Town of Townsend, MA - The Role of Selectmen

The selectmen serve as a town's chief executive body. They have overall responsibility for the general operations of town government. They are usually the major non-school appointing authority for a town. They are authorized to enter into contracts on behalf of the municipality. The details of their duties and responsibilities are outlined in a publication by the Massachusetts Municipal Association called the Handbook for Massachusetts Selectmen.

While most other town boards and offices serve a particular function (e.g., assessors, finance, school, health), the selectmen's responsibilities are much broader. Their job is often one of sorting out the various positions of different departments and boards to determine the best overall course of action for the town. Selectmen should play an active and strong role in the financial management of the town.

A major role of the selectmen should be to coordinate the roles of all players in the financial management process and to promote a team approach for addressing the fiscal issues of the town. Selectmen should participate in the budget process, directly reviewing budget requests and having input at all levels of the process. They should provide leadership in the development of a capital improvement program and a risk management policy (i.e., insurance). Throughout the fiscal year, the selectmen (in conjunction with the finance committee), should monitor the financial performance of the town. Finally, selectmen should assume an active role in any issue or policy that has broad implications for the financial condition of the town, including such issues as tax classification, free cash policy, use of a stabilization fund, financial reporting and the audit process.

Perhaps the most important ingredient, for success as a selectman, is understanding the full responsibility of the position, as well as its limitations. Selectmen serve as the civic leaders of the town. In this capacity, selectmen need to devote sufficient time to municipal issues, and also need the ability to delegate appropriate tasks and responsibilities. In general, selectmen develop policies as directed by town meeting, and the appropriate department head, board or officer within the community is responsible for administering those policies. However, selectmen also serve in a reviewing role, and as such, are ultimately responsible for the successful administration of various town policies and undertakings.

Members of the board of selectmen should be aware of the fact that they, as well as all other members of elected or appointed boards, may act in their official capacity only when in an open public meeting with a majority of the board present, or when specifically delegated by a majority of the board.

Since most boards of selectmen appoint many positions, their ability to recruit and select the best and brightest people available is another key ingredient to success. This is particularly important for any appointments in the area of financial management. The individuals who serve in positions such as treasurer, collector and accountant will determine the quality of the fiscal management of the town. For such appointed positions, it is important that the selectmen identify and document the requisite qualifications and experience, and establish specific measurements of performance, however general. The selectmen should also support fair and competitive compensation for the key fiscal officers of the town. Competitive compensation can help selectmen retain the most qualified individuals to serve in these important positions.

Selectmen should also take an active interest in the reports produced by the financial officers of the town. They should ensure that the reports are prepared and should review them with the assistance of the person or board that prepared them. Financial reports can seem overly technical and unreadable for the fiscal neophyte. However, with a minimum of help, the reports can be read and comprehended fully. For most financial officers, their job is made easier when the selectmen understand and take an active interest in the community's financial reports.

As the chief executive officers of a municipality, selectmen must be able to coordinate the activities of the various officials serving, in financial management positions. Selectmen should sponsor periodic meetings with financial officials and attempt to establish and maintain effective channels of communication. It may be constructive to establish a financial management team, with representatives from the board of selectmen, finance committee and other financial offices. This fiscal team would convene periodically to discuss the communities' overall financial management.

As the chief executive body of the town, selectmen develop and implement policy. It is important that they develop consistent budget guidelines, at the same time taking into consideration the available financial resources of the municipality. Because the budget is probably the single most important policy document a town develops each year, participation by the selectmen is essential to their maintaining a leadership role in the town. The selectmen should have input concerning the budgets format, they should review all budget requests and develop a good understanding of the finance committee's position on the budget. The selectmen, in cooperation with the finance committee, should also establish policy priorities and provide leadership in the constant debate between the needs of municipal departments (for sufficient resources to deliver public services) and the needs of the taxpayers (to receive adequate services at a cost they can afford).

The selectmen have the sole power to place a Proposition 2 1/2 override or exclusion question on the ballot for voter approval. Override or exclusion questions may not be placed on the ballot by vote of town meeting or through use of a local initiative process. Unless a local initiative process is provided by law, the selectmen also have the sole power to place an under-ride question on the ballot. (If a local initiative process is available in a community), the people may use the initiative process to place an underride question on the ballot as well.) In most instances, a majority vote of the selectmen is needed to place an override or underride question on the ballot; a two-thirds vote is required for an exclusion question. All ballot questions require a majority vote of the electorate for approval.

Selectmen may advocate for or against a Proposition 21/2. ballot question just like other citizens. However, selectmen should be aware that local officials may not spend public funds for political purposes. This means that municipal funds and resources - such as personnel, supplies and facilities may not be used to influence the outcome of a Proposition 2 1/2 referendum. The Office of Campaign and Political Finance is responsible for administering, and enforcing campaign finance laws (M.G.L. Ch. 55) and can provide further details about the application A Guide to Financial Management for Town Officials of these laws to the conduct of local officials and employees in the Proposition 2 1/2 referendum process.

A municipal audit is an independent review of a town's financial position to determine its reasonableness and completeness. The selectmen are the appropriate body to see that these audits take place on a regular basis and to represent the interests of the town in reviewing an audit.

Audit reports should also include a management letter from the firm conducting the audit commenting on any material weaknesses in the management process. If an audit management letter reveals improper or inadequate procedures in the municipality's financial management, the problems should be corrected as soon as possible. The selectmen should provide the impetus to see that corrective recommendations take place, and should also monitor the implementation of those recommendations.

There are many opportunities for cooperation between the board of selectmen and the finance committee including the following: developing financial forecasts, establishing an appropriate budget and capital planning process, developing joint guidelines by which departmental requests will be reviewed, joint budget hearings with department heads and policies regarding the use of free cash and the stabilization fund.

It makes sense for the two committees to work together closely. By agreeing on processes and procedures ahead of time, both boards will save time and can avoid disagreements during the budget process.

Municipalities have some options regarding the organization of their finance functions. All communities with a total valuation over $1 million (all towns in Massachusetts currently exceed this amount) are required to have a finance committee. Its members may be appointed or elected. When appointed, the appointing authority is usually either the town moderator and or the board of selectmen.

Boards of assessors may be either elected or appointed, as can the treasurer and collector. Traditionally, treasures and collectors have been elected. To make the position an appointed one, municipalities must generally obtain legislation. The positions of treasurer and collector may be combines in the same fashion.

The town accountant serves a critical financial function. The accountant is generally appointed by the board of selectmen. Some smaller towns have also elected one or more auditors to review the town's books. Auditors must be elected, but the position may be abolished if the position of town accountant is established.

For those positions that can be either elected or appointed, there has been much debate about which method of selection is best. This is primarily a policy decision for a given community. Capable people have served positions under either method of selection. Municipalities that choose to elect these positions prefer to have the position directly accountable to voters and independent of any appointing authority. Municipalities that choose to appoint the positions prefer to be able to recruit individuals with the required qualifications and not be limited to residents of the town. They also prefer to have the position accountable to the board of selectmen. Towns that wish to restructure their organization to provide for appointed financial officials under the consolidated Chapter 43C, an act providing optional forms of municipal administration. The adoption of the fiscal structure is initiated by a petition process to place the question before the town's voters.