LOCAL NEWS
Town priorities, budgeting, leadership decisions’ true cost (The Charlotte News, February 20, 2025)
Two races, three faces for Charlotte board elections (The Citizen, Liberty Darr, February 6, 2025)
Devine and Herlihy contend for two-year selectboard seat (The Charlotte News, Scooter MacMillan, February 6, 2025)
JD’S FRONT PORCH FORUM POSTS
Setting the Record Straight on Legal Expenses (February 20, 2025)
In recent published statements, Selectperson Devine attributed the $40K increase in Selectboard legal expenses in part to “challenges to Development Review decisions.” This implication is misleading, particularly given my tenure on the DRB.
According to the Jan 6th Selectboard meeting minutes, the primary drivers of increased legal costs were:
* Spear Street damage
* Union negotiations
* Initiative petitions
* A tax appeal
Notably, there was no mention of legal challenges related to development review.
The Facts
It’s important to recognize that Planning & Zoning has its own legal budget, separate from the Selectboard’s legal budget (which funds appeals). Over the past four years, Planning & Zoning legal expenses have actually decreased. When we combine both legal budgets (appeals + Planning & Zoning), the total expenditures were:
* FY21: $35K
* FY22: $21K
* FY23: $11.8K
* FY24: $9.9K
* FY25 YTD: $3.5K
Higher costs in FY21 and FY22 are due to five appeals of ZBA and Planning Commission decisions—before my tenure began in May 2021. Since I joined the DRB, legal costs have consistently declined. These numbers do not support increasing the Selectboard’s legal budget.
What’s Really Driving the $40K Increase?
Knowing the Spear Street repairs and the tax appeal expenses will not carry into FY26, the logical driver of the $40K increase is union negotiations. Selectperson Devine was a strong advocate for cuts to employee benefits through the Compensation Working Group, insisting that the Selectboard meet the promised $40K in savings. However, at some point, the Working Group disbanded, and town employees unionized.
Ironically, the $40K in promised savings has been completely offset by increased legal costs stemming from union negotiations and disputes.
Charlotte deserves transparent, fact-based budgeting discussions. It is essential that we hold our town leadership accountable for accurately representing the reasons behind budget increases—especially when those reasons contradict the data.
Improving Transparency — Reducing Executive Sessions (February 16, 2025)
A Selectboard’s core responsibility is to ensure open and transparent governance. While executive sessions are sometimes necessary—such as for legal issues, contracts, or personnel matters—their use should be limited to when absolutely required by law. Over reliance on executive sessions erodes public trust and leaves residents feeling excluded from key decisions.
The current Selectboard will undoubtedly defend their use of executive sessions, arguing they follow the law. However, there have been clear instances of misuse. One example is when the board invited contractors bidding on the Spear Street repairs into executive session. While 1 V.S.A. § 313 allows private discussions for contract deliberations, this is to protect the Board’s internal discussions—not to facilitate closed-door meetings with bidders. This misuse fuels skepticism and damages public confidence in the process.
To improve transparency, the Selectboard should:
1. Clearly Justify Executive Sessions
2. Minimize Non-Essential Executive Sessions
3. Provide Summaries After Executive Sessions
4. Encourage Public Input Before Key Decisions
When executive sessions are misused, they fuel speculation about what’s happening behind closed doors. While I don’t believe the Selectboard is acting with ill intent, I’m tired of hearing concerns from those who are less tolerant of the current board.
That said, progress is happening. More recently, due to my urging and Nate Bareham’s support, the Selectboard has made improvements in this area. While there is still work to be done, these steps toward greater transparency are a move in the right direction.
As a member of the Development Review Board, I strongly supported our transition from closed to open deliberations. While statute allowed closed discussions, we believed open meetings improved transparency and public trust. The Selectboard should follow the same approach.
What are your thoughts on making Selectboard meetings more open?
A Smarter Approach to Budgeting and Capital Planning (February 15, 2025)
I appreciate the ongoing discussion about the town budget, capital planning, and town priorities, as these decisions directly impact our community. In a recent opinion piece and Front Porch Forum posts, Selectperson Devine stated, “The budget not only determines how much your local tax rate will be, it also sets the priorities for the town.” While I respect this perspective, I take a different approach.
The budget should not dictate town priorities. Instead, the Selectboard—working with committees, boards, staff, and residents—should first establish clear priorities and then develop a budget that supports them while maintaining a reasonable tax rate. This balanced approach is essential to responsible governance, as I emphasized during Candidates Night.
Selectperson Devine has repeatedly called for better capital planning but has yet to take meaningful steps toward a solution. Effective planning requires understanding the town’s infrastructure—its buildings, equipment, and vehicles—that will require replacement. This includes critical assets like roofs, siding, furnaces, and municipal vehicles.
CVFRS provides a strong model for capital planning, having successfully budgeted for long-term expenses. If elected, I would work with town volunteers and staff to inventory all capital assets valued at $5,000 or more, noting installation dates and lifespans. This living document would guide the Selectboard in establishing reserve accounts.
The challenge lies in funding these reserves—balancing immediate tax impacts with long-term financial stability. If elected, I look forward to working with Charlotte residents to find responsible solutions.
For those interested in my approach to budgeting and financial planning, I hope this provides insight into my priorities. I encourage residents to ask questions, share perspectives, and participate in shaping our town’s future. I look forward to continuing these important conversations.