information or to register for an event, visit our online Calendar of Events at www.nhmunicipal.org. If you have any questions, please contact us at nhmaregistrations@nhmunicipal.org or 800.852.3358, ext. 3350.
SEPTEMBER
Labor Day Holiday (NHMA Offices closed)
Monday, September 6
The Academy of Good Governance – Class 3: How to Run Effective Meetings
Wednesday, September 8 5:00 pm – 7:00 pm
2021 Budget & Finance Virtual Workshop
Tuesday, September 14 9:00 am – 3:00 pm Cost is $70.00 Sponsored by Municipal Technology Systems
2021 Municipal Land Use Law Virtual Conference
Saturday, September 18 9:00 am – 3:00 pm Cost is $100.00
Hard Road to Travel Virtual Workshop
Wednesday, September 22 9:00 am – 12:30 pm Cost is $55.00
The Academy of Good Governance – Class 4: Understanding Employee Benefits
Wednesday, September 22 5:00 pm – 7:00 pm
Investing in Water & Wastewater Infrastructure for Long-Term Benefits for New Hampshire
Tuesday, September 28 12:00 noon – 1:00 pm
OCTOBER
The Academy of Good Governance – Class 5: Preventing Discrimination
Wednesday, October 6 5:00 pm – 7:00 pm
Columbus Day Holiday (NHMA Offices closed)
Monday, October 11
A Look at the New Housing Appeals Board Webinar
Wednesday, October 13 12:00 noon – 1:00 pm
Right-to-Know Law and Governmental Records and Public Meetings Virtual Workshop
Thursday, October 14, 2021 9:00 am – 1:00 pm Cost is $55.00
Right-to-Know Law Virtual Workshop for Law Enforcement
Wednesday, October 20, 2021 9:00 am – 12:00 pm Cost is $55.00
The Academy of Good Governance – Class 6: Managing Your Public Entity’s Liability Risk
Wednesday, October 20 5:00 pm – 7:00 pm
Please visit NHMA’s website @ www.nhmunicipal.org frequently for the most up-to-date event and training information. Thank you.
Advancing Racial Equity in Local Government
In the wake of the 2014 unrest in Ferguson, Missouri, the National League of Cities (NLC) created the Race, Equity, And Leadership (REAL) initiative to strengthen local leaders’ knowledge and capacity to eliminate racial disparities, heal racial divisions, and build more equitable communities. REAL offers tools and resources designed to help local elected leaders build safe places where people from all racial, ethnic, and cultural backgrounds thrive socially, economically, academically, and physically. Since its inception, REAL has developed a portfolio that includes training, technical assistance, assessment work, and capacity building for city leaders.
This work has connected REAL to leadership in over 400 cities — to leaders who are committed to using an equity lens in the design and delivery of city services and to pursuing equitable access to those services for all residents.
The Present Reality
Our nation’s cities are currently grappling with overlapping crises, not one pandemic but two: the long-standing pandemic of systemic and structural racism and COVID-19. With the virus, data quickly emerged highlighting significantly disproportionate numbers of infection and mortality for Black, Indigenous, and people of color (BIPOC). Heightened awareness of these disproportionalities became a spotlight on racial inequities. When George Floyd was killed while handcuffed and in police custody on May 25, it became a moment of reckoning. COVID-19 is the virus; system failure is the crisis.
The confluence of these two pandemics has sharpened the resolve among many city leaders to undertake the hard work of racial equity. NLC REAL is responding to inquiries, helping cities assess their readiness and define their desired outcomes.
The Data
Data on disparities based on race undergird REAL’s approach to our work with cities, including the content and design of our training, assessments, technical assistance, and capacity building. Race is the single greatest predictor of one’s success in this country, and the data consistently bear this out. From infant mortality to life expectancy, race predicts how well one will do. In education, employment, housing, health, and criminal justice, the data for BIPOC are clear and inform the reality.
• By July 11, 2020, the Centers for Disease Control and Prevention (CDC) COVID data tracker reported that in the United States 34 percent of cases and 17 percent of the deaths were among Latinx people, who make up 19 percent of the U.S. population; 20 percent of cases and 23 percent of deaths were among Black people, who make up 13 percent of the population; and 37 percent of cases and 50 percent of deaths were among white people, who make up 60 percent of the U.S. population.
• In 2017–18, the National Center for Education Statistics reported that average graduation rates for white public high school students (89 percent) were 10 percentage points higher than the average for their Black peers (79 percent).
Ivy Taylor, former mayor of San Antonio, Texas, shares a warm moment with youngsters from her city participating in the My Brother’s Keeper program. San Antonio took action on several fronts to dismantle all forms of racism within its city government and is working to advance equity and justice.
• Pre-COVID, the Economic Policy
Institute data showed that “Black unemployment is at least twice as high as white unemployment at the national level.”
• Early in 2020, the Urban Institute reported that “the gap between the Black and white homeownership rates in the United
States has increased to its highest level in 50 years, from 28.1 percentage points in 2010 to 30.1 percentage points in 2017.”
Less than 50 percent of Black individuals own their homes while nearly 75 percent of whites do.
• In 2017, the CDC reported that life expectancy for Black individuals is 3.5 years less than for whites.
• The Pew Research Center reported in 2017 that the imprisonment rate for Black people in the U.S. was six times the rate for whites.
• In 2015, the New York Times reported, “FBI’s Supplementary
Homicide Report showed that 31.8 percent of people shot by the police were African-American, a proportion more than two and a half times the 13.2 percent of
African Americans in the general population.” Using every measure for individual success in this country, it becomes clear that our BIPOC communities face extraordinary barriers.
City Examples
Nationwide, city leaders and staff are making a concerted effort to address the racial inequities in their communities. For many city leaders, it can be hard to know where to begin the work, or what to model their programs on. With the generous support of the W. K. Kellogg Foundation, NLC REAL compiled profiles of 12 cities that have made a commitment to addressing racial equity in a unique way. By documenting and sharing the strategies of each city, NLC hopes to create a platform that makes it easy for city leaders and staff to learn from each other and develop strong networks of communication. Four examples are highlighted here.
Grand Rapids, Michigan In response to a Michigan Department of Civil Rights report on the economic impacts of racial disparities in the city and Forbes magazine listing Grand Rapids as one of the worst places economically for African Americans in the nation, Grand Rapids developed a citywide effort in 2015 to improve racial equity.
Grand Rapids developed its own racial equity toolkit, tailored to local needs, that is used during the budget process and to address racial equity in other city processes and projects, including continuous improvement process
City of Long Beach Mayor Robert Garcia, center, gathers with youths as part of the My Brother’s Keeper program, which focuses on tackling disparities to improve outcomes for boys and men of color.
RACIAL EQUITY from page 9
planning and improving the future state of services, programs, and economic incentives.
Mayor Rosalynn Bliss started Grand Rapids’ racial equity work during her first year in office in 2016. The first two years of the city’s work included a focus on community power building and the development of racial equity tools.
The city’s annual Neighborhood Summit elevates residents’ voices and provides meaningful support for community members to understand their own power and build power collectively.
The City Manager’s Office is developing accountability measures to build on the city’s racial equity toolkit and embed racial equity as a lens throughout its continuous improvement processes.
San Antonio, Texas In 2017, San Antonio, Texas, was ranked as one of the most unequal cities in the country by the Economic Innovation Group. Recognizing the ranking and the history of segregationist policies that led to it, San Antonio’s leaders have made significant strides to reconcile the city’s past with an equitable future for its residents through the San Antonio Office of Equity.
Today, the Office of Equity works within city government to dismantle all forms of racism, supporting city departments’ responses to equityrelated community needs during the COVID-19 pandemic. The office also tracks and helps advance the nationwide movement for racial justice by providing technical assistance and training to city departments, using tools including the Equity Rapid Response Tool, the Racial Equity Indicators Report, and the Equity Matrix.
City leaders took steps to recognize the way neighborhoods have been shaped through exclusionary policies based on race. The Office of Equity is working with city leaders and departments to utilize an Equity Impact Assessment for budget decisions.
San Antonio embraced a partnership with SA2020, a nongovernmental organization developed through a community visioning process, which helped the city develop and track metrics to both extend the local government’s capacity and hold it accountable.
The use of an Equity Impact Assessment, including historical context, led the mayor and city council to approve a new allocation of street maintenance funds that account for historic inequities while distributing resources equitably among all council districts.
Tacoma, Washington For the City of Tacoma, the push toward racial equity demonstrates the power that lies in the hands of concerned residents. Over a year before the city government took public action, community members urged local leaders to analyze the racial disparities in Tacoma’s hiring practices. After examining the lack of adequate representation in both race and gender among city government employees, leaders knew that a change was needed. With community members acting as catalysts, Tacoma has become dedicated to the cause of equity and empowerment for all residents.
Tacoma took stock of how important racial equity was to residents when it came to accessing city services and infrastructure. A resounding 71 percent of those polled noted that this issue was important to them. The city began developing the Equity and Empowerment Framework, a plan to make equity a consistent guiding principle citywide. The plan also laid out clear goals to guide the city’s work.
Tacoma created the Office of Equity and Human Rights to implement the policies laid out in the Equity and Empowerment Framework. The office uses its capacity to provide a platform for community organizations through the Equity and Empowerment Capacity Building Fund.
The city uses presentations and training sessions to educate city staff on inequitable policies that have shaped city government.
While analyzing how to make Tacoma’s staff more representative of the city’s population, Tacoma developed the Handbook for Recruiting, Hiring & Retention: Applying an Equity Lens to Recruiting, Interviewing, Hiring & Retaining Employees to institutionalize these practices and help educate other groups.
Long Beach, California During 2018–19, the City of Long Beach was one of six cities in REAL’s learning cohort in the Kellogg Foundation’s Truth, Racial Healing, and Transformation initiative. Long Beach is committed to creating a community where everyone can thrive. As a city with a majority of people of color, Long Beach was well-positioned to deepen the positive impact of governing for racial equity by building upon existing opportunities and developing a comprehensive racial equity plan. By creating a plan, the city moved toward institutionalizing governance practices that support equitable opportunities and outcomes for all. The plan also helped the city identify opportunities to be more explicit around race.
mitment to advancing racial equity by:
• Creating the Office of Equity and the “Everyone In” Economic Inclusion initiative.
• Coordinating projects and investments to revitalize North Long
Beach.
• Sustaining ongoing work with the Government Alliance on Race and Equity.
• Conducting efforts to produce a demographically representative body of leadership and influence within the city.
For more about the continuing progress to advance racial equity in Long Beach see Long Beach Launches
Office of Equity to Engage, Edu-
cate, and Serve.
The Future
NLC REAL will continue to work with cities and city leaders to fulfill its mission and vision. Striving to scale and amplify the work, NLC is collaborating with the network of 49 state municipal leagues to expand its reach. Training, capacity building, and providing support to cities in the development of racial equity plans will be the focus. Acknowledging that no two cities are alike as they undertake this journey and make a commitment to equity, REAL is prepared to tailor its resources and tools to specific needs.
To access the resources available to city leaders, visit https://nlc.org/ REAL. For additional information, email REAL@NLC.org.
Rita Soler Ossolinski is program director of the Race, Equity And Leadership (REAL) initiative of the National League of Cities and can be reached at ossolinski@nlc.org.
Communities across the nation protested in the wake of George Floyd’s death.
Additional Resources for Cities
To strengthen local elected officials’ knowledge and capacity to eliminate racial disparities, heal racial divisions, and build more equitable communities, REAL offers the following resources and reports, available at www.nlc.org/racial-equityresources-and-reports.
Municipal Action Guide: Advancing Racial Equity in Your City compiles six immediate steps for improving outcomes for all residents.
Municipal Action Guide: Responding to Racial Tension in Your City provides important contextual and tactical information to support your municipality’s efforts to respond effectively.
Repository of City Racial Equity Policies and Decisions includes examples of concrete policy and budgetary changes local elected officials have made to pri-
oritize racial equity in their cities and towns.
Racial Equity Resolution provides a template and talking points that explain why pursuing equity is good for local government.
The City Leader’s Compass to the My Brother’s Keeper Landscape offers resources for city leaders working to respond to the My Brother’s Keeper Community Challenge. This publication highlights a comprehensive set of steps cities can take to tackle disparities, change systems, and improve outcomes for boys and young men of color.
Photo Credits: Courtesy of the National League of Cities and the City of San Antonio, Texas (Ivy Taylor and My Brother’s Keeper program participants); Courtesy of the National League of Cities and the City of Long Beach (My Brother’s Keeper program group); Brian Blanco, Getty Images, courtesy of the National League of Cities (George Floyd protest).
©2021 League of California Cities. All rights reserved. This article originally appeared in the November 2020 issue of Western City magazine and is reprinted with permission.
Town and City Clerks: What Don’t They Do?
From birth to death, and all the car registrations in-between, there are few municipal officials with as much public visibility as the town/city clerk. Their roles are so varied that there is no single place in the statutes to find a comprehensive list of the clerk's duties. Instead, one must go to numerous statutes including the motor vehicle laws, election laws, vital statistics, planning and land use laws, libraries, and the budget law. That means that, in many cities and towns across New Hampshire, the town/city clerk is the face of the community, especially at election time. The public expects the town/city clerk to be the local “information booth,” addressing concerns and answering a variety of questions every day from residents, businesses, visitors, elected officials, co-workers and others. Those questions may range from simple ones that can be answered immediately to the complex “why am I the first one to be asked this” type of question. If a clerk does not know the answer, they know the resources where to find it, including the NHMA. Most clerks are cool-headed, versatile, flexible, detail-oriented, accepting, compassionate, peacemaking, resourceful, diverse, fair, multi-taskers, and above all, have a terrific sense of humor. And, as we know well at NHMA, clerks are always willing to go the extra mile, like coming in early or staying late, to help residents and local businesses with their needs. Heck, we've even had a town clerk officiate a NHMA staff member's wedding.
Last year, with the pandemic and challenging local and presidential elections, most clerks were over-whelmed and overworked, stressed and stressed again, and the burnout rate was high. It is more important than ever that we thank our town/ city clerks for their steadfast dedication and service, as well as for what they do every day to make New Hampshire cities and towns run more smoothly. So, from all of us to you, a BIG thank you!
Public Records
A vital role of the town/city clerk is as keeper of all of the public records. Many statutes require that in order to be effective certain documents, such as ordinances, by-laws, regulations, and warrants must be on file with the town clerk. As a keeper of public records, it is important that clerks are well versed in RSA 91-A, the Right to Know Law, so that records that should be disclosed to the public are made easily accessible to the public, and those that must be kept from public view pursuant to RSA 91-A:5, are not released.
Recordkeeping & Reporting
Among other duties, the clerk is also responsible for keeping a chronological record of births, marriages and deaths and report this information to the state. After the annual meeting, the clerk must report to various state agencies and other with specified timeframes. For a detailed list of the clerk’s reporting responsibilities and the applicable due dates, refer to the Important Dates Calendars published annually by NHMA.
Registrations and Licensing
Probably the most familiar to the general public is the clerk’s responsibility with regard to registering of motor vehicles, but clerks are also responsible for the licensing of dogs and cats (if the municipality licenses cats). That licensing requirement is a vital reminder to dog owners to avoid replaying the ending of Old Yeller and get their dog a rabies vaccine.
Elections
The town/city clerk’s role in the election process is also quite visible to the community. The clerk has too many responsibilities before, during and after municipal elections or town meeting to list here, but suffice it to say that the duties start long before the election and end long after.
Pandemic Perspectives
A day in the life of a town clerk…
It is more than people think…it is certainly more than I ex-pected when I took the job. We do so many different things and need to be accountable to so many different people/responsibilities. DMV, Vital Records, Elections, Town Records, Dog Licenses, a friendly and professional face when a resident comes to your window or calls your number…the list goes on. I think the most important role we play as town clerks is as a town resource. Almost like a switchboard from back in the day. Sometimes that means calling another Town Clerk who has had more experience. There are so many who are willing to help, it is amazing. We preserve the past and try to be helpful in the present.
So many different people call my office with questions, and they are not always directed at me. They just need information and need some direction on where to find it. As a Town Clerk we might not always have the answer, but with some patience we can usually find it. The ability and interest to make that phone call or reach out to someone else to try and help someone is what sets us above. Especially an older resident, or someone who may not be as savvy with technology. They just want to talk to someone and get an answer, that is our job. We need to know a lot about many things and share our knowledge with our neighbors and residents. It makes the days much more pleasant knowing how valuable we can be to the people when they need us most. All they need to do is ask nicely.
Sara Wiggin, Kensington Town Clerk
The Madbury Town Clerk’s office saw a significant increase in online transactions due to the virus in 2020. The ability to pro-cess vehicle renewals, tax payments, and dog licenses from home was a welcome convenience to our residents during this time. For those who needed to physically visit the town hall, the offices remained open for business. Throughout the spring and summer we were able to assist residents through a win-dow located near the front entry.
The 2020 state and general elections were run successfully amid the pandemic with no known spreading of the virus in Madbury. Many safety precautions were in place including the use of a new ballot counting machine. Prior to the pandemic, Madbury had always been a hand count town. The decision was made to purchase a state-approved ballot counting ma-chine in an effort to reduce the number of residents needed to count ballots. With our largest voter turnout ever recorded at the November election, we were very thankful to have the ma-chine. Many residents opted to vote absentee and our office worked overtime to ensure those ballots were processed in a timely manner.
It is difficult to comprehend why city and town clerks were not acknowledged as essential employees in New Hampshire. Espe-cially in small towns like Madbury, where we never stopped servicing residents and had far more interaction with the public than our emergency personnel peers.
Lisa Amarosa, Madbury Town Clerk-Tax Collector
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Pandemic Perspectives
Are City/Town Clerks Essential Workers?
City and Town Clerks perform many roles - elections, motor vehicle registrations, vital records, dog licensing, and collecting municipal fees just to name a few.
The City and Town Clerks’ most important role is elections. City and Town Clerks work with their Moderator and Checklist Supervisors to pull together the elections, including voter registrations. In this process, a City/Town Clerk must keep up to date with all of the legislation that has been passed since the last election. The 2020 elections brought us a weekly Governor’s update of Emergency Orders. Each Emergency Order had to be reviewed and processed as to how it affected what we do.
2020 was quite the busy year with four elections and a pandemic. Planning for the final two elections of the year was incredibly challenging. Most of the city and town halls were closed to walk in traffic and the schools as well. Moderators and Clerks had to figure out how to get together with all the necessary election officials to determine where elections were going to be held in order to be able to meet the spacing and health requirements. The year required out-of-the box thinking to meet requirements like how to place booths six feet apart with limited space. Much of this planning took place behind the scenes, but then there were the challenges that the public experienced as well - long waits on the telephone or long lines in town hall to fill out absentee ballot requests. Town/City Clerks and their staff were on the front lines for all of this. Some City and Town Clerks were receiving more than one hundred calls a day in addition to having to register voters in person.
With all of this happening, we were not considered essential. I cannot imagine if one of us just said we are not going to do this and closed up shop. We must process election requirements in the office - it cannot be done at home. Therefore, we must be considered essential workers.
Another very important role is in the Vital Record Department. City/Town Clerks are the only ones other than the Secretary of State’s office that can produce a birth certificate, death certificate, marriage certificate or divorce certificate. The need for these documents did not stop because of COVID - if not there was more of a need for many reasons.
Vital Records also includes Marriage Licenses. In 2020 there were so many marriages that were canceled due to facilities shutting down or venues requiring much smaller parties. Couples were scrambling on a daily basis to meet the new requirements and changing all their plans along the way. This was a very stressful time for many couples. All of their plans have been changed, nothing is like what they thought it would be, and they are just trying to find a City or Town Clerk to complete a Marriage License for them. At times this was a difficult thing for them to do. These were situations that no one could have ever imagined. Again, the City and Town Clerks needed to be there to meet these couples in person to get the marriage licenses completed. Couples were scrambling calling many town halls trying to get through so they could get an appointment.
Then there are towns that have birth facilities in those towns - in those cases, the Town Clerk must see the baby in person in order to complete the birth certificate. During COVID many couples decided to have their babies at home or at one of these facilities. The City/Town Clerk had to be available to make an appointment with the parent for them to bring the baby in to complete the birth certificate, another vital/essential job that must be done.
There were some cities and towns that decided not to do vital records which actually created a strain on neighboring towns. This could have been addressed if City and Town Clerks had been considered essential workers.
Another role that many Town Clerks have is that of a Municipal Agent. Municipal Agents register all trucks, cars, trailers, boats and any other vehicle that is principally garaged in their city or town. This requirement to keep motor vehicles registered did not go away during COVID. Individuals and companies needed their vehicles registered and renewed. Motor Vehicle registrations are the only way Towns get any substantial revenues other than from property tax. There were essential workers that needed to get to their jobs therefore, needed their vehicles registered. In the larger towns the town clerk must be open for business every day in order to get those vehicles registered or renewed. There is no working from home for City and Town Clerks; they must be in the office.
Pandemic Perspectives
Continued from page 14
All City and Town Clerks also manage the dog registrations in Town. All dogs must be registered to prove they have had their rabies shots. It is a very important task required by the state legislature.
It is always a busy day in the Clerk’s Office. It is important to note that the Town Clerk position is the oldest public servant position on record. Town Clerks have played an essential role since 1272 A.D. For so many reasons Town Clerks need to support each other as there are times when there is no one else that is there to support them. City and Town Clerks are required to follow legislation but also need to propose legislation to make their jobs easier. Some changes need to happen and Town Clerks need to be more aggressive with creating these changes, accepting these changes, and making things happen.
There are certain activities that are absolutely essential for a society to function. Elections are integral to a functioning government. Vital records are needed to track important events in our citizens’ lives. Registrations are needed to ensure our cities and towns are safe and maintained. With so many of these activities managed by City/Town Clerks, who do not have the ability to process these functions at home, City/Town Clerks must be considered essential.
Joan Dargie, Town Clerk, Town of Milford
Not One Day in the Town Clerk’s Office is Ever Exactly the Same
Being the primary starting point for questions and directions to anyone who enters or contacts the Municipal Center, the Town Clerk’s office is always very busy. Our office is responsible for recording and management of all the Town’s Vital Records, Meeting Minutes, Dog Licensing and conducting all local, state and national elections as well as voter registration and absentee ballot requests. There are also some other not so regular tasks, like signing off on dredge and fill permits, managing the articles of agreement, and recording pole licenses. Town’s that have a hospital and/or a funeral home in Town will typically see an uptick in birth record requests and death record requests respectfully.
While my office is one of the few in the State that does not register Motor Vehicles, we have over 6,000 dogs to license per year. We also have close to 20,000 registered voters which requires a significant amount of time and planning during Presidential Years. This last year in particular required extra help being hired, late nights, and weekend hours. We typically receive around 1,200 absentee ballots and our Town had close to 6,500. It took a great amount of time making sure every single ballot was checked in, sorted, and accounted for on election night, but as clerks, that was our responsibility and our promise to our residents when we took the oath of office. Not one day in the Town Clerk’s office is ever exactly the same. Our office learned this the past year. For a few months we closed our building to the public, but luckily the building engineers had the forward thinking to install a drivethru. We had residents paying their taxes, registering their cars, licensing their dogs, and even getting married all from their cars. When new clerks are elected or appointed, the New Hampshire City and Town Clerk’s Association always tries to provide them with the resources to succeed. We have trainings throughout the year, annual workshops and an annual conference.
In addition to those things, clerks can be certified through our Joint Certification program with the New Hampshire Tax Collector’s Association. Once clerks are a little more seasoned and feel like getting involved more, they have the ability to join our Legislative Committee which reviews bills proposed by our State Representatives and State Senators to decide if our association would like to support or oppose them based off of how they will affect our day-to-day jobs and any impact they may have on our residents. Clerks can also join our Executive Board which meets once a month to receive updates from state agencies and oversees all the other Town Clerk committees. The Executive Board has members representing every region in the State and is a source for other clerks to go to for information. Whatever comes our way, we are usually able to adapt and make changes to keep up the efficiency of our offices. I have learned too that other clerks are a great resource. At the end of the day, we all want to help each other and make sure every town in the State is running as smooth as possible so all residents have a similar pleasant experience at their local town clerk’s office.
Daniel R. Healey, Town Clerk, Town of Derry
Pandemic Perspectives
Oh goodness,, what a year we have had! Our office in Northumberland went by guidance from our Emergency Services Director, Aaron Gibson during COVID. We closed the building in March and I waited on customers in the parking lot outside of my door until July. I lost 50 pounds from running all day! We opened in July by appointment only and offered drop box, mail, and online payments. We had 4 elections in 2020. Our biggest challenge was safety. We worked very hard to maintain cleanliness and followed guidelines with no issue. We paid the election crew a bit more as a stipend, but certainly not enough. We, as town clerks, were essential workers this whole time and never recognized as such nor did we receive any sort of stipend or hazard pay. Our jobs became a lot harder and longer hours were worked for the same pay. That says something about our dedication! My office has become much safer as a result. People are not required to have an appointment any longer, but some prefer it, so we will keep doing it until no one wants to anymore. I saw many town clerks or deputies retire during the pandemic due to the overwhelmingness of it all. I wish the government would have issued stipends to town clerks and not left it up to the Selectboards to apply or decide. I know that it was deserved so much!! We got it done under the worst circumstances! I feel that another year will be much better, but for now, we are keeping on with what we need to do! I am training a new deputy as we speak. Mine retired. The pandemic and all that went with it got the best of my 20 year deputy and she retired as of June 1. I am so excited for her not to have to deal with this anymore. I am exhausted myself!
Melinda "Min" Marshall Kennett, Northumberland Town Clerk/Tax Collector
In 1934, political scientist, Professor William Bennet Munro, published one of the first textbooks on municipal administration. In regard to the Municipal Clerk’s office, he wrote: “No other office in municipal service has so many contracts. It serves the mayor, the city council, the city manager (when there is one), and all administrative departments without exception. All of them call upon it, almost daily, for some service or information. Its work is not spectacular, but it demands versatility, alertness, accuracy, and no end of patience. The public does not realize how many loose ends of city administration this office pulls together." Therefore, when asked what a typical day looks like for a town or city clerk, do not be surprised to receive a response of, “there is no typical day,” followed by a good-natured laugh or a mischievous smile. Our work is ever changing, as we move from one task to the next. Many of us write to-do lists, with the hope we can accomplish our tasks by the end of the day. However, we are lucky if we can accomplish all those tasks but the end of the week. We wear many hats for our communities, our staff and peers: public relations, information desk, “firefighter” (putting out the figurative fires around us), supervisor, mentor, friend, detective, researcher, therapist, etc. Some of us also hold the office of Tax Collector in addition to our Clerk duties. At the most basic level, a “typical” day in a town or city clerk’s office, likely involves the most common transaction types: motor vehicle registrations, dog licensing, vital records, property tax payments, water & sewer payments, and voter registration. The atypical transactions can run the gamut from 91-A requests; vital records amendments; lengthy motor vehicle transactions; dog licensing civil forfeitures; researching the establishment of a road from 1761; filing wetlands permits; researching items for our City Councils, Selectmen or Alderman; helping other departments with requests for guidance on public meetings; and of course, Elections! (That is a whole other beast to contend with that requires months of planning, coordination and training with local officials, municipal departments, and state agencies.) And that does not cover everything – this list could go on. While it seems like a lot, variety is the spice of life. Even with the hectic days and inevitable stress that can come along with our tasks, I would not want to do anything else. I love being a Clerk. And I truly believe all of my fellow Clerks (including their Deputies and Assistants) would agree, being a Clerk is a very rewarding career.
Kristin Kenniston, Lebanon City Clerk/Tax Collector
“We Are All In This Together”
Sherry Farrell, President, NH City & Town Clerks’ Association
We all have the same common goal of representing the best interest of the residents of the great state of New Hampshire.
Through our partners at the DMV, Secretary of State – Elections, Agricultural – Animal Licensing, Vital Records – Births/Deaths/Marriages/Divorces. Working together we are able to protect our citizens throughout the course of their lives! We are with them from birth (birth certificates) driver’s license Information and registering cars, registering to vote and voting, marriage licenses and marriage certificates, registering their pets, and holding their hand when death certificates and assistance is needed at the end of life.
That’s a Town and City Clerk’s Amazing World … You have to be a multitasker and be able to welcome constant change of plans and interruptions too. You never really know what a day will bring!
The position of town and city clerk is certainly not for the weak of heart. Our position requires heart, intelligence, quick decision-making, perseverance, patience, leadership skills, and often a strong back bone.
Pandemic Perspectives
Sherry Farrell, Londonderry Town Clerk
Special Message from Sandra Rowe, President Interware Development
Interware Development would like to extend our deep appreciation to town and city clerks for the vital services they perform, their dedication to communities, and for their willingness to adapt with innovative technology. For over 25 years, Interware has been fortunate to have the immensely rewarding experience of working closely with clerks across New Hampshire in their daily work. We are continuously amazed by their passion, resilience, and ability to persevere through challenging times.
Clerks play a critical role in transforming government services and providing new ways to serve their citizens, a talent that was particularly exemplified during the COVID-19 pandemic. They quickly adapted to new technologies, transforming their daily operations and responsibilities to better, and more safely, serve their citizens. As clerks make use of drop boxes and credit card payments over the phone, Interware worked closely with them to bring more online services to their communities.
Interware was founded with a mission of making government more efficient for all of us. Our passion and commitment to this mission continues to grow with the deep relationships we have formed with our clerks and our immense appreciation for the work they perform. We are truly fortunate to be partners with our local government by creating innovative solutions that aid the daily processes of clerks across the state. We want to take this opportunity to acknowledge and extend our sincere gratitude to the town and city clerks across New Hampshire for their contributions!
State’s Longest-Serving Town Clerk Retires after 54 Years
Opal “Polly” Bronson, the longest- serving municipal clerk in New Hampshire, is calling it a day after 54 years. Bronson, who turns 82 in July, tendered her resignation on June 1 to the Board of Selectmen, who appointed Linda Cushman to complete her one-year term, which ends March 9, 2022. Since 1967, Bronson has been elected 54 consecutive times as town clerk, and with one exception has run unopposed. Bronson, who with her late husband Vernard B. “Butch” Bronson, a former K9 officer with the New Hampshire State Police, had four daughters and five grandchildren, said she saw “a lot of stuff” as town clerk.
She said she’ll miss “the people” who she worked with, “but I won’t miss the computer. That’s what did me in,” she said with a laugh. Selectman Norman Brown said long-serving clerks like Bronson had to adjust to doing not only more work, but using a computer to do it and “that’s a huge curve” of learning. Regardless, Bronson excelled at her job, he said. “She’s an awesome public servant. Polly embodies the heart and soul of community service. Her character and personality will be missed,” said Brown. Selectman Mike Meehan said Bronson has consistently been the top vote-getter in municipal elections and that all candidates for office have gauged their popularity based on their vote total compared with hers. He said during a celebration of Bronson on Tuesday evening at the Jefferson Community Center that the selectmen were “shocked” to learn of her departure, but nonetheless “happy for Polly.” Her career began in her family home so as to best accommodate the varied schedules of residents in this rural, farming community. “The people just came,” she said, “It was fun.” Over the years, the number and variety of forms that she had to handle increased dramatically. Using a manual typewriter, she recorded births, deaths and marriages and registered cars, then boats and trailers. She also presided over local, state and federal elections. When a road was built through her family home, Bronson relocated her operations to Town Hall, which earlier this year was struck by a major fire. Meehan said town records “were intact, but not unscathed” by the fire, and that the recovery of them is ongoing and has also led to some surprising finds, which will be made public.
Meehan added that the town will also miss Bronson’s institutional memory. And he will miss chatting with her. Bronson said she has no plans to leave town or to take up golf. “I’m not going to go anywhere, I’m happy in my home,” she said.
Source: John Koziol, Union Leader Correspondent, posted June 24, 2021; updated June 25, 2021, northcountryn-ews@ unionleader.com
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September/October 2021
TownandCityN E W H A M P S H I R E
A PUBLICATION OF NEW HAMPSHIRE MUNICIPAL ASSOCIATION Currently our bi-monthly magazine, New Hampshire Currently our bi-monthly magazine, New Hampshire Currently our bi-monthly magazine, New Hampshire Town and City, is published as a member benefit and Town and City, is published as a member benefit and Town and City, is published as a member benefit and distributed to approximately 2,300 municipal officials distributed to approximately 2,300 municipal officials distributed to approximately 2,000 municipal officials across New Hampshire. across New Hampshire. across New Hampshire. We are pleased to continue to deliver the print edition to member subscribers, however, should you find the digital version sufficient and no longer require a print copy, please let us know at nhmainfo@nhmunicipal. org. or by contacting Tim Fortier. Thank you for your consideration to move from a print edition to a digital version of Town and City magazine.
We are pleased to continue to deliver the print edition to We are pleased to continue to deliver the print edition to member subscribers, however, should you find the digimember subscribers, however, should you find the digital version sufficient and no longer require a print copy, please let us know at nhmainfo@nhmunicipal.org. or by contacting Tim Fortier. tal version sufficient and no longer require a print copy, please let us know at nhmainfo@nhmunicipal.org. or by contacting Tim Fortier.
Thank you for your consideration to move from a print edition to a digital version of Town and City magazine. Thank you for your consideration to move from a print edition to a digital version of Town and City magazine.
In This Issue:
Advancing Racial Equity in Local Government ...........................................8 Town and City Clerks: What Do They Do? .................................................12 Legislative Updates to RSA 128: Town Health Officers...........................20 2021 Legislative Update: Be on Your Guard..............................................22 Remembering Jessie Levine ...................................................................26
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Contact Timothy Fortier, Communications Coordinator, at 603.226.1305 or at Help Us Out! Go Green with Town and City! tfortier@nhmunicipal.org Contact Timothy Fortier, Communications Coordinator, at 603.226.1305 or at tfortier@nhmunicipal.org
During the past year, the local health officer has fulfilled an important role in New Hampshire’s cities and towns by responding to COVID-19 concerns and questions. Often, health officers were on the front lines investigating sanitary conditions and COVID-19 cases. Many took on the role of learning the executive orders and reopening guidance, which required them to perform compliance inspections and respond to COVID-19 concerns in businesses, housing complexes, schools, community centers, and other public locations. Health officers were often the best and only ‘local’ experts for providing best practices and guidance to reduce the spread of COVID-19 at a community level. New Hampshire’s COVID-19 response has provided many lessons learned on how to best assess threats and manage public health emergencies at the state and local level. As part of its response to the COVID-19 pandemic, NH DHHS identified some areas for improvement and for further collaboration with local health authorities. Some of the gaps identified include the need to improve communication, clarify local public health readiness, and support for basic training of local health officers. As a result of these COVID-19 lessons, a number of partners joined forces with the goal to improve local public health. A workgroup convened to propose changes to RSA 128, including representatives from the New Hampshire Health Officer Association (NHHOA) in partnership Representative William Marsh (R-Brookfield), NH DHHS, the New Hampshire Municipal Association (NHMA), and local health officers. One over-arching goal was to improve health officer competency and train health officers to better understand and apply the laws they enforce. Other goals included the ability to protect local public health as well as facilitate the proactive preparedness of local municipalities
to respond to environmental threats. It took many months of negotiations to get the language right to address the needs of municipalities and the state, and in the end, it resulted in HB 79 that addressed health officer training, communicable disease, and the closure of public pools. Surprisingly, the bill passed the House and the Senate with no changes whatsoever. On June 9, 2021, the Governor signed Figure 1 Health Officers play a vital role in ensuring safe and healthy environmental conditions. HB 79 the bill into law. As a result of the passage of this bill, the following changes have been made to RSA 128: • Health officers must complete a 3-hour training module within the first year of their appointment (provided free-of-cost by DHHS); • Health Officers may receive confidential data related to communicable disease provided they meet certain criteria as outlined by RSA 141-C:10 V; • Local Boards of Health shall meet once a year to review the state of readiness to respond to local public health issues; • Local Boards of Health may be requested to provide information to DHHS on the readiness to address relevant public health threats at the local level. In response to these legislative changes, the NH DHHS’ Health Officer Liaison program hosted a webinar at the NHHOA’s Spring Workshop as well as a joint webinar with NHMA on June 23, 2021. These trainings informed local health officers and other municipal officials of these recent legislative changes, how to comply with these changes, as well as how DHHS plans to implement these statutory requirements. Toward that end, DHHS has already begun to plan for the 3-hour training requirements, providing access
Figure 2 Health Officer Responds to Hoarding, 2020
to training courses on confidentiality, and providing guidance to local Boards of Health on how to complete any meeting and reporting requirements. DHHS’ Health Officer Liaison program continues to stay in communication with municipal health officers through its private listserv as rollout on these changes continues.
Health officers are an important municipal asset that can help towns solve problems and keep the community safe from unsanitary conditions. Health officers receive state support through the DHHS Health Officer Liaison program which is responsible for appointments, training opportunities, and providing technical assistance. The program’s services are intended to increase local health officer’s knowledge, skills, and ability to resolve local environmental health issues. The overall goal is to improve local response capacity and protect citizens while enhancing the skills, knowledge, and capabilities of local health officers and their deputies.
By Sophia Johnson, MPH, Health Officer Specialist, New Hampshire Department of Health and Human Services Health Officer Liaison Program. Sophia graduated with a Masters Degree in Public Health from the University of New Hampshire and has worked as an Environmental Health Specialist with the NH Manchester Health Department performing sanitary inspections and enforcement before joining NH DHHS’ Health Officer Liaison program. She is responsible for managing health officer appointments and training in addition to providing technical assistance.
For questions regarding local health officers or RSA 128, please contact Sophia at 603-271-3468 or healthofficer@ dhhs.nh.gov.
Summary of RSA Chapter 128
Under RSA Chapter 128, ‘Relative to Town Health Officers’, each New Hampshire town is required to nominate, support and renew a health officer position every 3 years for the purposes of enforcing public health laws and protecting citizens. Local health officers are responsible for assessing and enforcing sanitary laws to reduce environmental hazards and health effects. The health officer is a valuable local asset to help identify and resolve public health issues like housing conditions, health nuisances, septic failures, unsanitary living conditions, hoarding, and pest infestations before they affect the larger community. The role of the health officer is to ensure that towns maintain sanitary conditions in places where people gather, live, work and learn – with a special focus on rental dwellings, buildings, property, schools, childcare, and foster/adoption homes. The sanitary challenges can range from pest infestations to nuisance odors and noise, to unsanitary living concerns and hoarding. Under state law, your local health officer plays a key role in protecting the health and well-being of New Hampshire communities. Local health officers have a variety of statutory duties and responsibilities to fulfil their role, including the following: • Performing sanitary inspections and inspections into causes of danger to the public health (RSA 128); • Enforcing state public health laws and local codes (RSA 128/ RSA 147); • Adopting local ordinances to regulate the prevention and removal of nuisances and other regulations related to the public health (RSA 147); and, • Educating community members on issues concerning local environmental health and sanitation. Information on RSA 128 and NH DHHS’ Health Officer Program can be found below: RSA 128: http://www.gencourt.state.nh.us/rsa/html/X/128/128-mrg.htm NH DHHS’ Health Officer Program: https://www.dhhs.nh.gov/dphs/holu/index.htm
2021 Legislative Update: What a Year It Has Been!
By Natch Greyes, Municipal Services Counsel
What a year it has been. The turnaround from January to June has been quite remarkable, and I don’t just mean with the pandemic. We started out the year with the grim pronouncement that we’d be playing defense for the year, and we weren’t sure how successful we’d be given the difficulties with connecting with lawmakers over Zoom. In advance of the April 7-9 House Session, we took the unusual step of putting together a list of recommendations for voting during the session, focusing on our bills of greatest concern. Internally, we didn’t have that much hope that we’d be too successful, but, as it turns out, we were remarkably successful. Let’s take a look back.
HB 83, prohibiting the inclusion in a settlement agreement of a non-disparagement or similar clause, was recommended by the House Judiciary Committee as Ought to Pass, 20-1, despite our objections. While it ultimately passed the House, the Senate killed the bill.
HB 111, perhaps the most infamous bill of the session, would subject local officials and municipal employees to lawsuits for discretionary actions that are subjectively determined to violate a statue or constitutional provision, even if the official/employee acted in good faith and reasonably believed the conduct was legal. Although recommended by the House Judiciary Committee as Ought to Pass, 19-2, the House tabled the bill, effectively killing it, in line with our recommendation.
HB 307, prohibiting municipalities from regulating the discharge of firearms even on municipal property, was recommended by the Criminal Justice & Public Safety Committee along party lines (11-9). We recommended voting against the bill. While the bill passed the House, it was re-referred in the Senate.
HB 544, the original divisive concepts bill, was opposed by a broad coalition, including NHMA. Although this bill was tabled, a watered-down version of the language was placed in HB 2. (We are still awaiting an Attorney General’s Opinion on the meaning of the language, but it seems likely that it will be far less impactful to our members than the original HB 544.)
HB 206, placing collective bargaining strategy discussions squarely in the public eye, instead of allowing them to occur in private, as current law allows. Despite the House Judiciary’s Committee’s recommendation of Ought to Pass, 11-10, the full House killed the bill, as we recommended.
CACR 9, placing a tax cap of 2% on municipal property taxes, with a 1% cap on the disabled and elderly, was recommended as Ought to Pass by the House Municipal and County Government Committee, 10-9, over our objections. The full House killed the bill.
HB 67, preventing voters from amended a petitioned warrant article, was recommended as Ought to Pass by the House Municipal House Municipal and County Government Committee, 10-7. Although the House passed the bill, but the Senate agreed with our objections and killed the bill.
HB 183, preventing municipalities from regulating children’s lemonade stands, saw many hours of media coverage praying that they’d catch a municipality regulating a lemonade stand. We were constantly aware of it all and were not surprised to find that no examples of municipal regulation of children’s lemonade stands. (We were, however, surprised by our lack of ability to craft Beyonce lyrics into something more referential.) Ultimately, the Senate voted down this bill.
HB 243, micromanaging how towns prepare their budget using vague and undefined terms, was strongly opposed by us. Despite our opposition, the House Municipal House Municipal and County Government Committee recommended ought-to-pass, 10-9, and the House passed the bill. Fortunately, the Senate rendered it harmless.
HB 266, advancing a politically-charged but misguided idea about the relationship between local law enforcement and immigration enforcement, was recommended Ought to Pass along a party-line vote in the House Municipal House Municipal and County Government Committee, 10-9. In
accordance with our objection, the House tabled the bill.
HB 374, seeking to undo the 2019 improvement to the adoption of the SB 2 form of government process by requiring the vote to adopt SB 2 be by ballot rather than on the floor of the town meeting, was strongly opposed by us. Nevertheless, the House Municipal House Municipal and County Government Committee recommended the bill, 10-9, as Ought to Pass and the House followed the recommendation. Fortunately, the Senate killed the bill.
HB 439, eliminating a city council’s authority to adopt ordinances that deal will issues pertaining to the “well-being of the city,” was recommended as Ought to Pass by the House Municipal House Municipal and County Government Committee, 10-9. We objected, pointing out the innumerable instances where extremely local issues would have to be elevated to the legislature. The full House tabled the bill.
Overall, it was a very good year. But now the days are short, and Cordell is in the autumn of his years here at NHMA. And as so many school children preparing to return to grammar school, so too will we who remain here. Together we will, for a final time, watch the first bills slip into the capable hands of the legislative staff in mid-September, followed by a final burst of furious activity in November before the white blankets of snow pileup alongside bills of municipal interest. In preparation, we are paying close attention to committees meeting to recommend legislation to next year’s session. And, as every fall, we are interested to hear what you – our members – are working on with your local legislators, even as we prepare our own complement of bills to assist you in your efforts to provide good service and good government to your citizens.
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Natch Greyes is the Municipal Services Counsel with the New Hampshire Municipal Association. He may be contacted at 603.224.7447 or at legalinquiries@ nhmunicipal.org.
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NHMA’s 80th Annual Conference and Exhibition
November 17-19, 2021 NHMA’s 80th Annual Conference and Exhibition NHMA’s 80th Annual Conference and ExhibitionNHMA’s 80th Annual Conference and Exhibition NHMA’s 80th Annual Conference and Exhibition Progress Through Partnerships November 17-19, 2021November 17-19, 2021 November 17-19, 2021 Progress Through Partnerships Progress Through Partnerships
Either way, we hope you will join us!Three Days. Presented “in-person” and “virtually”. Three Days. Presented “in-person” and “virtually”. Three Days. Presented “in-person” and “virtually”.
Three Days. Presented “in-person” and “virtually”. Either way, we hope you will join us! Either way, we hope you will join us! Either way, we hope you will join us! Either way, we hope you will join us!
NHMA plans this annual event months in advance, and NHMA plans this annual event months in advance, and while the COVID environment in New Hampshire is fairly stable right now, we do not know what November may bring while the COVID environment in New Hampshire is fairly stable right now, we do not know what November may bring with more contagious variants and the start of the flu seaNHMA plans this annual event months in advance, and while the COVID environment in New Hampshire is fairly NHMA plans this annual event months in advance, and while the COVID environment in New Hampshire is fairly NHMA plans this annual event months in advance, so with uncertainty about the state of the COVID-19 environment in the fall, we are bringing the conference to our members
Please Join Us! with more contagious variants and the start of the flu season. With this hybrid format, the first day will be held live and in-person at the DoubleTree by Hilton Downtown Manchester with video streaming of popular program sessions to members who chose to attend virtually. Thursday will be a full day of virtual/remote streaming of educational sessions and Friday will be a half-day of remote streaming of educational sessions as needed. Whether live and in person or virtually, we hope you join us this year! Please Join Us! son. With this hybrid format, the first day will be held live and in-person at the DoubleTree by Hilton Downtown Manchester with video streaming of popular program sessions to members who chose to attend virtually. Thursday will be a full day of virtual/remote streaming of educational sessions and Friday will be a half-day of remote streaming of educational sessions as needed. Whether live and in person or virtually, we hope you join us this year! stable right now, we do not know what November may bring with more contagious variants and the start of the flu season. With this hybrid format, the first day will be held live and in-person at the DoubleTree by Hilton Downtown Manchester with video streaming of popular program sessions to members who chose to attend virtually. Thursday will be a full day of virtual/remote streaming of educational sessions and Friday will be a half-day of remote streaming of educational sessions as needed. Whether live and in person or virtually, we hope you join us this year! stable right now, we do not know what November may bring with more contagious variants and the start of the flu season. With this hybrid format, the first day will be held live and in-person at the DoubleTree by Hilton Downtown Manchester with video streaming of popular program sessions to members who chose to attend virtually. Thursday will be a full day of virtual/remote streaming of educational sessions and Friday will be a half-day of remote streaming of educational sessions as needed. Whether live and in person or virtually, we hope you join us this year! in a new hybrid format—both for safety and convenience. With this hybrid format, the first day will be held live and inperson at the DoubleTree by Hilton Downtown Manchester with video streaming of popular program sessions to members who chose to attend virtually. Thursday will be a full day of virtual/remote streaming of educational sessions and Friday will be a half-day of remote streaming of educational sessions as needed. Whether live and in person or virtually, we hope you join us this year!
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Remembering Jessie Levine
By Steve Fournier, Town Manager, Newmarket
It is truly an honor to have this opportunity to write about the amazing life of our colleague and friend to many, Jessie Levine, who passed away on June 26, 2021, from complications of ALS.
First, to Jessie, wherever you may be: With all the prolific and distinguished municipal officials in this state, I highly doubt you were expecting this duty to fall to me. I am just as surprised. If you have any issues, take it up with the NHMA staff that asked me to do it.
Jessie was born and raised in Hopkinton. She graduated from Dartmouth College and then moved to Boston to work as a paralegal. However, the Granite State was calling her back, and she was appointed as the Town Administrator of New London in 2000.
Jessie loved her time as the New London Town Administrator. She worked with many in the community to achieve many great things. One of her proudest accomplishments was advocating for the construction a roundabout in town. We heard about it many times from her. The New London Select Board dedicated the roundabout in her honor in 2015, and the State of New Hampshire officially named it for her this year.
After New London, Jessie went on to serve as the assistant Town Manager of Hanover and Town Manager of Bedford, finally finishing out her career as the County Manager of Sullivan County.
Many of us, though, know Jessie from her years of advocating for local government. She loved working with legislators, governing boards, and her fellow municipal managers. She was a past President of the New Hampshire Municipal Management Association. While she was president, I served as Vice President. As President, she was a no-nonsense leader who organized many training opportunities for colleagues and worked with UNH to encourage members of their Public Administration program to enter the profession. She did such great work that I had to do very little during my tenure, which aggravated her to no end. I took great pleasure in aggravating her to no end.
Jessie proudly served on the boards of directors of the Local Government Center and the New Hampshire Municipal Association. She was a 15-year member of the International City/County Management Association. She was a graduate of Leadership NH and a recipient of the Raymond S. Burton Public Service Award.
More importantly, to many of us she was a great friend. She would help any of us with an issue we were facing in
Jessie surrounded by her municipal colleagues and friends participating in an Ice Bucket Challenge in 2015.
our communities. She made us laugh, frustrated us by asking questions back, and made us think about things differently. She was always a presence to be counted on at the various conferences across the state and country.
I will always remember being at an ICMA conference when Jessie returned from an event, and we could tell something was not right. A few months later, she told us the news that no one wants to hear, she had ALS. Instead of packing it in and letting the disease take over, in true Jessie fashion, she fought on. One of the first things she told us was not to treat her with kid gloves. She made it clear that if we treated her any differently, she would have been quite angry. During the intervening years, I can tell you, her strong sense of right and wrong— and, more importantly, her sense of humor—carried on. Jessie lived life to the very fullest.
When Jessie knew her time was near, she wanted to make sure some of us got to see each other one last time. When a group of us did, it felt like old times having a beverage in an establishment, laughing, and sharing war stories of local government meetings past. While the awful disease did not allow her to participate fully, we could tell she was reliving the stories and laughing with us.
I always told Jessie “She was the older sister I never wanted.” We entered the municipal management profession at the same time. She would check in on me to make sure I was not screwing up, and she would give me unsolicited advice on professional and personal issues. In return, we would tease and play countless pranks on her. It was truly one of my favorite friendships.
Jessie, you will be missed—not only as the consummate professional, dedicated to the betterment of local government across this state and the country, but more importantly as a friend to countless people. You showed us that the relationships and personal connections we make throughout our lives are important, and not to forget them. I know how very thankful you were for all the things that were done for you; however, Jessie, thank you for all you did for us!
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