Interviews with the 2024 Board of Selectmen Candidates

The format of this interview is that I have tried to come up with a few questions aimed at drawing out where the candidates stand on some of the difficult or controversial issues that face the Board of Selectmen. Each candidate got the same three questions and was asked to respond via email. Two of the four candidates provided responses.

Nottingham is fortunate to have four candidates come forward to volunteer for this difficult, time-consuming, and poorly paid position that frequently requires making a few people unhappy for the greater good.

The candidates’ responses to the questions are presented here verbatim and in alphabetical order by candidate.

Question 1

Warrant Article #6 regarding increasing the stipend for Fire Chief appears to be controversial among the candidates. What is your position on Warrant Article #6 and why do you take this position?

Ben Bartlett - no response

John Decker

I find the purpose of Article #06 to be extremely confusing and do not recommend it as written.  In discussions with the Budget Committee this past budget season, the Select Board gave the impression that they would like to have a full-time Fire Chief on staff.  Attempting to achieve this through a stipend makes little sense.  In the past year, I have learned that the chief is voted on each year by the department per their bylaws.  This sounds like a complication that needs to be worked out before hiring a chief.  Is there a change of bylaws needed?  What is the authority of the select board over this process?  Do we need a full-time chief?  What are the opinions and thoughts of both volunteers and full-time staff?  The budget the last several years has included a stipend for the chief of $11,400.  The former chief had thought this to be sufficient although many would argue that the town of Nottingham was getting a bargain for the services provided.  Increasing this stipend by $60,000 for a total of $71,400 seems a bit like putting the cart before the horse.  Additionally, assuming the stipend is paid monthly, the current rate works out to be $950 per month.  With the addition of $60,000 or $5,000 a month, the proposed stipend would be $5,950 each month.  Are we to assume that this will be backdated for January and February for the current chief or does the rate remain at $950 a month until the time where a new chief is found.  I think that this article leaves more questions than answers.

Matt Shirland - no response

Jaye Vilchock

Current BOS public position on Warrant Article #6 is disjointed and premature at best.  Information provided thus far lacks transparency, is elusive and fails to clearly, concisely and consistently explain the required NH RSA 15 procedures, details, intent, need, minimum qualifications and employer expectations related to support Warrant Article #6.  BOS members stumbled over providing a clear explanation of the purpose of increasing Fire Chief stipend by over 500% at the 3 Feb 2024 deliberative session, adding to their nebulous rationale by mentioning the increase in stipend is to "explore". Current BOS even stated at the 3 Feb 2024 deliberative session" Fire Chief is not an employee of town". BOS has not developed a job description for this important position. It is my observation that the BOS has once again not done proper research and preparation for this warrant article and does not possess the necessary skills to perform a sound systematic approach to solve this, let alone be able to communicate all aspects and impacts of Warrant Article #6 clearly to taxpayers. Contrary to statements made by current member(s), NH RSA 154 requires approval of legislative body (i.e. Nottingham voters) typically via warrant article, or special meeting to CHANGE the current process of Fire Chief selection, NOT BY BOS EXECUTIVE FIAT and/or Fire Department by-law revision. It is for these reasons I am not in favor of Warrant Article #6 at this time. 

I offer this opinion based on my successful experience as NH State Forest Fire Warden, Emergency Management Director and Chief of Nottingham Fire Rescue for 17 years.  I possess the most knowledge and definitely experience in what the responsibilities and qualifications are needed to lead a Combination (Career, Call, Part Time and Volunteer) Fire Rescue Department in Nottingham. Given the consistent lack of experience and knowledge the current BOS demonstrates,  I believe Nottingham is being rushed into committing to a costly personnel decision (mistake?) with a high probability of failure and potential class action litigation.

Question 2

Over the past few years the Town has been sued several times by its own citizens. The Town lost the only case that went to trial (chemical trespass). One case became moot because the voters overturned decisions made by the board (camp roads). Now the Town is facing litigation from its former Fire Chief for improper dismissal, and may also be facing litigation for well poisoning. Why do you think the Town gets sued so much by its own citizens? Do you have any ideas for reducing the frequency of suits against the town? If so, what are your ideas?

Ben Bartlett - no response

John Decker

Unfortunately, litigation has become more and more commonplace in society and many people are willing to challenge decisions made by others if that decision does not align with the result they wanted or expected.  Sometimes this is right and other times it's wrong.  As a member of the Select Board, I can promise that every decision I vote will be in the best interest and legal thing to do for Nottingham to the best of my ability.  When necessary, I will research the law in addition to hearing the recommendation of council before making a decision.

Matt Shirland - no response

Jaye Vilchock

It is my opinion that the demonstrated lack of transparency and unwillingness to engage in meaningful dialogue with parties coupled with what taxpayers have characterized as a demonstrated "air of arrogance" and hubris by current BOS has contributed to the need for litigation in situations which may have been diffused and ultimately resolved through honest conversation and basic problem solving skills.

Question 3

The Town has experienced substantial employee turnover in the past couple of years, from entry-level positions all the way through to department heads and the Town Administrator. What do you think is causing this turnover? Do you think the Town should do anything about it? If so, what?

Ben Bartlett - no response

John Decker

There are a variety of reasons people change jobs and each employee loss must be assessed individually.  When this happens, we should conduct exit interviews to get an understanding of what we can do better as a town to maintain desired staff.  In 2023, steps were made to bring salaries in alignment with current rates and hopefully that has helped.  Assessment of current going rates including fringe benefits for a position should be factors of each individual's annual salary review process, however we also need to consider performance and experience each individual brings to their position.  Most importantly we need to ensure that expectations are set for all employees as well as understanding their own needs for personal growth.

Matt Shirland - no response

Jaye Vilchock

Current BOS attempts to solve high turnover by applying pay raises not necessarily based on merit, inflation and/or market analysis but emotion.  Salary is not the only factor in achieving employee retention goals. The culture and tone set by superiors is also a major factor.   There is a clear need for equal and fair treatment of all. It is obvious that clear policy and procedures for complaints and discipline are deficient and have been selectively implemented by Nottingham BOS and TA. Unequal treatment is also apparent. Nottingham recently endured a Department Head with 30 + complaints submitted and a continued aura of dissatisfaction expressed by many taxpayers. This employee was apparently rewarded for poor performance through the efforts of a temporary contracted, non-town employee Town Administrator and BOS with a raise in salary and the purchase of a vehicle for his apparent exclusive use.

The BOS should be totally committed to equal discipline and strict adherence to policies and procedures by all, not just selectively.  Perhaps formal periodic training (retraining) is in order for BOS and Department Heads to sharpen employment management skills. BOS should also review the role and responsibilities of current town Human Resource designees.