New Hampshire Town and City Magazine - May-June 2020

May/June 2020

TownandCity N E W

H A M P S H I R E

In This Issue:

A PUBLICATION OF NEW HAMPSHIRE MUNICIPAL ASSOCIATION

Community Choice Aggregation (CCA) Empowers Municipalities to Take Control of their Community’s Energy Costs........................................8 Community Leaders Join Together to Develop Community Power New Hampshire.............................................................13 Moving Toward a More Democratized Electric System...........................16 Improving the Resiliency of New Hampshire’s Buildings........................18 What Every New Hampshire Town & City Needs to Know About Solar Energy Today................................................24

Safety. Liquidity. Yield.

Municipalities and governmental entities need investment options that focus on these objectives.

The New Hampshire Public Deposit Investment Pool (NHPDIP or the Pool) features: • Professional Management. Investments in the Pool are managed by investment professionals who are experienced in managing local government investment pools, and follow both general economic and current market conditions affecting interest rates. NHPDIP is rated AAAm* by Standard and Poor’s Ratings Services.

• Convenience. NHPDIP provides simple management solutions with 24/7 password-protected account access and a Client Services Group to provide additional support and assistance.

• Diversification. NHPDIP has a diversified portfolio of high-quality instruments designed to meet the Pool’s primary objective of safety.

Learn more by calling your dedicated NHPDIP Representative, Beth Galperin, at 1.800.477.5258 or the Client Services Group at 1.844.4NH-PDIP (1.844.464.7347) or visiting www.nhpdip.com.

*Standard & Poor’s fund ratings are based on analysis of credit quality, market price exposure, and management. According to Standard & Poor’s rating criteria, the AAAm rating signifies excellent safety of investment principal and a superior capacity to maintain a $1.00 per share net asset value. However, it should be understood that the rating is not a “market” rating nor a recommendation to buy, hold or sell the securities. For a full description on rating methodology, visit Standard & Poor’s website http://www.standardandpoors.com/en_US/ web/guest/ home).

This information is for institutional investor use only, not for further distribution to retail investors, and does not represent an offer to sell or a solicitation of an offer to buy or sell any fund or other security. Investors should consider the Pool’s investment objectives, risks, charges and expenses before investing in the Pool. This and other information about the Pool is available in the Pool’s current Information Statement, which should be read carefully before investing. A copy of the Pool’s Information Statement may be obtained by calling 1-844-464-7347 or is available on the NHPDIP website at www.nhpdip.com. While the Pool seeks to maintain a stable net asset value of $1.00 per share, it is possible to lose money investing in the Pool. An investment in the Pool is not insured or guaranteed by the Federal Deposit Insurance Corporation or any other government agency. Shares of the Pool are distributed by PFM Fund Distributors, Inc., member Financial Industry Regulatory Authority (FINRA) (www.finra.org) and Securities Investor Protection Corporation (SIPC) (www.sipc.org). PFM Fund Distributors, Inc. is a wholly owned subsidiary of PFM Asset Management LLC.

Contents Table of

Volume LXIII • Number 3

May/June 2020

3 A Message from NHMA’s Executive Director 5 Happenings 7 Upcoming Events 22 Barbara Reid Retires!

Over 30 Years in Public Arena 26 Tech Insights: Is Your IT Ready to Support Remote Work?

4 Questions to Ask 27 Court Update 29 Up Close and Personal on the Board: Pam Laflamme 30 Up Close and Personal in the Field: David Witham 32 Legal Q&A: Using Revolving Funds For Energy Efficiency Projects 34 The HR Report: Proposed “Card Check” Union Election Bills – Historical Context for an Old Proposal 36 NHARPC: Rail Trail Planning in New Hampshire

8

Community Choice Aggregation (CCA) Empowers Municipalities to Take Control of their Community’s Energy Costs

13

Community Leaders Join Together to Develop Community Power New Hampshire

16

Moving Toward a More Democratized Electric System

18

Improving the Resiliency of New Hampshire’s Buildings

24

What Every New Hampshire Town & City Needs to Know About Solar Energy Today

40 This Moment in History 40 Name That City or Town Cover: Town of Londonderry, photo credit to Kevin H. Smith, Town Manager, Town of Londonderry.

New Hampshire Town and City Magazine Staff Executive Director Editor in Chief

Margaret M.L. Byrnes Timothy W. Fortier

Contributing Editor Margaret M.L. Byrnes

Barbara T. Reid

Natch Greyes Production/Design

Evans Printing Co.

Official Publication of the New Hampshire Municipal Association 25 Triangle Park Drive • Concord, New Hampshire 03301 Phone: 603.224.7447 • Email: nhmainfo@nhmunicipal.org • Website: www.nhmunicipal.org New Hampshire Municipal Association Phone: 800.852.3358 (members only) NEW HAMPSHIRE TOWN AND CITY (USPS 379-620) (ISSN 0545-171X) is published 6 times a year for $25/member, $50/non-member per year, by the New Hampshire Municipal Association, 25 Triangle Park Drive, Concord, New Hampshire 03301. Individual copies are $10.00 each. All rights reserved. Advertising rates will be furnished upon application. Periodical postage paid at Concord, NH 03302. POSTMASTER: Send address changes to NEW HAMPSHIRE TOWN AND CITY, 25 Triangle Park Drive, Concord, NH 03301.

NEW HAMPSHIRE TOWN AND CITY serves as a medium for exchanging ideas and information on municipal affairs for officials of New Hampshire municipalities and county governments. Subscriptions are included as part of the annual dues for New Hampshire Municipal Association membership and are based on NHMA’s subscription policy. Nothing included herein is to be construed as having the endorsement of the NHMA unless so specifically stated. Any reproduction or use of contents requires permission from the publisher. POSTMASTER: Address correction requested. © Copyright 2020 New Hampshire Municipal Association

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

1

New Hampshire Municipal Association

B OA R D O F D I R E C TO R S

As of March, 2019

Shaun Mulholland - Chair City Manager, Lebanon

Jim Maggiore - Vice Chair Selectman, North Hampton

Lisa Drabik - Treasurer Asst. Town Manager, Londonderry

Rick Hiland - Secretary Selectman, Albany

Laura Buono Town Administrator, Hillsborough

Butch Burbank Town Manager, Lincoln

David Caron Town Administrator, Derry

Conservation Commission, Holderness

Shelagh Connelly

Phil D’Avanza Planning Board, Goffstown

Jeanie Forrester Selectman, Meredith

Stephen Fournier Town Manager, Newmarket

Elizabeth Fox Asst. City Manager, HR Director, Keene

Meredith Hatfield Councilor, Concord

Bill Herman Town Administrator, Auburn

Neil Irvine Selectman, New Hampton

Pamela Laflamme Community Development Director, Berlin

Cheryl Lindner Chief of Staff, Nashua

Patrick Long Alderman, Manchester

Harold Lynde Selectman, Pelham

Conner MacIver Town Administrator, Barrington

Judie Milner City Manager, Franklin

Donna Nashawaty Town Manager, Sunapee

David Stack Town Manager, Bow

Eric Stohl Selectman, Columbia

David Swenson Selectman, New Durham

2

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

MUNICIPAL ENGINEERING Supporting NH Municipalities Since 1962

TRANSPORTATION

A Message from the

Executive Director

Roads, Bridges, Sidewalks, Traffic, Airports

SITE DEVELOPMENT Civil/Site, Stormwater, Survey, Permitting

NATURAL RESOURCES Wetlands, Dams, River Restoration

WATER/WASTEWATER Collection, Treatment, Storage, Distribution

FACILITIES

Mechanical, Electrical, and Structural Engineering

Bedford 603-637-1043 Laconia 603-524-1166

www.dubois-king.com

certified public accountants

experience counts We know New Hampshire governments.

Your needs come first at Vachon Clukay & Company, PC, so we’ve structured ourselves to fulfill all of your service needs.We provide the following services: Auditing Accounting Support and Training Advising Personalized “Team” Service Expertise in How Your Organization Operates Computerized Forms Operational Management Studies

We want want to to be part of your We your team. team.

For contact: For personal attention contact: Robert L. Vachon, CPA CPA Jarad Vartanian, 608 Chestnut St. • Manchester, NH 03104 Phone: (603) 622-7070 Fax: (603) 622-1452 www.vachonclukay.com

www.nhmunicipal.org

NHMA

I

Margaret M.L.Byrnes

n this issue of Town & City, I had hoped I’d be writing to you about our advocacy efforts at the legislature and Crossover, NHMA’s 2021-2022 Legislative Policy Process and its progress, and the many locations across the state for “NHMA spring training” workshops and events. I would be at the NHMA offices, surrounded by lively chatter, as staff prepared for workshops, fielded legal questions, prepared for legislative policy committee meetings, and actively debated a variety of important issues, including legislation and who ate the last piece of chocolate.

Instead, I’m writing this from my home office, while chatting with NHMA staff via Microsoft Teams, as we are among the millions of Americans working remotely due to the COVID-19 pandemic.

I do not know what the situation will be like by the time you are reading this, but I do know that our municipal officials and employees will continue to impress with their leadership and resilience during this uncertain and unsettling time. Earlier today, on one of my rare trips out of the house, I drove by a digital sign at a town building in my Town of Bow that said, in part, “We’ll all get through this together.”

Here at NHMA, we couldn’t agree more; in fact, facing challenges together is the cornerstone of what we do and what it means to be a member. Although our environment has changed, our services have not. With the legislature on hold, our advocacy has shifted focus to working with the governor and state agencies for relief and support necessary to allow municipalities to continue to operate with flexibility in these challenging times. And although gatherings of 10 or more are prohibited and social distancing is the new norm, NHMA’s workshop and training schedule remains in place, but in a virtual environment, allowing members from all over the state to participate in a workshop without leaving their home or office. Legal Services is responding to a major influx in legal questions, many as a result of COVID-19, while providing other support, like answering legal questions on weekly NH HSEM sponsored calls and putting out new guidance regularly on our COVID-19 Resources Page.

That being said, we know there are so many large events local officials look forward to in the spring, all which now have been cancelled or postponed—and can’t be presented “virtually.” We know this is a major disappointment, so NHMA is working with our partners to find ways to support each other and persist during this unpredictable time. For one thing, we’re excited that NHMA and OSI will team up to bring you a joint land use conference in October. And because Primex’s May conference also had to be cancelled, Primex and NHMA are getting creative and partnering at NHMA’s Annual Conference in November—stay tuned for more details!

Despite the circumstances, I could not be prouder to be a part of this organization; the work that my colleagues, our members, and our partners are doing is outstanding. It speaks to the commitment and resilience of those who serve in our government in New Hampshire.

Warmest regards,

Margaret M.L. Byrnes, NHMA Executive Director

Thank you for all you do. We will get through this together.

M AY / J U N E 2 0 2 0

3

A Guide to Effective Code Enforcement Virtual Workshop 9:00 am—12: 00 pm Friday, May 8, 2019 Cost is $65 Building inspectors, code enforcement officers, fire chiefs, health inspectors, and various other municipal officials are responsible for the enforcement of a variety of codes, regulations, and ordinances related to the use of land. These include both local regulations, such as zoning ordinances, site plan and subdivision regulations, health regulations, and the conditions of approval that accompany many land use board approvals, as well as state law, such as the State Building and Fire Code and statutes governing junkyards.

Effectively enforcing these various codes and regulations can pose a challenge to municipalities. Join Attorneys Matt Serge and Christine Fillmore from the law firm of Drummond Woodsum, for this half-day virtual workshop which will provide municipal officials with practical guidance on how to navigate the nuanced procedures associated with code enforcement, as well as practical advice in pursuing an enforcement action against noncompliant property owners. Our legal experts will address some of the most difficult issues under the law, including junkyards, dilapidated buildings, and health codes. There will be ample time for questions and answers on all aspects of the law.

Check out NHMA’s Guide to Effective Enforcement at www.nhmunicipal.org

For registration information, visit www.nhmunicipal.org

under Calendar of Events.

Questions? Call 800.852.3358, ext. 3350, or email NHMAregistrations@nhmunicipal.org.

4

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

HAPPENINGS Check Out Our COVID-19 Webpage For Valuable Guidance And Resources Visit https://www.nhmunicipal.org/covid-19-resources for Latest Information, Resources & Updates

NHMA is providing members available resources and updated information from federal and state agencies in order to assist cities and towns in developing appropriate responses at the local level regarding COVID-19.

Please check our website frequently for any new information or updates.

Members can access this information by going to www.nhmunicipal. org and by clicking Resources and Publications (far right tab on menu bar). You will find a new tab labeled COVID-19 Resources at the top of the side menu. Please check back regularly as we will update this page as new information and resources develop.

NHMA Issues New Guidance Regarding Public Meetings and COVID-19

Due to concerns about COVID-19, many municipalities have asked how their public bodies may continue to conduct board business while also complying with Governor Sununu’s Emergency Order #16 prohibiting gatherings of 10 or more people, and CDC guidance on social distancing and minimization of in-person interwww.nhmunicipal.org

actions. Check out www.nhmunicipal. org for the latest legal services guidance and updates from our federal and state resources.

NHMA Now Offering Virtual Workshops to Meet Our Member Training Needs

members by using electronic communication and by utilizing teleconferencing tools to facilitate upcoming training events, such as these Virtual Workshops.

We hope you will join us in these virtual workshops and we are appreciative of your support.

It’s Simplified.

It’s Streamlined.

It’s More User-Friendly.

And it Needs YOUR INPUT! The Wage Survey is back. It’s been To keep our members and staff safe, and to comply with restrictions on public gatherings, NHMA is moving from “in-person” workshops to “virtual” workshops for the time being.

Virtual Workshops are delivered via the internet and presentations are communicated using a digital platform and tools. When you attend a virtual workshop, you will be able to hear the presenter LIVE, ask questions, see the PowerPoint -- all from the comfort of your own home or office computer.

simplified, streamlined and is more user-friendly so as to boost member participation as the Wage Survey is a valuable business management tool and a top requested resource of our municipal members.

NHMA is strongly committed to providing our members a continuation of our education and training services during these challenging times. NHMA is fully functional and continues to support our

This year we ask that when you update your municipal roster for the New Hampshire Municipal Officials Directory, you simultaneously include this new wage data too.

Asset Management Coastal Facilities Energy Infrastructure Land Development Resiliency Transportation Water Resources 177 Corporate Drive Portsmouth, NH 03801 603.433.8818

Offices throughout the Northeast and a new Portland, ME location

www.tighebond.com

M AY / J U N E 2 0 2 0

5

HAPPENINGS from page 5 Learn more by visiting nhmunicipal. org/surveys-and-data for a printable PFD containing instructions for data entry, a one-page Frequently-AskedQuestions (FAQs), and a complete list of municipal positions contained in the 2020 Wage Survey.

2020 Edition of Knowing the Territory is Going DIGITAL

PLEASE UPDATE BOTH MUNICIPAL ROSTER AND WAGE SURVEY BY MAY 31, 2020!

SAVE THESE DATES! 79th Annual Conference & Exhibition Wednesday, November 18, 2020 Thursday, November 19, 2020 DoubleTree Downtown Manchester Hotel

Wednesday, November 14, 2018 Thursday, November 15, 2018 The Radisson Hotel, Manchester MARK YOUR CALENDARS FOR NEXT YEAR!

SUBSCRIBE

January/February 2020

TownandCity N E W

H A M P S H I R E

A PUBLICATION OF NEW HAMPSHIRE MUNICIPAL ASSOCIATION

To order

In This Issue:

New Hampshire Town and City magazine call 800.852.3358, ext. 3339. $25/members • $50/mon-members

Diary of a First Time Moderator .......................................................... 8 A Closer Look at the New Laws Governing Town Meeting & Election Postponement .......................................................................14 Traits of a Good Moderator ................................................................18 NHMA Gears Up for 2021-2022 Legislative Policy Process – It’s Never Too Early to Submit Policy Suggestions ..........................26

Roberts & Greene, PLLC

Comprehensive Governmental Auditing and Accounting Services Contact us for: Accuracy Communication Timeliness

47 Hall Street Concord, New Hampshire 6

Audits of Financial Statements Financial Statement Preparation Accounting Assistance Staff Training Management Advisory Services

In an effort to provide this valuable resource to our members as soon as possible, NHMA distributed complimentary copies to our members as an electronic download in late March! One feature of the digital version is the ability to click on the title of a chapter in the Table of Contents and jump right to that chapter. We have a limited number of hard copies available for purchase if you still wish to obtain a hard copy for your city or town. Please contact Judy Pearson, Member Services Coordinator, if you would like to purchase the 2020 edition or if you have any questions at jpearson@nhmunicipal.org.

NHMA Still Seeking Member Policy Proposals

Due to the disruption caused by the COVID-19 pandemic, NHMA is postponing (not cancelling) its 20212022 legislative policy process. The organizational meeting of the legislative policy committees that was originally scheduled for April 3 has been postponed to a date that is still to be determined, most likely in mid- to late May. We will send more information by e-mail to those who have signed up to be on a committee. Thank you to everyone for your patience.

In the meantime, we are also extending, indefinitely for now, the April 17 deadline for submitting legislative policy proposals. Please visit www.nhmunicipal.org.

603-856-8005 Email: info@roberts-greene.com

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

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.

MAY Virtual Workshop: Right-to-Know Law and Governmental Records Wednesday, May 6 1:30 pm – 3:30 pm Virtual Workshop: 2020 Code Enforcement Friday, May 8 9:00 am – 12:00 pm Virtual Workshop: 2020 Employment Law Workshop (Tentative) Wednesday, May 13 9:00 am – 4:00 pm Webinar: The Workings of a Planning Board Wednesday, May 13 12:00 p.m. – 1:00 p.m.

Virtual Workshop: 2020 Local Officials Workshops Tuesday, May 19 9:00 am – 4:00 pm Webinar: What is Community Power?

Wednesday, May 20 12:00 pm – 1:00 pm Memorial Day (NHMA Offices Closed) Monday, May 25

JUNE Virtual Workshop: Academy for Good Governance Wednesday, June 3 5:00 pm – 7:00 pm Workshop: 2020 Municipal Trustees Training Wednesday, June 10 9:00 am – 3:30 pm Virtual Workshop: Academy for Good Governance Wednesday, June 17 5:00 pm – 7:00 pm Please note that due to rapidly changing conditions in light of COVID-19, please visit NHMA’s website @ www.nhmunicipal.org frequently for the most up-to-date event and training information. Thank you.

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

7

Community Choice Aggregation (CCA) Empowers Municipalities to Take Control of their Community’s Energy Costs

By Freedom Energy Logistics

T

here is a palpable excitement moving across New Hampshire’s energy landscape. While we were all focused on net metering caps and RPS changes, the legislature quietly passed Community Choice Aggregation (“CCA”), HB 286.

On a municipal level, this is perhaps the most impactful energy legislation of the last 10 years. While many communities have made great strides to increase their commitment to a sustainable future, there is only so much a municipality has control over outside of their campus accounts. Would it not be great if communities had a vehicle with which to enter into long term retail and wholesale power purchase agreements for both themselves, and for all rate payers within their city limits? That vehicle is CCA. CCA empowers the community to make the most of their aggregated portfolio and take advantage of market offerings or renewable options that the utility may be unable or unwilling to offer. The utility companies are concerned with keeping on our lights, making sure our meters work and the power lines are maintained. They do not make any money selling us the underlying kwh so there is little incentive for them to innovate their Standard Offer.

access is hardly equal. The larger users in the state have the benefit of their portfolio size as both a leverage mechanism and a lure when dealing with the supplier marketplace.

Whereas a stand-alone residence may consume 750 kwh per month, a manufacturer like Stonyfield consumes millions of kwh. Residential offerings are typically ‘take-it-or-leave-it’ with punitive out-of-contract rates should the unsuspecting homeowner fail to renew when their contract expires.

Price is another area of significant disparity. With the power markets at near historic lows, some commercial and industrial users are seeing long-term rates in the low 6 and even high 5 cent per kwh range. Meanwhile a quick glance of the PUC’s helpful rate comparison website (https://www.puc. nh.gov/ceps/ResidentialCompare.aspx?choice=Eversource) shows the lowest rate around 7.7 cents per kwh and the highest at over 13!

The utility Standard Offer is as its name implies… standard.

Typically, the Standard offer is a fixed rate that gets set every 6 months or so and never with more than the statutorily mandated renewable mix, or ‘RPS Standard’. It is intended to be a service of last resort and when viewed in that light it is easy to see how CCA is a superior choice for both the municipality and its ratepayers.

CCA is the only mechanism that can truly level the playing field. In some cases, it can even tilt that field in the direction of the smaller user. A successful CCA program in Manchester or Nashua would have a larger kwh portfolio than the largest businesses in the state. When presented with the opportunity to serve large customer aggregations, suppliers jump at the chance to bid and are willing to make significant concessions to secure the business. In fact, it’s not uncommon in more mature markets for suppliers to use supply contracts written by the municipality running the CCA. This adds a layer of comfort and contract security rarely enjoyed in the commercial and industrial markets. When the municipality authors the agreement it tends to be a more consumer friendly contract than otherwise industry standard.

What are the advantages of CCA for ratepayers?

So, what’s in it for the Communities?

Roughly 90% of the large commercial and industrial rate payers in New Hampshire use a third-party electricity supplier other than their utility company, yet less than 30% of the residential marketplace does the same. While both customer classes have access to the electricity markets, such

Our client communities often ask us, “What benefit does the municipality derive from going through the efforts to launch a CCA?” Regardless of the model that a municipality pursues, each community is different. But it can be said that CCA has something for everyone.

8

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

From Left to Right: Londonderry Town Officials Kirby Brown, Executive Assistant, Steve Cotton, Administrative Support Coordinator and Kevin Smith Town Manager with the Freedom Energy Logistics team, Bart Fromuth, Chief Operating Officer, Thomas Carter, Director of Business Development & Public Relations, and Loren Stacey, Director of CCA & Recruiting. Londonderry is looking to utilize CCA to off set a recent increase in property taxes and will pass the savings to their residents.

In Massachusetts, many of the 150 communities that participate in an active CCA program raise money via their CCA, designated to energy related improvements in their community. They may instruct the supplier serving their community to embed a small fee in the supply rate and then use those proceeds to offset the cost of street lamping upgrades, installation EV chargers, rooftop solar or even upgraded time of use metering. The City of Lebanon plans on such creative uses of CCA. In coming years, Lebanon dreams of providing every ratepayer in the community with time of use (TOU) meters.

Time of use meters allow for numerous possibilities such as time of use pricing and demand-side management. By 2022 Lebanon may have the capability of alerting all of its rate payers to the annual system peak and encourage power curtailments in exchange for significant drops in power rates. It’s entirely voluntary, but when there are material savings versus the Standard Offer such programs can be a real win-win for both municipality and ratepayer.

The Town of Londonderry, for instance, is looking to utilize CCA as a www.nhmunicipal.org

mechanism to offset recent increases in property taxes. “If we can help our residents get some relief on the energy front, it goes a long way towards helping to bring down a cost of living that always seems be on the rise,” says Town Manager Kevin Smith. “Our goal via CCA is to prioritize savings and contract security above all else.” Londonderry will not be embedding any additional cost in their CCA rate but passing all savings on to their residents.

The City of Nashua is another example of how CCA can be used in innovative ways. Nashua owns a set of hydro dams, one of which is in the virtual net metering program but the other is not eligible due to size. As such, Nashua has difficulty getting a price per kwh that makes sense on a long-term agreement, given how low natural gas prices have fallen and power rates with them.

Nashua’s solution? CCA, of course!

With CCA Nashua can build their hydro production into the base load of their CCA program and get a price per kwh that has them in the black. Since the hydro dams make up such a small portion of Nashua’s total aggregated CCA load, they will still be able to offer their rate payers deep savings in yet another win-win scenario.

Sustainability is a key feature in the motivations of numerous municipalities throughout the state. CCA can provide a level of community-wide purchasing control, not offered or enjoyed through any other mechanism or program. Several communities, like the Town of Hanover, have made a commitment to reach 100% renewable energy for the town by 2030. Absent a program like CCA, Hanover would be able to follow through on this commitment for their municipal accounts but would have no authority or mechanism to achieve this goal for its residents or businesses. While CCA is not a mandatory program, it eliminates most of the customer acquisition cost and becomes the default electricity program for the town. This means that Hanover will be making purchasing decisions for roughly 80% of its households and will likely choose to make their base line CCA offering 100% renewable, meeting some of their community benchmarks well-ahead of schedule.

Another approach to sustainability that has been widely discussed amongst municipalities would be to work in locally owned and operated renewable generators as part of a municipality’s aggregation plan. Communities like Derry are looking at installing solar arrays greater than 1MW. With an active CCA program, they will be able to lease town land to the array, while including the facility’s production in the baseline offering to the community.

There was significant hope and later frustration surrounding HB 365 last year when the legislature passed the net metering limit to 5MW. Although the bill was eventually vetoed, many communities were far along the process of taking advantage with new solar development should it have passed. Those weary of losing forward momentum with their solar initiatives have turned to CCA as a not only a viable Plan B, but perhaps as a superior Plan.

M AY / J U N E 2 0 2 0

9

CCA EMPOWERS from page 9

What are the Obstacles?

CCA is the energy buzzword of the day, to be sure. As we move from theoretical to reality, we are reminded of one of the reasons we want CCA to begin with, utilities prefer the status quo.

Utilities are not bad actors; they merely act in their best interests as with most market forces. Their interests reward sameness. CCA is a market-driven solution to this fealty and embrace of sameness and allows the community to essentially replace the standard offer in hopes that progress on cost and innovation will be entrusted to an entity, the municipality, which is incentivized to make such changes.

While we are still in the beginning phases of this CCA market here in NH, we were recently reminded at the CCA

10

technical session held at the NH Public Utilities Commission, that Eversource and the other utilities will not venture into this as willing partners. Eversource has openly refused to provide the customer account-level data necessary to effect successful program enrollment without express and affirmative permission from every rate payer in the program. For a city like Nashua, this could mean tens of thousands individual authorizations which is both impractical and in direct contradiction to the intent of the legislation.

RSA 53-E:4, VI clearly states that an “approved aggregation may use the individual customer data to comply with the provisions of RSA 53-E:7, II.� Considering that individual account and meter data are necessary to comply with RSA 53-E:7, II and the opt out/enrollment process, it cannot be credibly argued that the utilities may withhold such data from an approved CCA.

NEW HAMPSHIRE TOWN AND CITY

The solution to these objections brought forth by the utilities is found on one of two paths, legislative or rule making. The legislative path is likely the most efficient and least dilatory.

Senators French and Feltes both have pending legislation before the general court specifically dealing with CCA policy and a few added words explicit direction to the utilities would render their arguments null and void. The rule making path, which is the clear and obvious choice of the utilities, would likely find a similar conclusion to the legislative but at significant additional cost, that cost being lost time and lost momentum. The rule making process has its strengths, but speed is unfortunately not among them.

Another obstacle to successful statewide implementation of CCA comes from the way in which our utility billing platforms are set up. At present, third party suppliers have the option

www.nhmunicipal.org

to bill customers directly or to piggyback on the utility billing platform such that their supply appears as a line item on the overall utility bill. CCA’s around the country typically opt to save cost and administration by billing through the utility. In New Hampshire however, there is one key policy difference that sets us apart from the other states with robust CCA and that is the “Purchase of Receivable” (POR).

Under the POR structure, the utility is tasked with collecting customer payment because they have the authority to disconnect for non-payment. The third party supplier billing on their platform is paid in full by the utility for every kwh that is invoiced, for a small fee, and anything the utility does not collect can be rolled into the next rate case as bad debt (same as if the customer was buying from the utility’s standard offer). Converting to a POR system has been debated, extensively, two times thus far during the year of electric deregulation, both times unsuccessfully. Given that that sentiment against POR has likely not changed in the last few years, Senators French and Feltes sponsored legislation that brought us closer to the pin and would be viewed more favorably than the current billing options we have in place.

After all, without interested third-party power suppliers interested in bidding on NH based CCA’s, a functional and robust program is not possible.

Both Feltes’ and French’s bills seek to

direct the utilities to split all incoming CCA related customer payments 50/50 between the utility and the third-party supplier. Under current guidelines, the utility must be paid in full for their transmission and distribution service before the first penny gets sent to the third-party supplier.

This scares off many would-be respondents to CCA RFP’s because they must accept all ratepayers in the community regardless of their payment history or credit score. Thus, there is significant credit risk and anyone slow-paying their utility bills could keep their lights on indefinitely by merely paying 50% of their power invoice. As such, third party suppliers would rather not bid than to take on that level of payment risk. And rightly so. Therefore, it is critical that either French’s or Feltes’ proposed legislation reach the Governor’s desk for signature, otherwise we will be well into 2021 before this particular problem is resolved.

So, we continue to tweak and improve this new law. The possibilities ahead for each community are both exciting and varied. We encourage communities to begin understanding how the many nuances of CCA will best benefit them and begin designing a CCA plan for their residents. As their goals come into vision, their voices can join with others in advocating for particular changes and they will be positioned to benefit most from this compelling new

vehicle in the evolution of our local energy options.

If you or your community are unfamiliar with CCA or would like more information, we recommend reaching out to our dedicated team or logging on to our website at www.communitychoicenh.com This resource contains robust content, including our full 45 minute presentation at the 2019 NHMA conference.

About Freedom Energy Logistics: FEL is an energy management firm based in Auburn, N.H., that specializes in unique methods of electricity and natural gas supply purchasing. Founded in 2006, FEL serves the region’s largest manufacturers, municipalities and businesses. Pioneering the ‘Direct-to-Grid’ movement, many of Freedom’s customers source wholesale energy direct from the ISO NE Pool. FEL is among the thought leaders for Community Choice Aggregation in New Hampshire. FEL is named twice to the Inc. 5000 list of fastest growing companies in America and to the list of Fastest-Growing Family Businesses in NH by Business New Hampshire Magazine. Stay Work Play’s Coolest Company for Young Professionals. Led by father and son duo Gus and Bart Fromuth, they were awarded Business Excellence Awards from New Hampshire Business Review in 2019 and 2016.

For more information visit http://www. felpower.com or call 603.625.2244.

Our Municipal Law and Finance Group is rewriting the definition of municipal legal counsel in New Hampshire, integrating comprehensive general counsel experience with trusted municipal finance services.

Mark H. Puffer, Director • mpuffer@preti.com 57 North Main Street, Concord, NH 03301 • 603.410.1500

www.nhmunicipal.org

preti.com

M AY / J U N E 2 0 2 0

11

2020 MUNICIPAL

TRUSTEE TRAINING BACK BY POPULAR DEMAND! Terry Knowles, formerly with the New Hampshire Charitable Trusts Division at the Attorney General's Office, is coming out of retirement to explain the duties, responsibilities, and reporting requirements of municipal trustees and how these trustees interact with other municipal officials.

TENTATIVE AGENDA 9:00 am - 9:15 am: Introduction to Charitable Trusts Division Tom Donovan, Director, Attorney Generals Office

9:15 am - 10:45 am: A Little Help From My Friends Terry Knowles, Emeritus Assistant Director

REGISTRATION FEE $65 per person

(includes continental breakfast and lunch) WHEN Wednesday, June 10, 2020 9:00 am—3:30 pm WHERE NHMA Offices 25 Triangle Park Drive Concord, NH 03301

10:45 am - 11:00 am: Break 11:00 am - 12:15 pm: Governance and Right-to-Know Law Stephen Buckley and Natch Greyes NH Municipal Association

12:15 pm - 1:00 pm: Lunch 1:00 pm - 2:00 pm:

Breakout sessions with Cemetery Trustee and Trustees of Trust Funds representatives

2:00 pm - 2:15 pm: Break 2:15 pm - 3:30 pm:

Trust Fund Administration Jamie Dow

CONTACT INFO Ashley Methot Events Coordinator 25 Triangle Park Drive Concord, NH 03301 603.230.3340 amethot@nhmunicipal.org

FOR ADDITIONAL DETAILS VISIT www.nhmunicipal.org

REGISTRATION OPENS

EARLY APRIL 2020

NH Department of Revenue Administration

12

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

Community Leaders Join Together to Develop Community Power New Hampshire This article is authored jointly by a coalition of community representatives and supporting partners working to form Community Power New Hampshire.

N

ew Hampshire’s Community Power law (SB 286; RSA 53-E) became effective October 1, 2019. It authorizes local governments (cities, towns, and counties) to become the default electricity provider for their residents and businesses — to offer innovative customer services and programs that communities want, to competitively procure electricity supply, and to work with regulators, utilities and competitive businesses to modernize our electrical grid and market infrastructure.

Unlocking the full range of municipal authorities enabled

by RSA 53-E could be a game changer for our communities, local infrastructure and the competitive retail electricity market. Successful implementation requires coming up to speed on industry best-practices, navigating complex regulations, coordinating across utilities, and contracting for an array of sophisticated services. That takes a level of expertise and scale beyond the capacity of many municipal governments — now more than ever, given the COVID-19 crisis and our economic outlook.

We believe that joining together to launch Community Power programs is the surest way to create a more coordinated, competitive, decarbonized, and locally governed electricity sector. That’s why our group — representing energy committees, town managers and sustainability staff, elected officials, city energy managers, county administrators, and regional planning commissions — is developing Community Power New Hampshire (CPNH).

CPNH is being designed as a new joint action legal entity — governed by communities to serve communities under a voluntary and flexible membership structure — to clear the way for cities, towns, and counties across New Hampshire to launch Community Power programs in 2020 and 2021.

Each community will help oversee the enterprise, while controlling their individual electricity rates, program services and policy goals. Once formed, CPNH will competitively

www.nhmunicipal.org

enlist best-in-class service providers to support the launch of initial Community Power Programs and provide new members with a menu of services. As CPNH grows, all members will benefit from greater economies of scale, proven best-practices and expert regulatory and policy engagement — all of which supports the evolution of our statewide competitive retail market.

To guide the design of CPNH, we have identified the following goals for Community Power Programs (CPPs), some of which may be prioritized over others by different communities: 1. Strengthen local control and choice: CPPs may craft their own energy portfolios and evolve them over time, set rates for their customers, and allocate surplus revenues for their community.

2. Control and reduce cost: CPPs will have access to competitive rate offerings relative to their utility’s default energy service, and the ability to better manage electricity cost drivers (e.g. capacity costs).

3. Accelerate decarbonization through renewable energy: CPPs may procure renewable energy by purchasing Renewable Energy Credits, contracting with existing renewable energy generators, or enabling construction of new renewable energy systems.

4. Stimulate competitive, local markets to benefit customers and communities: CPPs will enable market-driven innovation in customer services and distributed energy technologies (including dynamic and real-time pricing options, onsite generation, energy storage, electrification of transportation and heating sectors, and energy efficiency).

5. Modernize infrastructure to strengthen markets M AY / J U N E 2 0 2 0

13

COMMUNITY LEADERS from page 13 and energy resiliency: CPPs may further enable retail market innovation, Smart Cities and energy security for critical facilities through the targeted deployment of advanced meters and communications, distributed energy technologies and microgrids — working in partnership with distribution utilities and others to modernize our shared infrastructure and regulations.

6. Enhance local and regional coordination: CPPs may collaborate on electrifying transportation, streamlining permitting for innovative technologies, and removing other barriers to progress — working together with Regional Planning Commissions, counties, and other partners and coordinating with the Public Utility Commission and Legislature.

CPNH development activities are organized into the four working groups

listed below. We’re working together upfront to leverage our collective resources, minimize staff time and avoid duplicative overhead — and invite local governments interested in Community Power to join and support any area of interest:

Governance Agreement Municipal attorneys are reviewing a Joint Powers Agreement (authorized

by RSA 53-A), a contract among local governments to create CPNH. Over the coming months, we will work together to refine the details including

the process by which additional local governments may join CPNH.

Regulatory and Legislative Engagement The Public Utilities Commission is considering a rulemaking process that will affect Community Power programs. Coordination with electric distribution utilities is an important part of Community Power, and the process for enabling the full range of authorities granted by RSA 53-E needs to be clarified by the Commission. CPNH organizers are already actively engaged in this regulatory process.

Operating Model Design CPNH will likely rely on expert staff for oversight along with competitive service providers for operations, including: (1) active management of a diversified portfolio of wholesale energy contracts and participation in ISO New England electricity markets, and (2) retail customer services including meter communications, data management, call centers and billing.

14

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

Careful thought will be given to how CPNH’s in-house expertise and contracted services will evolve with the market over time.

Learn more about CPNH and how to join via our website:

Tad Montgomery, Energy and Facilities Manager

www.CommunityPowerNH.org.

City of Nashua: Doria Brown, Energy Manager

Community Engagement

Save the Date: CPNH will host a virtual Community Power Summit on Friday June 5th.

Municipalities across New Hampshire, seventy of which have Local Energy Committees, are interested in how Community Power could offer meaningful control over their energy future.

We believe CPNH is the most efficient and pragmatic way to secure that objective and invite other communities to join our initiative. Over the coming months, we will provide toolkits and templates, and work with partners like NHMA, Clean Energy NH and Regional Planning Commissions to spread the word.

NH Community Power coalition members: Town of Bristol: Paul Bemis, Bristol Energy Committee Town of Harrisville: Mary Day Mordecai Ned Hulbert, Planning Board

Community Power NH supporting partners: Dori Drachmann, Co-founder, Monadnock Sustainability Hub Dr. Amro M. Farid, Thayer School of Engineering at Dartmouth

Town of Hanover: Julia Griffin, Town Manager April Salas, Sustainability Director City of Lebanon: Clifton Below, Assistant Mayor

Cheshire County: Rod Bouchard, Assistant County Administrator / Special Projects and Strategic Initiatives

Samuel Golding, President, Community Choice Partners Jill Longval, Rockingham Planning Commission Henry Herndon, Clean Energy NH

A PARTNER IN YOUR SUCCESS As a full-service CPA firm, Melanson Heath is here to be your partner in providing accounting services for your government entity, nonprofit organization, or business.

WE PROVIDE ASSISTANCE WITH:

MS 535 Preparation Municipal Audits MS 60W Assistance Management Advisory Services Capital Asset Compilation Fraud Prevention Training Forensic Audits GASB Compliance & Understanding Risk Assesments

NASHUA, NH • MANCHESTER, NH ANDOVER, MA • GREENFIELD, MA ELLSWORTH, ME MELANSONHEATH.COM • 800-282-2440 NHMA_7_25x4_75_Town and City.indd 1

www.nhmunicipal.org

12/10/18 3:43 PM

M AY / J U N E 2 0 2 0

15

Moving Toward a More Democratized Electric System

By Eli Emerson, Esquire

W

hen the electric industry first developed, its design and implementation was as local as one could imagine. Oftentimes, a community would decide that a local resource (typically the water flowing through a dam) was an appropriate place to locate a turbine and electric generation equipment. From there, the community would decide how to build out the delivery systems.

Poles, wires and other distribution equipment would run to local businesses and homes that surrounded the generator.

The availability of electricity would spur the development of other businesses and encourage new residential development. As technology advanced and prices got cheaper, these systems would expand out to more rural areas. This utility system development was sometimes done by a private entity; more often, though, the development was initiated and owned by the local municipality. Eventually with the advancement of larger generation technology and high voltage transmission lines, the electric system became more centralized and smaller public utilities were consolidated into larger private utilities. Although this current system has some advantages (e.g., lower cost per kilowatt-hour), it lacks in flexibility, cost-control and reliability. It is a significant contrast with the roots of the electric system, which were characterized by small, decentralized, renewable and, most importantly, locally-owned systems.

The trend of the electric industry has reversed its course over the past couple of decades. There is an understanding that the electric grid can be cleaner, cheaper and more resilient when the sources of power, delivery and storage are more distributed. As the technology has trended this way, it has taken longer for law and regulation to catch up. The community power bill (SB 286), which passed in 2019, is a critical step in the continued path toward a more democratized electric system. It authorizes municipalities and counties to utilize all of the resources available to them in order to establish an energy system that reflects the values of the community they represent.

Municipally-owned electric utilities have existed for well 16

NEW HAMPSHIRE TOWN AND CITY

over 100 years. They have given communities the opportunity to decide how they want to deliver electricity to their residents and at what price. But operating an electric utility requires a huge capital investment to build out the necessary infrastructure. Community power is not a new idea either, and SB 286 builds off a number of provisions that existed in New Hampshire law for years. For instance, the ability for a municipality to act as an aggregator of electric customers already existed in statute. Aggregation simply means an entity collects individual customers and makes a purchase of electricity on behalf of those customers. SB 286 makes some necessary and critical additions to the law that would allow communities to develop and successfully operate a community power system.

The best thing about the new legislation is that it gives so many options to a municipality regarding how to address energy in its community and the flexibility to create the structure it desires. As will typically happen with an aggregator, it could mean contracting with large national brokers or regional generators for the purchase of electricity. It could also mean contracting with local, renewable generators or even developing its own local generation. It could even mean collaborating with local residents and businesses to encourage smaller-scale generation like rooftop solar.

The community could decide to incorporate battery storage to take advantage of hourly changes in electricity prices in the wholesale market. Because of breadth of the law, the opportunities do not end on the supply side; the community power entity is able to influence behavior on the delivery side. This can include special metering that allows for direct communication with in-home devices and implementation of special rates that encourage conservation at economically appropriate times. It would even allow for the installation of electric vehicle charging stations. In addition, none of this requires the municipality to build or own utility infrastructure; it would use the existing transmission, distribution and metering network to deliver these products at rates that it determines are appropriate. There is no regulation of these services by the Public Utilities Commission (except www.nhmunicipal.org

for the relationship between the community power entity and distribution utility1). Lastly, the legislation allows the municipality to set up an enterprise fund to make sure the operation of the community power entity stays separate from the rest of the municipalities’ operations and it allows for the issuance of revenue bonds to support the development and operation of the system.

The process to create a community power system is both simple in terms of steps and complex from a planning perspective. The governing body of the municipal or country first votes to create a community power committee. This can be a newly constituted committee or it can utilize an existing energy committee. That committee then develops a plan for the design and implementation of the community power system. The plan can be developed jointly with other municipalities. During the process, the committee must hold public hearings and solicit public input. Then the voters of that municipal or county need to vote to approve the community power plan. The complexity arises in the planning. The provision of electricity is a critically important function of modern life, and the electric industry is a complicated one. It is not a service that a municipality typically does.

And under the community power law, there are many options for what the

www.nhmunicipal.org

system will feature and services that it will offer to its customers. This speaks to the importance of getting knowledgeable people involved early and taking advantage of efforts among similarly-situated communities.

Some of the important questions that a municipality must answer in the planning process are obvious. What mixes of power do the systems want to be a part of their portfolio? Does this system want to rely on existing resources or develop its own local resources? Does it want to participate in wholesale markets as a utility would?

Then there are questions that are not so obvious but equally important.

Does it want to interact with its customers on the delivery side, like offering unique rates and services? How will the municipality initially fund the system, and then how will its finances work once it is up and operating? What are the risks, especially for a public entity? How will the community power system interface with the distribution utility and its metering system? Will the system allow customers to opt in or will it require them to opt out? The breadth of the possibilities is what really presents the biggest challenge when designing the system.

Under past attempts to instigate community-based power, the municipality was oftentimes asked to structure its program and goals around the existing gaps in electricity production and

delivery. That was very limiting and very discouraging. Under this new paradigm, a community can start by asking what are its values and how does it want its energy delivery and usage system to reflect those values.

It can then plan as much detail into the structure of the system as it deems appropriate. It can also partner with other municipalities to achieve economies of scale and share back office operation, and it can enlist industry experts to help in areas that are not natural to municipal operations.

Smaller scale and more local electric energy systems are the direction that the country and the world is heading. While this certainly helps control costs, it also provides a more reliable electric system that is designed around the goals of a community or set of communities.

Community power will lead the way in this evolution and New Hampshire is now in a position to be one of those leaders.

1 The PUC has opened a rulemaking to address issues related to impacts on the utilities and their provision of default service.

Elijah D. Emerson is an attorney with Primmer Piper Eggleston & Cramer, PC. Eli can be reached at their Littleton office at 603.444.4008 or via email at eemerson@primmer.com.

M AY / J U N E 2 0 2 0

17

Improving the Resiliency of New Hampshire’s Buildings

By Bryan Dwyer Energy Efficiency Program Coordinator

R

esilient is an appropriate word to describe the people of New Hampshire. We have a history of being able to adapt to change. This mentality allows us to thrive in the environment that we call home. There are many external factors that challenge us, whether it is the shoestring budget provided to meet the needs of a town, our fields of granite in between which we grow our gardens or the weather in March and April when winter continues to reject spring’s advances. Common sense, innovation, and stubbornness can combat these forces from breaking us.

This mentality is resiliency.

While there is no question about the resiliency of our people, it is time to address the resiliency of our buildings.

While stubbornness and the mentality of “This is the way we have always done it, so why change?” can help us plow through life, I suggest that we focus on common sense and innovation when we consider the resiliency of our buildings.

The reality is that many of our homes, offices and municipal buildings were not built to address the current expectations of energy performance or comfort. An extra cold winter or an extra hot summer can lead to operating costs skyrocketing and discomfort for the inhabitants. What if there were cost-effective, common sense and innovative actions that can be taken to address these operating costs?

Resilient Buildings Group If skyrocketing operating costs and occupant discomfort are something you struggle with, Resilient Buildings Group (RBG) can provide cost-effective, common-sense solutions to fix these problems. RBG is a for-profit company originally formed as a subsidiary of The Jordan Institute, a nonprofit entity with a mission to advance public, environmental, and economic health by improving energy performance and resiliency in how buildings are designed, built, renovated, operated, and financed. RBG takes a comprehensive approach to your project. We provide customized consulting services to reduce your energy costs, improve the comfort and durability of your building, and reduce greenhouse gas emissions. As a third-party, we do not endorse specific products or services. Although the Jordan Institute has since 18

NEW HAMPSHIRE TOWN AND CITY

dissolved, RBG remains mission-driven to find comprehensive, integrated, cost-effective solutions for each client and each building.

In pursuit of our mission, Resilient Buildings Group offers an array of services. Among them are benchmarking, energy audits and commissioning/retro-commissioning. A wise first step in any energy efficiency plan is to contact your local utility. Oftentimes, these services are fully or partially funded through the NHSaves program.

Benchmarking Benchmarking is a great first step to data-driven decision making for energy efficiency. Benchmarking averages multiple years of energy usage and the costs associated with operating a building. The calculations produce the building’s Energy Use Intensity (EUI), which is how much energy the building consumes per square foot, and its Cost Use Intensity (CUI), which is the operating cost per square foot.

These calculations and others can be compared to similar buildings locally and nationwide. Benchmarking allows decision-makers to easily see buildings that need attention.

Benchmarking before and after a project allows you to see the real-world savings and provides you an accurate return on investment. Benchmarking can also be used when a building is approaching the end of its life and a case needs to be made to seek funding for a replacement.

Energy Audits The buildings identified as weak performers by the benchmarking calculations are ideal candidates for energy audits.

Resilient Buildings Group performed over 25 municipal energy audits in 2019. An energy audit includes an assessment, analysis and action plan that describes the current conditions in your building and guides you to make cost savings and comfort improvements. Diagnostic tools are used, such as a blower door test, which determines how “leaky” a building is. ”Leaky” buildings allow excess conditioned air to escape outside, in other words, it contributes to how much you are spending to heat or cool the outdoors. No one would www.nhmunicipal.org

Commissioning and Retro-Commissioning

purposely have their furnace blasting while their front door or a window are wide open, but when you add up all the places where air is leaking in a building, you can have the same equivalent. Thermal imaging cameras can pinpoint problem areas not seen by the naked eye. The follow-up action plan of energy efficiency measures is based

www.nhmunicipal.org

on your concerns and wishes, aided-by the results from our analysis, energy use, building science, health and safety issues and our expertise to make your building more cost-efficient, comfortable, safe and resilient. Audits provide tangible next steps that the building owner can either fix themselves or contract out to implement.

All the various systems involved in operating a building are similar to if each part of your car was made and installed by a different car manufacturer. I don’t know about you, but I would want someone familiar with all the parts to test it out before I take it for a spin. This is similar to how commissioning works. As a commissioning agent, Resilient Buildings Group is an independent third-party who has no vested interest in selling equipment.

Our goal is to eliminate energy waste from your building so it performs the way it should. Commissioning is the process of verifying and optimizing mechanical (HVAC), plumbing, electrical, building envelope, renewable energy, lighting, controls, and other systems to achieve proper operation and maximum efficiency as intended by the building owner and as designed by the architects and engineer. Retro-

M AY / J U N E 2 0 2 0

19

RESILENCY from page 19 commissioning is the methodical process of documenting existing systems to be fixed by qualified tradespeople.

Fresh eyes and perspective are crucial to optimize the operation of your building.

Case Study Nelson, NH The town of Nelson wanted to reduce the energy usage in their municipal buildings. Given the age and condition of the buildings, they pursued an extensive weatherization project consisting of improving the insulation and air-sealing and thus reducing the ‘leakiness’ of the buildings. This is a wise first step because you may purchase highly efficient equipment but if you put it in a ‘leaky’ building then you will not realize the potential savings.

The contractor for the project reached out to RBG for technical assistance.

The technical assistance included modeling energy efficiency measures for the buildings, calculating energy savings and the payback timeline for the project. The project resulted in a 50% reduction in the town’s use of fossil fuels to heat the buildings. Funding for 50% of the project’s weatherization and 100% technical assistance was provided through NHSaves.

A year later, after the weatherization project was completed, the town reached out to RGB again to pursue technical assistance as they sought to move completely to electrical heating sources powered primarily through solar energy. RBG calculated the size of the heat pumps necessary to both warm and cool the buildings and collaborated with the solar installation company to make sure the array would provide enough energy for the

heat pumps and other loads of the buildings. At the request of town officials to inform voters, a representative from RGB made a presentation to the public to explain the work that had been completed and to inform the townsfolk of the long-term savings.

This technical assistance was again partially funded through NHSaves.

Dave Upton the chair of the Nelson Select Board shared his experience working with Dana Nute, the president of RBG and the rest of the team: We have been extremely pleased with the services provided to the Town of Nelson by Dana Nute and Resilient Buildings Group. Through his efforts, the town has received rebates covering one half of the cost of our building weatherization projects and 100% of the costs of the engineering study that Dana and RBG completed for us.

Guiding Individuals, Businesses, and Communities with:  Environmental (PFAS/PFOA and other) Problems  Insurance Coverage Assessment and Disputes  Risk Management Strategies  Insurance Profile Reviews  General Business Law 271 DERRY RD, SUITE 1, LITCHFIELD, NH 03052 (603)

413-5285

Experienced.

20

NEW HAMPSHIRE TOWN AND CITY

altierilaw.net

Engaged.

Committed. www.nhmunicipal.org

Dana has always made himself available to present the results of his work to the members of our Nelson’s Town Buildings Committee and to the community in public meetings, even when the program runs late into the evening at a location a long way from his home.

The members of the Nelson Select Board and the Nelson Town Buildings Committee appreciate the good work that Dana has done on our behalf and look forward to working with him as we continue to develop and promote projects addressing energy efficiency and renewability.

Next Steps Contact Resilient Buildings Group Resilient Buildings Group (info@ resilientbuildingsgroup.com, (603) 226-1009) is prepared to collaborate

with you on your energy efficiency needs and to help create more resilient buildings in New Hampshire. We have a small, dedicated team based in Concord, who have worked with over 75 clients, in 10 states and have completed over 250 projects. Our vision is a region in which new and existing structures become resilient, high-performance buildings: energy efficient, comfortable, durable, cost-effective to operate, healthy, and safe.

Contact NHSaves NHSaves is a collaborative of the state’s utilities providers with the purpose, according to the NHSaves.com website, to “Save energy, reduce costs, and protect our environment statewide”. Municipal, commercial, and residential customers are eligible to participate. The NHSaves program provides equipment rebates, as well

as funding, financing, and technical services for energy-efficient new construction and retrofit projects but it is imperative to contact them early in the process to ensure the greatest amount of savings.

Bryan Dwyer is Energy Efficiency Program Coordinator with the Resilient Buildings Group (RBG) based in Concord, New Hampshire. Bryan can be reached by phone at 603.226.1009 ext 202, or cell phone 603.748.0935, or via email at bdwyer@resilentbuildingsgroup.com. RBG provides customized consulting services to reduce your energy costs, improve the comfort and durability of your building, and reduce greenhouse gas emissions. As a third-party RBG does not endorse specific products or services. RBG is mission driven to find comprehensive, integrated, cost-effective solutions for each client and each building.

NHSaves contacts for commercial and municipal accounts

NHSaves contacts for each utilityGo to NHSaves.com for residential accounts Utility

Program Administrator

E-Mail Address

Phone Number

Eversource

Mark Toussaint

mark.toussaint@eversource.com (603) 634-2301

Liberty Utilities

Bob Reals

bob.reals@libertyutilities.com

(603) 216-3634

Electric Co-op

Joe Lajewski

lajewskij@nhec.com

(603) 536-8663

Unitil

Joe Van Gombos

vangombosj@unitil.com

(603) 294-5023

New Hampshire

Transportation | Water& Wastewater | Solid Waste | Structural

CMA

ENGINEERS

pursue excellence PORTSMOUTH, NH | MANCHESTER, NH | PORTLAND, ME www.cmaengineers.com

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

21

Barbara Reid Retires!

Barbara Reid Retires!- Over - Over3030Years YearsininPublic PublicArena Arena Set toT.Retire inannounced Early June In March 2005, Barbara Reid was as the new Government

Finance Advisor with the New Hampshire Municipal Association. Barbara Infilled March Reid was announced as theand newGovernment GovernmentAfthis2005, newly Barbara created T. position in the Legal Services Finance Advisor with the New Hampshire Municipal Association. fairs Department specifically to broaden the range of services available to Barbara filled this new and special position specifically to broaden the local officials in the area of budget, finance and taxation. range of services available to local officials in the areas of budget, finance, Barbara brought extensive municipal finance experience to the NHMA, and taxation. having spent most of her professional career in the government arena.

During her 18 years with the New Hampshire Department of Revenue AdBarbara brought municipal experience to NHMA, ministration whereextensive she served in variousfinance roles, including as Assistant Comhaving spent most of her previous professional in the Team, government missioner and Governor John Lynch’s Budgetcareer Transition Barbara arena.

Duringinher 18 major years with the New Hampshire of was involved every legislative initiative affecting Department municipal finance Revenue Administration, where she served in various roles–most recently operations, including the rewrite of the home rule charter authority, the reascodification Assistant Commissioner andbudget as a member Governor John of the municipal law, theof establishment of Lynch’s the New budget transition was involved in implementation every major legislative Hampshire Publicteam--Barbara Deposit Investment Pool, the of proceinitiative affecting finance form operations.

These included the dures in the officialmunicipal ballot referendum of government, and the enactment and administration of theauthority, statewiderecodification property tax. of the municipal rewrite of home rule charter budget law, capacity establishment of the Barbara New Hampshire Deposit In her new with NHMA, also served Public as the liaison with Investment Pool,involved implementation of procedures the official ballotthe affiliate groups in municipal and schoolinfinance, including referendum form of government, and enactment and Hampshire administration New Hampshire Association of Assessors, the New City ofand the statewide tax. the New Hampshire Tax Collectors Association, Town Clerksproperty Association, the New Hampshire Government Finance Officers Association and the Association of School Business Officials. this role, BarInNew herHampshire new capacity with NHMA, Barbara served as theInliaison with bara developed and coordinated programs and tools of interest to local offiaffiliate groups involved in municipal and school finance, including the cials,Hampshire to assist them in understanding and successfully performing their fiduNew Association of Assessing Officials, the New Hampshire ciaryand responsibilities.

City Town Clerks Association, the New Hampshire Tax Collectors Association, the Newmunicipal Hampshire Government Barbara’s extensive background, and Finance knowledgeOfficers of the Association, andNew the Hampshire New Hampshire Associationand of the School “workings” of local government stateBusiness budgetary process, In complimented well the financial-related services provided BarOfficials. this role, Barbara developed and coordinated programsbyand bara of during her time withofficials, NHMA. to assist them in understanding and tools interest to local successfully their responsibilities.

Barbara alsoperforming understood wellfiduciary that adoption of financial policies is just a good, sound business practice that fosters confidence in the fiscal operation Barbara’s background, and knowledge the of any cityextensive or town. municipal Toward that end, she developed an array ofoffinancial “workings” of NewforHampshire local government and thecredit state and budgetary policy templates members addressing cash receipts, purchasing cards, debt, fraud, fund investments, services and usershe fees.

Most of process, complemented well balances, the financial-related rendered these original templates have been updated and revised, many of which are during her time with NHMA. still available to members on our website (under Financial Services).

InAsher first Budget and Finance workshop in 2005, about a lobbyist for municipal interests, Barbara spent Barbara a lot of spoke her time trackInternal Controls: What Are and Who is Responsible.

Barbara ing pending legislation andThey ever-changing rules and regulations that impact highlighted the ways to create systems of checks and balances to protect municipal finance operations. municipal assets.

In 2011, Barbara was instrumental in the development of NHMA’s State Aid to Municipalities: History and Trends, a popular information booklet deBarbara alsohelp understood well and that legislators adoption of financial policiestheis impact just signed to local officials better understand astate good, sound business practice that fosters The confidence in the fiscal budget decisions have on municipalities. booklet comprehensiveoperation anyhistory city or and town.

Toward thatinend, she developed array ly explainsofthe recent trends numerous state aidanprograms ofand financial policy templates for members addressing and cashstate receipts, differentiates between state aid to municipalities aid tocredit school districts.

Today, the booklet is one of NHMA’s most powerful advocacy and purchasing cards, debt, fraud, fund balances, investments, and user tools.Most of these original templates have been updated and revised, fees.

22

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

Perhaps Barbara’s greatest impact was educating legislators and the public on local government fiscal realities. Every two years Barbara would reand many still and available tomembers, members many on ourofwebsite (under educate neware House Senate whom were notFinancial familiar Services). with the connection between state and local budgets. The booklet itself has become an advocacy tool for members assisting them in contact with In 2011, Barbaraabout was the instrumental the development of NHMA’s their local officials effect that in state-level budgetary decisions will State Aid to Municipalities: History and Trends, a popular information have on their cities or towns, in terms of services, municipal operations and booklet taxes. designed to help local officials and legislators understand better property the impact state budget decisions have on municipalities. The booklet Facing nearly a $4 billion unfunded liabilityand in its retirement Barbaexplains comprehensively the history recent trendssystem, in numerous rastate wasaid a player in the retirement pension reform areana for cities and programs and differentiates between state aid to municipalities towns.

There was a lot at stake at the time.

When the legislature created and state aid to school districts. the New Hampshire Retirement System (NHRS), abolishing all prior systems and Barbara’s mandating that all policewas officers, firefighters and be Perhaps greatest impact educating legislators andteachers the public placed in the new system, it pledged that the State would pay 35% of the on local government fiscal realities. Every two years Barbara would provide employer sharetoofnew the House contributions required for these three categories of information and Senate members, many of whom might employees.

Well, that not be familiar withdidn’t the happen. connection between state and local budgets.

The Aid to Municipalities booklet itself has become an advocacy tool for members, assisting them in discussions with their legislators about the effect that state-level budgetary decisions will have on their cities or towns in terms of services, municipal operations, and property taxes.

With the state facing nearly a $4 billion unfunded liability in its retirement system in the early 2000s, Barbara was an instrumental player in pension reform . When the legislature created the New Hampshire Retirement System (NHRS) in the 1960s, abolishing all prior systems and mandating that all police officers, firefighters and teachers be placed in the new system, it had pledged that the state would pay 35% of the employer share of the contributions required for these three categories of employees. The state began backing away from that pledge in 2007.

Over the next several years, over 45 pieces of legislation affecting the NHRS were enacted. Many of those changes dealt with administrative, operational, and governance issues, while others served directly to stem the explosion of municipal costs.ofWith her extensive knowledge of the Over several years, over 45 pieces legislation dealing with the retirement retirement system, Barbara was a critical player in these reform measures system were enacted, many changes dealing with administrative, operationaddress the system’s liabilities, to help the benefits. system’s altoand governance issues,growing or provided additional or ensure expanded long-term andand solvency for past, present, and futuremeasures employees, Barbara washealth a critical significant player in these reform to and to the make the system affordable localtogovernment and, address growing liabilities of the for NHRS, help ensureemployers the long-term ultimately, New Hampshire taxpayers. health and solvency of the system for past, present and future employees, and to make this system affordable for local government employers and, Barbara has many taxpayers. important and special moments serving as ultimately, Newhad Hampshire NHMA’s Government Finance Advisor at the State House, but none Barbara has had many important special moments serving as NHMA’s more special than the time she was gaveled down by the Senate President Government Finance Advisor at the State House, but none more special for responding to a senator’s question from the floor during a Senate than the time she was gaveled down by the Senate President for responding session. Sometimes, as Barbara has so professionally demonstrated over to a senator’s question from the floor during a Senate session. Sometimes, the years, the voice of reason is hard to silence. as Barbara has so professionally demonstrated over these many years, the voice of reason is hard to silence.

Thank you, Barbara, for all your hard work and dedication to NHMA. Thank you all your and dedication to NHMA, Barbara.

You will befor missed but hard neverwork forgotten!

You will be forever missed but never forgotten!

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

23

What Every New Hampshire Town & City Needs to Know About Solar Energy Today

By Phil Coupe

S

olar has become the renewable energy of choice for municipalities throughout northern New England because it is now cost-competitive with fossil fuels and has zero carbon emissions. Since 1975 the cost of solar technology has dropped by 99%, creating the opportunity for New Hampshire towns and cities to derive a strong economic and environmental return on a solar investment while meeting citizens’ urgent calls to reduce carbon pollution.

But is there truly enough sunshine at our latitude to justify a solar investment? In fact, much of NH is at the same latitude as Monaco on the French Riviera, one of the sunniest vacation destinations in Europe: It may surprise folks to learn that a solar array in NH will generate roughly the same amount of clean, renewable solar electricity per year as an array in Houston, TX. This is due to NH’s relatively sunny latitude, and to the fact that solar panels are much more efficient at lower temperatures. Annually, NH gets 33% more sunshine than Germany, a world leader in solar adoption that is situated at a more northerly latitude.

Since the investors benefited from the 26% federal tax credit for solar, and the accelerated depreciation benefit, the solar array cannot be sold at a deep discount to the municipality until the five years have elapsed to avoid clawback of the federal tax incentives. Starting in Year 6, the municipality has the option to purchase the solar array from the investors at roughly 60% of the initial construction cost, or to simply keep buying the clean solar electricity at a rate that is indexed to local utility rates with the goal of keeping solar power costs lower than grid power. Readers can learn more about this approach here: https://impact.revisionenergy.com/ Modern, reliable solar technology comes with a 25-year warranty and an expected useful lifespan of 40+ years, making it possible for municipalities to save hundreds of thousands of dollars on energy costs over the multi-decade operational life of an array. Because the local NH solar resource is measurable and predictable, solar developers can accurately model the savings from a solar array and provide municipalities with transparent financial pro formas before making the decision to enter into a typical 20-year PPA (with buyout options starting in Year 6).

Zero up front cost is one of the strongest drivers of solar adoption by towns and cities, enabled by the common financial approach known as a ‘Power Purchase Agreement’, or PPA. Instead of directly purchasing a solar array, municipalities are partnering with local, mission-driven impact investors (like the NH Community Loan Fund) who finance the construction of the solar project, after which the city or town simply agrees to purchase the solar electricity at a rate below what the utility charges for brown power from the grid.

To date a slew of NH municipalities, schools and nonprofits have entered into successful PPA’s, including the largest rooftop solar array in the state at Dover High School, along with the cities and towns of Concord, Hanover, Lebanon, Nashua, Durham, Lee, Stratham, Peterborough, Keene, Plymouth and many more. Colby-Sawyer College, Dartmouth, Phillips Exeter, Proctor, Nashua Soup Kitchen, Children’s Museum of NH, Palace Theater, and Tupelo Music Hall are a few other recognizable NH institutions that are saving serious amounts of money and reducing carbon emissions through solar PPA’s.

For the first five years of the Power Purchase Agreement, the solar array is owned by the investors on behalf of the municipality during what is called the ‘tax recapture period.’

With coal-fired power plants like Schilling Station in Bow, plus 350,000 homes heated by oil and 525,000 gas-powered cars on the road, New Hampshire has the second highest per

24

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

good news is that cost-effective solar, combined with hyper-efficient technologies like heat pumps, electric vehicles, batteries and LEDs, now makes it possible for all NH cities, towns and households to pivot away from fossil fuels, save money and protect NH’s pristine natural environment from the carbon pollution that threatens everyone’s way of life.

The 2,581 solar panels atop Dover High School are expected to generate roughly 1 million kilowatt hours of clean electricity per year, eliminating more than 550 tons of carbon pollution from regional fossil fuel power plants every year for the next 40+ years. The solar project is forecasted to save taxpayers more than $4 million in energy costs.

capita carbon pollution in New England. Every year, NH exports roughly

$4 billion from the local economy to import fossil fuels from away. The

 Telecommunica�ons  Tax Assessment  Eminent Domain

Phil Coupe is co-founder of Revision Energy, a Certified B. Corp. Phil can be reached by phone at 207.232.6595 or via email at phil@revisionenergy. com. ReVision Energy is 100% employee owned and operated. Their team of inhouse solar specialists (engineers, designers, installers) has built over 7,000 solar energy systems in the region. They are a Certified B Corp and have been consistently rated Top 10 Solar Installers in the Northeast.

We represent towns and ci�es throughout the state and bring value to our clients through decades of experience and adhering to the budgetary constraints under which municipali�es operate. We emphasize preven�ve and �mely legal counsel to our clients with a view toward avoiding problems that result in li�ga�on.

Special counsel services include:

 Appellate  Water  Labor & Employment  Growth Control  Li�ga�on  Land Use & Planning

Also available for conict counsel services

 U�lity & Infrastructure  Police  Environmental

OFFICES IN EXETER, PORTSMOUTH, MEREDITH & CONCORD, NEW HAMPSHIRE

WWW.DTCLAWYERS.COM DONAHUE, TUCKER & CIANDELLA, PLLC

E‐mail: info@DTCLawyers.com

Toll Free: (800) 566‐0506 For inquiries please contact Christopher Boldt or Sharon Somers

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

25

Tech

Insights

By Joe Howland

Is Your IT Ready to Support Remote Work?

4 Questions to Ask

Your organization may be asking itself a question it’s never asked before: what do we do if our employees need to work remotely?

Some organizations may already have a Disaster Recovery Plan in place that promotes business continuity. However, many do not. The rising impact of Coronavirus is forcing organizations to explore and test Business Continuity plans or suffer the consequences of not having one.

The reality is that enabling employees to work from home demands a lot from your technology and organization. But there are a few questions that will help you and your IT partner get this process started.

What will your employees work on?

Organizations that already issue laptops or other mobile devices as an employee’s primary workstation are in good shape have a leg up already. If that’s not the case, then you will need to explore alternatives.

Bring work desktops home Moving and setting these up at employees’ homes may be a challenge. But it can also simplify other security and access issues. For many organizations, this is the best choice.

Implement a remote access solution There are a multitude of solutions – ranging from software to allow remote control of an office PC to full-fledged remote access solutions.

Work on personal computers While often a simple solution, it can raise significant security concerns and access issues. We’ll cover more on both of those below.

Issue spare laptops to take home It’s unlikely this will work for your entire staff but can be part of a larger solution.

Short term laptop rentals or leases This is the last resort, but if you rent from a reputable vendor it can be part of the solution.

26

NEW HAMPSHIRE TOWN AND CITY

How will they do work?

Employees need access to the organization’s data and applications. This means email, documents, files and software to do the required daily tasks.

Ideally, you already have a cloud-based option in place like SharePoint, OneDrive, Dropbox, or Google Docs. Without a cloud-based option, you’ll need to explore other options.

A Virtual Private Network (VPN) can be used by smaller organizations, but a larger staff will likely experience bandwidth issues.

Remote access software like Splashtop, Zoho Assist, and others offer a compelling solution. It does raise a few cybersecurity questions, but with proper measures in place, this proves to be a strong option.

How will they communicate?

Phones will need to be redirected or brought home. If you have a VoIP system, this should be a fairly easy task. Keep in mind you may need additional equipment like a power supply when bringing the phone home. However, you could also redirect incoming calls to a mobile phone or you may even have mobile applications employees may download on their smartphones.

You’ll also want to ensure a communication and collaboration platform is available. Microsoft Teams is a strong all-in-one solution. Employees may store documents, chat with one another, host video calls, and more in this cloud-based solution.

Zoom and WebEx are also great options to help teams communicate and feel connected through video chats. WebEx even has a guide for employees new to remote working.

If you and your team need tips on communicating well while working from home, LinkedIn has 16 of its Remote Working training sessions free as a response to the Coronavirus crisis.

What are the security risks?

There are new cybersecurity challenges that come along www.nhmunicipal.org

with working from home. Things to keep in mind:

your data as a system sitting on the network.

1. Remote devices, such as home computers, are outside the organization’s managed security boundary and don’t always have the same protections in place.

7. Employees should be encouraged to make sure home WIFI, routers, and firewalls are running the latest updates.

2. Employees working from home computers need to make sure they have applied security updates and are working on supported, modern operating systems.

3. Home computers often lack quality antivirus software. Organizations should be prepared to provide antivirus software to employees if they expect them to use personal devices.

4.

Home computers are often shared with others who may not follow safe computing practices.

5. Personal email is subject to phishing attacks and often doesn’t have the same protections as enterprise email solutions.

6. A compromised home computer can be just as much of a threat to

That’s a lot to consider on the security front. That’s why it’s helpful to have a solution that’s thought out and planned for in advance.

All-in-one Solution The cloud shines in supporting business continuity. We have a solution many of our clients enjoy that leverages Citrix to provide cloud-hosted desktops. This enables employees to have the same desktop experience anywhere they have an Internet connection. Employees have the same level of secure access to applications, files, and data at home as they do at work.

Since the computer in this case just serves as a terminal, the computing happens inside the organization’s security boundary. It dramatically reduces the security risk, improves access, and minimizes confusion.

Court

Update

About Joe Howland Joe has been in the IT industry for over 20 years and has extensive IT management experience that spans multiple industries. A UCLA grad with a degree in Mathematics Computation with a Computer Specialization, he worked with Computer Sciences Corporation for 10 years supporting defense and financial sector contracts. Joe joined VC3 in 2009 and during his time with VC3, Joe has performed in the role of Virtual CIO for some of VC3’s largest government customers. Joe is currently VC3’s Chief Information Security Officer and is responsible for VC3’s IT security as well as advising on security for VC3’s customers.

About VC3 VC3 is a leading managed services provider focused on municipal government.

Founded in 1994 with offices across the east coast, VC3 forms partnerships with municipalities to achieve their technology goals and harness their data. In addition to providing comprehensive managed IT solutions, VC3 offers cybersecurity, website design, custom application development, and business intelligence services.

Visit www.vc3.com to learn more.

By Stephen C. Buckley, Legal Services Counsel and Natch Greyes, Municipal Services Counsel

Court Update, previously a regular column in New Hampshire Town & City magazine, has moved to the New Hampshire Municipal Association web site to provide more timely information to NHMA members. Opinions will be posted after they are released, and a reminder will be included here and sent in Newslink. To read previous Court Update columns, please visit www.nhmunicipal.org.

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

27

Drummond Woodsum WELCOMES Two Attorneys

HariNarayan (Huddy) Grandy

Steven M. Whitley

We have ALL the tools to meet your needs.

Drummond Woodsum’s attorneys are experienced at guiding towns, cities, counties and local governments through a variety of issues including: • • • • • • •

Municipal bonds and public finance Land use planning, zoning and enforcement Ordinance drafting Tax abatement General municipal matters Municipal employment and labor matters Litigation and appeals

We use a team approach – small groups of highly specialized attorneys that work together to offer clients the counsel and support they need, precisely when they need it. It’s an efficient way to practice law. It’s also extremely productive and cost effective for our clients.

Learn more about what our municipal group can do for you at dwmlaw.com.

dwmlaw.com | 800.727.1941 Manchester, Portsmouth & Lebanon, NH

28

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

UP CLOSE &

PERSONAL On the Board

W

elcome to Up Close and Personal is designed to give readers a closer look at NHMA board members. In this issue, we hope you enjoy meeting Pam Laflamme, Community Development Director in the City of Berlin. Laflamme was elected this November to serve on NHMA’s board of directors.

TC: What are your duties and responsibilities as Community Development Director?

PL: The duties and responsibilities of my position as Community Development Director have evolved during my time with the City. I am responsible for the traditional work in planning and zoning and I also work with the City’s economic development board. I also have responsibility for the City’s Technology Services and take care of the City’s social media. I also write, manage and administer grants for the municipality. There are lots of little things that I have accumulated over time that come with having a long history with the community!

TC: What is your biggest challenge in performing your duties?

PL: It is hard to point to one specific challenge. I enjoy the ever-changing nature of our community and the challenges are part of the work in community & economic development. I think the biggest challenge is that there are never enough hours in a day to accomplish all the tasks I set out to do in a day. It doesn’t take much to throw the rhythm of a day off course but that is what I love about my work, I never know what to expect out of my day.

Pam Laflamme

TC: How has NHMA helped you to do your job?

PL: NHMA provides its member communities with so much information. Between the Legislative Bulletins, publications, trainings, webinars, there are many ways to get information not just for municipal staff but to share with our volunteer boards and committees.

When I find myself with a question, the first place I check is the NHMA website to see if I can find the answer there before I look anywhere else. This saves me a lot of time and provides me with a reliable source of information.

TC: Tell us a story about an unusual experience you have had while doing your job.

PL: I have had so many experiences with this job that I know I would not have had if I worked in another community or in the private sector. I have had the good fortune to meet many wonderful people in our community and from around the state both in and out of government. I’ve been in the basements of old buildings, on top of rugged terrain checking out projects, at meetings with incredible people, invited to be part of interesting learning experiences, but what is most gratifying by far is when I get to help someone problem solve and leave them with a positive impression of our community and local government.

Do you know someone who deserves to be profiled in a future edition of New Hampshire Town and City magazine?

TC: Has your job changed the way you look at the role of government?

PL: All told over my twenty years with the City of Berlin, I have learned a lot about how I experience local government and how our citizens experience local government. People who come to us upset and angry usually want to be heard and really listened to and once that is acknowledged, I find that I end up having a good conversation that ends with a smile and a thank you. I think that this job has taught me a lot about myself and my own self-awareness as well as how human nature plays into our experiences that make it so much easier for me to take things less personally for the most part.

If so, please contact the New Hampshire Municipal Association at 800.852.3358 ext. 3408 or tfortier@nhmunicipal.org.

TC: Anything else you would like to discuss about your job?

PL: Working in the public sector can be both extremely rewarding and extremely challenging – often all in the same day! For me, being able to work and contribute to the communities where I grew up and have real impact on helping with the growth and future of this area is something I am proud and grateful to have to the opportunity to do. The people I get to work with and volunteer with for the betterment of the area give so much of their time and effort, it inspires me to keep doing the work and keeps my optimism and positivity about our region focused in the right direction!

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

29

UP CLOSE & In the Field

PERSONAL

W

elcome to Up Close and Personal – In the Field, a regular column in New Hampshire Town and City dedicated to giving readers a closer look at staff from New Hampshire municipalities. In this issue, we hope you enjoy meeting David Witham, Councilor in the City of Somersworth.

TC: What are your duties and responsibilities as Councilor?

DW: I am an At-Large City Councilor and Deputy Mayor for the City of Somersworth. I am one of 9 Councilors (5 Ward Councilors and 4 At-Large) elected every two years. The Deputy Mayor role is a Mayoral nomination with Council confirmation and in this role I fill-in for the Mayor when he is unavailable which may include presiding over Council meetings or attending events in his place.

TC: What is your biggest challenge in performing your duties?

DW: There are many challenges to be sure but chief among them is finding a balance to move the community forward and maintain expected services while being mindful of taxpayer burden. My experience suggests that there are some who are more than willing to pay more for better services while many others sneer at the high property tax burden. It’s truly a tough, delicate balance that seldom pleases most.

TC: How has NHMA helped you to do your job?

DW: NHMA provides a network for connecting with peers across the state who are dealing with many of the same issues. Having a supportive network helps to navigate the many difficult issues we encounter as elected officials. In addition, NHMA’s training has been most valuable such as the various land use programs which I have found extremely informative and helpful.

David Witham

TC: Give us an example of a problem you solved or a dilemma you faced and overcame in the line of duty?

DW: Somersworth had long wrestled with its identity and image. A once booming “mill town” centered around several downtown factories, the downtown became worn and rundown and with that a negative image of the community grew. As a City Councilor who ran on a platform of improving the community’s image one day at a time, I championed image change with other elected leaders and a supportive professional staff.

TC: What is the public perception about your job and how does it differ from the reality of your job?

DW: You don’t know what you don’t know is a phrase that best describes the public’s perception of elected leadership. While I initially thought the public didn’t trust me or my decisions, I ultimately came to understand they just didn’t know all the details. Being open and transparent and providing easy access to the details of various decisions has been most helpful in improving the public’s perception of me and other elected leaders in our community.

Do you know someone who deserves to be profiled in a future edition of New Hampshire Town and City magazine?

If so, please contact the New Hampshire Municipal Association at 800.852.3358 ext. 3408 or tfortier@nhmunicipal.org.

30

TC: Tell us a story about an unusual experience you have had while doing your job.

DW: I joke often with the Mayor, who in Somersworth only votes to break a tie, that his only vote was to pass a zoning ordinance amendment to allow backyard chickens. What caught me by surprise, and hence unusual, was the public input to allow or not allow backyard chickens. The chicken ordinance generated the longest line and time of public comment in my 11 years on City Council. Who knew?

TC: Has your public position changed you personally?

DW: Honestly, I don’t think so. I grew up the son of a police officer, became a call firefighter and work in the public sector professionally. Being a City Councilor is just a different public service role that relies heavily on the values and beliefs I secured along the way.

TC: What advice would you give someone who would like to follow in your footsteps into this job?

DW: Run for office. All too often the public isn’t given choices. I have always believed that candidates for local elected office all have the community’s best interest in mind, it’s just a difference in approach and having a choice in that approach is important.

TC: Do you dislike any aspects of your job? Which ones? Why? DW: I love being a City Councilor. Perhaps the only negative aspect is the time commitment to do the job correctly. All for $81.04 monthly.

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

Time to Update 2020-2021 Good news to report. By popular member demand, the Wage Survey is back!

It's Simplified. It's Streamlined. It's More User-Friendly. And it Needs YOUR INPUT! IMPORTANT STEPS FOR 2020 MUNICIPAL DIRECTORY AND WAGE SURVEY STEP ONE: Go to Manage Organization Please log onto www.nhmunicipal.org and go to Manage Organization in the Members Features box. This is the section where you confirm office hours, mailing address, email information, website address, etc. pertaining to your local municipal operations. If you don't know who in your city or town has access to do this, please contact Judy Pearson, Member Services Coordinator, at jpearson@nhmunicipal.org or 230.3355. Under Manage Organization, you will see a new section regarding employee benefits. Please indicate whether your city or town has any collective bargaining agreements, whether it offers health insurance to employees, and what is the percentage of employee contribution toward health care coverage.

STEP TWO: Go to Manage Officials Under Manage Officials, we ask that you update, add, remove, and update the names and contact information of your local municipal roster due to the most recent election. For each municipal employee/position on your municipal roster, you will see a new section asking if this position is paid hourly, by salary, or by stipend. The last cell asks for the dollar amount of this wage type. That's it! It's that easy! Please ensure that your submission is made no later than May 31, 2020.

UPDATES DUE BY MAY 31ST!

If you’re not getting it, you’re not getting it.

Don’t be caught without it!

NewsLink gives you all the latest information on upcoming workshops, webinars and other training events.

The E-newsletter of the New Hampshire Municipal Association

This bi-weekly electronic newsletter is the most comprehensive resource for local government officials in New Hampshire.

To get all the news you can’t afford to miss, subscribe to NewsLink at www.nhmunicipal.org.

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

31

Legal

Q and A Using Revolving Funds For Municipal Group Net Metering

By Natch Greyes, Municipal Services Counsel We often get questions from municipalities about setting up revolving funds pursuant to RSA 31:95-h for various municipal programs. Unfortunately, that statute limits the reasons for which revolving funds can be created, so my colleague Stephen Buckley and I occasionally have the sad duty of shooting down a great program idea. Thankfully, the legislature has allowed revolving funds for two energy efficiency programs. Those exist under RSA 31:95-h, I (f ) & (g).

Q. What do sections (f) and (g) allow?

A. The first allows a revolving fund to be established to finance energy conservation and efficiency and clean energy improvements by participating property owners in an energy efficiency and clean energy district created pursuant to RSA 53-F. Very few municipalities have actually established an RSA 53-F district. However, the second option under (g) allows a revolving fund to be established to facilitate transactions relative to municipal group net metering.

Q. What is “municipal group net metering�?

A. Under typical net metering rules, the owner of a renewable electricity generating system, e.g. solar panels, has a single meter through which all the electricity flows. In the solar scenario, at sunnier times of the year, e.g. June, the panels would produce more electricity than is consumed by the owner. As a consequence, electricity would flow back through the meter to the grid from the owner. At darker times of the year, e.g. December, the panels would produce less electricity than is consumed by the owner and more electricity would be consumed by the owner than is produced.

Of course, a single owner may have multiple meters. For example, in the municipal context, a single municipality may own a town hall, public works garage, and police department.

Municipal group net metering allows the owner of the renewable electricity generating system to share the output with 32

NEW HAMPSHIRE TOWN AND CITY

other customers without the requirement that they share a meter as long as the customers are part of the same distribution utility. For example, the public works garage may have a large flat roof that works well for solar panels. That production can be shared with the town hall, which may have been built in the 1800s and has a steeply pitched roof with many gables, making it unsuitable for solar panel placement.

The municipal group meter metering accomplishes the same feat as typical net metering, but without the requirement of having a single meter.

Q. How does this relate to the revolving fund created under RSA 31:95-h, I(g)?

A. Municipalities often explore the possibility of a Power Purchase Agreement (PPA) for solar installations. Under this model, a third party owns the solar energy system located on the property of the host customer and sells the electricity produced by the facility to the customer under a contract designed to provide long-term electricity cost savings. In municipalities, this most often occurs on top of former, capped landfills. The municipality retains ownership of the landfill, but the solar company installs a number of solar panels. The advantage to the municipality is that the PPA model delivers long-term energy cost savings without requiring large up-front capital expenditures.

The revolving fund created pursuant to the statute would allow the municipality to utilize funds paid into the fund through third-party contracts, as necessary, to expand and maintain these group net metering projects. For example, a municipality may start by having a few panels installed on the town garage and later, if the NHMA-supported increase to the net metering cap is made law, explore the possibility of expanding the generation capacity to an old, closed and capped landfill utilizing funds from the revolving fund. www.nhmunicipal.org

Employment Law Hotline A Free Service to NHMA Members Drummond Woodsum labor law attorneys are available to provide legal advice on matters including Title VII, Family Medical Leave Act, Americans with Disabilities Act, Fair Labor Standards Act, employee discipline, sexual harassment, wrongful termination and age, sex and race-based discrimination.

The Employment Law Hotline is available at no charge and Drummond Woodsum labor law attorneys will provide up to 1/2 hour of FREE legal advice per employment issue.

Got an employment issue?

Before you act, call 603.623.2500 or email at ehotline@dwmlaw.com.

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

33

The

HR

REPORT

Proposed “Card Check” Union Election Bills – Historical Context for an Old Proposal

By Mark T. Broth and Anna Cole

D

uring the current legislative session, two bills have been proposed (one in the House – HB 1399 - and one in the Senate – SB 448) that would amend the Public Employee Labor Relations Act to bypass the union election process and allow for certification of a bargaining unit’s exclusive representative (i.e., union) upon receipt of written authorization from a majority of the employees’ in the bargaining unit. Such a process is often referred to as a “card check” process. Currently, certification of an exclusive representative is performed through a secret ballot election.

RSA 273-A:10.

While the proposed change in the process may sound novel, those who have long worked in the public sector may remember that a similar, but short-lived, change was made to the PELRA during the Obama Era. In 2007, the federal Employee Free Choice Act sought, among other things, to permit private sector union recognition based on authorization cards. As a result, a number of states saw similar proposed changes to their public employee labor relations laws.

While the Employee Free Choice Act failed, the proposed change to New Hampshire law went into effective in September 2007. The modification was short-lived, however, and was repealed in August of 2011.

Returning to the present, it may appear that history is repeating itself. At the federal level, we have seen the Protect the Right to Organize (PRO) bill pass the House. PRO includes a variety of measures that private sector unions have long sought and includes a provision that would place the burden of proof on the employer to demonstrate that the employer did not undermine the union election. If the employer fails to meet that burden, the NLRB could then rely on authorization cards to recognize the union. More expansively than the PRO bill being discussed at the federal level for private employers but just like their 2007 New Hampshire predecessors, the New Hampshire bills seek to adopt the broader card check method. As may often be the case in such circumstances, the criticisms of the proposed New Hampshire amendment have primarily remained the same.

For example, many have raised concerns that the card check 34

NEW HAMPSHIRE TOWN AND CITY

is an anti-democratic process, because it does not allow all members of the bargaining unit the opportunity to weigh in on the selection of the exclusive representative – once a majority is reached, the prospective union could simply stop approaching additional members of the bargaining unit.

Additionally, critics have raised concerns regarding potential coercion, because it is almost impossible to determine whether employees were pressured, mislead, or otherwise improperly influenced to sign an authorization card. Finally, there are concerns that the card check process deprives employees of the ability to learn the employer’s perspective on unionization because it can take place before the employer is even aware that a union-organizing drive has begun. The existing secret ballot process, which has operated successfully for over 40 years with few claims of improper election interference, essentially eliminates these coercion and undue influence concerns. In that sense, the proposed amendment to the current secret ballot process appears to be a solution in search of a problem.

Even if adopted, it is somewhat unlikely that proposed change in the law will have a significant effect on the public sector union landscape. Currently there are relatively few employees who could unionize (by being part of a bargaining unit consisting of 10 or more employees that share a community of interest) who have not already done so.

Therefore, where the proposed amendment does not seek to alter the current 10-employee minimum, it is unlikely that many public employees would have the opportunity to take advantage of the card check process.

Mark Broth and Anna Cole are members of Drummond Woodsum’s Labor and Employment Group. Their practices focuses on the representation of private and public employers in all aspects of the employer-employee relationship. This is not a legal document nor is it intended to serve as legal advice or a legal opinion. Drummond Woodsum & MacMahon, P.A. makes no representations that this is a complete or final description or procedure that would ensure legal compliance and does not intend that the reader should rely on it as such. “Copyright 2020 Drummond Woodsum. These materials may not be reproduced without prior written permission.” www.nhmunicipal.org

Basic Loan Requirements: • Bond issue approved by governmental entity

The Bond Bank’s Next Bond Issue will be on July 14, 2020 January 2020 Bond Sale Results - True Interest Cost for: 10 year loans 1.47% 15 year loans 1.83% 20 year loans 2.15%

Are you planning a capital project for 2021?

We can assist you with your planning by providing various scenarios based on level debt or level principal payments for different terms. Contact us now for your estimated debt schedules.

• Completed application approved by Bond Bank Board • Audit by CPA firm • Local bond counsel opinion

To schedule a meeting, obtain debt service schedules, or for details about our schedule, fees, Bond Anticipation Note programs, and current interest rates, please contact Tammy J. St. Gelais, Executive Director, at tstgelais@nhmbb.com. Visit our website at www.nhmbb.org.

Lebanon Middle School, Lebanon, NH

REPRESENTING MUNICIPALITIES Basic Loan The Bond Bank’s Next Bond Sale Issue Labor & Requirements: Employment will Land be onUse June 5, 2018 Administration & Finance

• Bond issue approved Environmental Law

by governmental entity January 2018 Are you planning a capital Bond Sale Results project for 2018? Bankruptcy Assessment, Abatement • Completed application True Interest Costand for: Tax Collection approved by Bond We can assist you with your planning by providing various scenarios based on level debt or level principal payments for different terms. Contact us now for your estimated debt schedules.

5 year loans 2.00% 10 year loans 2.16% 20 year loan 2.86%

Bank Board

• Audit by CPA firm • Local bond counsel opinion

SHAPING THE LEGAL LANDSCAPE OF NEW HAMPSHIRE FOR OVER 100 YEARS Concord 603.224.7791

Hillsborough 603.464.5578

Jaffrey 603.532.7731

Peterborough 603.924.3864

Portsmouth 603.436.7046

To schedule a meeting, obtain debt service schedules, or for details about our schedule, fees, Bond Anticipation Note programs,law@uptonhatfield.com and current interest rates, please contact Tammy J. St. Gelais, Executive | www.uptonhatfield.com Director, at tstgelais@nhmbb.com. Visit our website at www.nhmbb.org.

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

35

NEW HAMPSHIRE ASSOCIATION OF REGIONAL PLANNING COMMISSIONS

This segment is another in a series highlighting NHARPC’s efforts to provide education on planning-related topics.

36

Rail Trail Planning in New Hampshire Enhancing Transportation, Recreation, Economies, and Health

By Scott Bogle, Craig Tufts and Henry Underwood

I

n New Hampshire, there are currently over 300 miles of State-owned rail corridors that are available for a variety of uses throughout the year. In addition, there are a substantial number of rail corridors under municipal or private ownership. Rail trails parallel major transportation corridors, connect community centers and provide a low-stress walking and biking option for both residents and visitors alike. Despite the range of benefits that trails can bring, there are many challenges. Given that rail trails do not receive the degree of state or federal attention as our roads and bridges, a wide variety of individuals and groups – at the local, regional and statewide level – have emerged organically over time and are coordinating to make the most of these transportation and recreational assets.

Trail Benefits

The benefits of rail trails are wide ranging, with various economic, environmental, transportation, health, and quality of life benefits widely cited by trail advocates and supported by research.

Many communities are interested in the economic benefits trails bring. Trail users, both locals and visitors, patronize local businesses and new businesses sprout up along trails. Benefits may be more subtle, such as when a company decides to move to a particular community due in part to amenities such as trails. Trails have also been documented to increase property values. There are numerous studies nationally and locally to back claims of economic development. A study for the WOW Trail in Laconia estimates between $27.5 and $40.8 million in annual spending by out-of-town trail users. Other studies have come to similar conclusions. In 2017, Unitil commissioned a study of economic development opportunities for southern US 1 corridor communities which identified a rail trail on the abandoned Hampton Branch/Eastern Line as the most cost-effective potential economic catalyst for the region. This said,

NEW HAMPSHIRE TOWN AND CITY

perhaps the best argument in support of trails cannot be put into numbers. Trails enhance quality of life, and any trail town will tell you that people love them.

Considerations for Communities

Management of rail trails in New Hampshire varies.

In many cases the New Hampshire Department of Transportation (NHDOT) owns the underlying corridor, though ownership may also be municipal or private. In rural areas rail trails are often managed by the New Hampshire Trails Bureau with assistance from snowmobile clubs or other local volunteer groups. In suburban or urban areas, NHDOT will enter into maintenance agreements with host communities who in turn work on or coordinate with local trail organizations to mobilize volunteers for trash cleanup, mowing and brush clearing. State and federal agencies have stepped in to fix heavy damage such as washouts from major storms.

The cost of maintenance is a key consideration for prospective trail communities, though usually local officials come to see how costs are balanced by the benefits – safe places to walk and bicycle for people of all ages and economic development potential.

Over time, many municipalities have started referencing existing or planned rail trails in local master plans. If a trail runs parallel to a major roadway, it should be identified as a transportation corridor with the potential to replace auto trips and improve safety for people walking and bicycling. This helps establish a nexus that better positions communities to negotiate with developers for trail construction and/or maintenance as part of off-site mitigation for development projects. Site plan review and subdivision regulations can also be adapted to encourage or require new development adjacent to trails to connect to those trails, broadening local non-motorized access networks. Local complete streets policies and their associated design guidelines are yet another opwww.nhmunicipal.org

Winchester, and Hinsdale along with various stakeholders and offered to facilitate a process to review challenges and prioritize solutions as part of the Plan for Ashuelot Rail Trail pilot project. Staff and a project advisory committee developed a shared vision for the trail to be realized in part by identifying strategies and approximately 70 projects that would better promote the 21-mile trail and its use as an alternative to trips made by car, for physical activity and recreation, and as an economic asset. The project also involved a dedicated webpage, survey and data collection, a public open house event, interviews with a variety of stakeholders, and more. SWRPC plans to replicate this process for other sections of rail trail in the region.

Plan for Ashuelot Rail Trail Open House (credit: Todd Horner, SWRPC)

portunity to improve a community’s transportation options and connectivity.

Regional trails often involve coordination across multiple municipalities.

Regional planning commissions can play a role in facilitating communication among municipal officials. Nonprofit trail organizations often form to fill this role as well, working with communities to coordinate volunteer recruitment, maintenance, consistent signage, fundraising, and trail promotion.

range transportation plan: Southwest Connects. However, a variety of challenges have prevented the trails from reaching their full potential. SWRPC observed that trail stakeholder groups had priorities others were not aware of. Moreover, trail stakeholders didn’t always see eye to eye on needed improvements.

In 2018 SWRPC reached out to the communities of Keene, Swanzey,

Concord-Lake Sunapee Rail Trail: Strategy, Planning, Outcomes

Until recently, the 34-mile rail bed between downtown Concord and Lake Sunapee at Newbury Harbor had been abandoned for decades - chopped up into hundreds of properties with Interstate 89 built on top of portions of it. Unlike State-owned corridors, this trail would need to be pieced back together. The solution to this challenge was to build a short trail in six communities including Concord, Hopkin-

Rail Trail Planning in the Monadnock Region

As in other regions, rail trails are considered an important part of the identity of the Monadnock Region.

Nearly half of the 34 communities in Southwest New Hampshire host a former railbed that is now used for walking, biking and more. Altogether, Southwest New Hampshire hosts about 90 miles of rail trail representing over 25% of the State total. The trails are also recognized as transportation assets by the Southwest Region Planning Commission’s (SWRPC) long www.nhmunicipal.org

Warner Rail Trail (credit: Friends of the Concord Lake Sunapee Rail Trail)

M AY / J U N E 2 0 2 0

37

RAIL TRAIL from page 37 ton, Warner, Bradford, and Newbury.

Using this approach, each town would benefit from putting effort in the project regardless of when the rest of the trail would be completed. The nonprofit Friends of the Concord-Lake Sunapee Rail Trail organized the effort by building six different trails but using the same five simple rules for each: Engage the community, Earn trust, Listen to residents and business owners, Respect private property owners, and Engage and involve people continuously and at every opportunity.

As part of the effort, the Central NH Regional Planning Commission has helped communities connect the dots by developing and implementing local master plans, assisting with outreach and interagency coordination and developing a regional trails plan document with a vision for the corridor.

Today, five of the six communities have trails built and are experiencing their benefits. With these successes, the heavier lifts of building the more challenging sections appear more feasible, grant money and donations are flowing, and importantly, inspired property owners have donated easements for the trail.

New Hampshire Seacoast Greenway

The planned New Hampshire Seacoast Greenway (NHSG) extending 14.5 miles from Seabrook to Portsmouth will be a unique trail in New Hampshire. The trail will serve as a critical link in the East Coast Greenway (ECG), a 3,000-mile-long “urban Appalachian Trail” running from the Canadian border to Key West and connecting major cities, small towns and natural areas along the eastern seaboard.

Planning for the NHSG SGNHSG began in 2008 led by the Rockingham Planning Commission and involved corridor communities, bike and trail advocacy organizations, three state agencies, interested individuals, and the National Park Service. The advisory committee started by developing a conceptual design and implementation plan, researched economic benefits, worked with the State to secure the corridor, conducted outreach to build support in corridor towns, and worked with communities and NHDOT to execute trail management agreements.

In 2019 the state acquired the remaining 9.6 miles of the corridor from Hampton to Portsmouth and initiated a preliminary design. Completion of the Hampton-Portsmouth segment is anticipated for early 2022.

The ECG in Massachusetts will reach the NH border in 2020. Developers of projects along US Route 1 in Seabrook have committed to donations of materials, labor and funding to construct a trail in Seabrook once a trail agreement with NHDOT can be completed.

The jewel in the NHSG’s crown, but also its biggest challenge, will be Hampton Marsh. In 2016, The University of New Hampshire Engineering Department developed a concept design for adapting the old railroad causeway through the Marsh. This would open several sections and span them with boardwalk to improve tidal flow and marsh health, while elevating the remaining causeway sections for resiliency. Building this segment to complete the NHSG will require a combination of federal and private sector funding together with the dedication of the many community champions who have brought the Greenway this far.

The Trail Ahead

The above serve as examples of successful collaboration to plan for and improve trails. Identifying champions is always an important piece of the puzzle. Consider the local trails committee, snowmobile club, trail-focused volunteer group, statewide group like the NH Rail Trail Coalition, or regional planning commission as a partner. In addition, NHDOT is an important partner as well. In undertaking rail trail planning efforts, think creatively, think collaboratively, and – Happy Trails!

Scott Bogle is a Senior Transportation Planner at Rockingham Planning Commission and can be reached at sbogle@ therpc.org or 603-658-0515.

Craig Tufts is a Principal GIS/Transportation Planner at Central New Hampshire Regional Planning Commission and can be reached at ctufts@cnhrpc.org or 603-226-6020.

Henry Underwood is a GIS Specialist and Planner at Southwest Region Planning Commission and can be reached at hunderwood@swrpc.org or 603-3570557.

Hampton Marsh Causeway (credit: Scott Bogle, RPC)

38

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

PROBLEM SOLVING It’s our strong point

civil & environmental engineering www.underwoodengineers.com

SAVE these DATES! WEDNESDAY, NOVEMBER 18, 2020 THURSDAY, NOVEMBER 19, 2020

DoubleTree by Hilton

Manchester

Manchester Downtown Hotel

79TH Annual Conference and Exposition The New Hampshire Municipal Association’s 79th Annual Conference and Exposition is an opportunity for elected and appointed municipal officials and staff to enhance leadership skills, learn from municipal experts, share ideas with peers, discuss strategies, and hear and learn about the latest in products and services designed for municipal governments.

REGISTRATION TO OPEN IN SEPTEMBER

Don’t miss this opportunity to learn, network and share!

QUESTIONS? Call 800.852.3358, ext. 3350 or email NHMAregistrations@nhmunicipal.org.

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

39

— This Moment in NHMA History — 52 years ago….

?

?

NAME

THAT

TOWN OR

CITY

?

40

? ?

Name the New Hampshire city or town that is considered one of the oldest towns in the state. According to Wikipedia, in 1719, about eighty persons, mostly from Portsmouth and Hampton, formed an association for the purpose of securing a tract of land in the “Chestnut Country” and stationed three men to hold possession until they secured a lawful title. The grant was issued in 1720, and the town which had also been called “Cheshire,” was incorporated under its present name on May 8, 1722.

When you have figured out the answer, email it to tfortier@nhmunicipal.org. The answer will appear in the July/August 2020 issue.

ANSWER TO PHOTO IN THE MARCH/APRIL ISSUE: The photo on page 38 in the last issue of New Hampshire Town and City magazine is of the town offices serving the Town of Madbury.

Thanks to all our members who responded with the correct response, including Diane T, Liz E. and Kelly W. (Charlestown); Judy Dupre (Strafford); Audra Perlman (Swanzey); Fred McGarry (Deerfield); Bill Herman (Auburn); and Rick Walker (Barrington).

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

MUNICIPAL FINANCE SOFTWARE DESIGNED SPECIFICIALLY FOR

NEW HAMPSHIRE MUNICIPALITIES



Powerful and flexible, yet easy to use



Fully integrated modules from General Ledger to Payroll to Utility Billing



Fully developed Report Library to meet NH needs, including MS forms



Designed and supported by MRI’s experienced Finance staff

Phone: 603.279.0352 Email: mts@mrigov.com Web: mrigov.com/mts

www.nhmunicipal.org

Contact Us Today For An In-Person Demo!

M AY / J U N E 2 0 2 0

41

Has Your City or Town Ordered NHMA’s Right-to -Know Law Book Yet? Order Today

If not, it’s time to order NHMA’s new reference guide for public officials when confronted with the numerous legal issues surrounding New Hampshire’s Right-to-Know Law.

“Must-have” reference guide for every city and town !

nt

e ernm oov g w La n w e n p Right-to-K omo pshire’s ide Nt ew Ha a gu

Only $55 for Members $95 for Non-members

MUST HAVE

Includes Top Ten Compliance Tips Public Meeting & Governmental Records Posters Is it a Meeting Flow Chart Remote Participation Checklist And More!

The Right-to-Know Law (RSA Chapter 91-A) affects every aspect of local government in our state. Every board, committee, commission, and sub-committee in every town, city and village district in New Hampshire must comply with this law.

As a result, all local officials and employees must understand the law and their responsibilities regarding both public meetings and governmental records.

Go to NHMA’s online store at www.nhmunicipal.org/shop to order your reference copy today!

42

NEW HAMPSHIRE TOWN AND CITY

www.nhmunicipal.org

www.nhmunicipal.org

M AY / J U N E 2 0 2 0

43

cademy for Good Governance New FREE Certificate Program The Academy for Good Governance is a series of six courses

DATES AND LOCATIONS:

created by NHMA and Primex, exclusively for elected govern-

Governance & Governing Body Authority

board of aldermen, school board, and village district commis-

Wednesday, June 3, 2020, NHMA Offices

ing body members (select board, town council, city council,

Presented by NHMA/NHSBA

sioners). Courses are taught by experienced attorneys and

Financial Responsibility

shire School Boards Association (NHSBA). Attendees will

Wednesday, June 17, 2020, NHMA Offices

staff from NHMA, Primex, HealthTrust, and the New Hampreceive education and training intended to make them more

Presented by NHMA

knowl-edgeable and effective in their governing body roles.

Employment Liability/Harassment Presented by Primex

Attendance at the Academy is free and open to governing

Wednesday, September 16, 2020, Primex Offices

are mem-bers of NHMA and Primex. Space is limited, and

Contracts and General Risk Management

body members from municipalities and school districts that

registration will open on the NHMA website in April. First two workshops, being held in June, will be held as virtual

Presented by Primex Wednesday, September 30, 2020, Primex Offices

workshops.

Health Care and Affordable Care Act Presented by HealthTrust Thursday, October 8, 2020, NHMA Offices

CREATE NEW CONNECTIONS

Effective Public Meetings Presented by NHMA/NHSBA Wednesday, October 21, 2020, NHMA Offices

Questions?

Call NHMA’s Event Coordinator Ashley Methot at 800.852.3358 or email NHMAregistrations@nhmunicipal.org.

WHO CAN ATTEND? Select board members

Don’t miss this chance to build your skills and connect with fellow municipal officials!

Find out more: www.nhmunicipal.org/workshops

44

NEW HAMPSHIRE TOWN AND CITY

Town councilors School board members City councilors Board of Aldermen Village districts commissioners

www.nhmunicipal.org

Planning Board Basics Wednesday, May 13, 2020 12:00 pm—1:00 pm

Upcoming Webinars NHMA will be hosting two webinars in May for members of the New Hampshire Municipal Association.

This webinar is for new planning board members and alternates, as well as seasoned veterans, who want a refresher course on planning board basics.

Join Legal Services Counsel Stephen Buckley and Municipal Services Counsel Natch Greyes who will discuss what is a completed application, the timeline for planning board review, conducting meetings and public hearings, the use of third-party consultants, the zoning amendment process, scattered and premature development, off-site exactions, innovative land use controls, driveways, the Right-to-Know Law and more.

This webinar is open to all NHMA members and will benefit not only new Planning Board members, but also governing bodies, other land use boards, and administrators who want to better understand the different roles and responsibilities of various municipal officials in these positions.

Trails for People and Wildlife Wednesday, May 29, 2020 12:00 pm—1:00 pm Trails for People and Wildlife is a mapping tool and guide for planning recreational trails that enables people to get out and enjoy nature while also allowing wildlife to thrive.

Intended for landowners, planners, trail builders and conservation groups, the objective of Trails for People and Wildlife is to help facilitate the placement of thoughtfully located networks of well-maintained trails that help people get outside while minimizing wildlife disturbance. While hiking, biking, and bird watching are just some of the ways people engage with their environment, these seemingly low-key activities can have a negative impact on wildlife by reducing their abundance, reproductive success, or even survival.

For details and registration information, visit www.nhmunicipal.org under Calendar of Events Questions? Call 800.852.3358, ext. 3350, or email NHMAregistrations@nhmunicipal.org.

www.nhmunicipal.org

Join Rachel Stevens, Stewardship Coordinator and Wildlife Ecologist with the Great Bay National Estuarine Research Reserve who will discuss this project, funded by the US Fish and Wildlife Service, to help ensure that wildlife will be there for all of us to enjoy for years to come while providing trail builders with the resources needed to achieve their public access goals.

M AY / J U N E 2 0 2 0

45

25 Triangle Park Drive Concord, NH 03301

Periodical Postage Paid at Concord, NH

The Power of Community.

The Strength of Individuals.

HealthTrust is here to support you in all you do to keep our communities safe and healthy.

Contact our Benefits Team today to see the difference HealthTrust can make for your employees.

800.527.5001 | www.healthtrustnh.org

Medical and Prescription Drug | Dental | Benefit Advantage FSA and HRA Services Disability and Life | Slice of Life Wellness Program | LifeResources Employee Assistance Program LiveHealth Online | SmartShopper