UP CLOSE &
PERSONAL On the Board
W
elcome to Up Close and Personal – On the Board is designed to give readers a closer look at NHMA board members. In this issue, we hope you enjoy meeting one of our newest board members, Dale Girard, Mayor in the City of Claremont. Dale was elected recently to serve on NHMA’s board of directors.
TC: What are your duties and responsibilities as Mayor? DG: The mayor of Claremont is recognized as the head of the City for all ceremonial purposes. I am expected to attend events which include the Governor, US Representatives, Senators, ribbon cutting ceremonies for business openings and groundbreaking events. My most important duty is working with the City Manager to coordinate our meeting agenda to ensure that we move important topics forward. TC: What is your biggest challenge in performing your duties? DG: My biggest challenge is setting policy because many decisions effect people who are in important roles within the community and I have gained a great admiration for them over the years: I realize any change effected by the Council’s decision could cause difficulties within their departments.
Dale Girard
TC: What is the public perception about your job and how does it differ from the reality of your job? DG: I find that the public perceives their mayor directs the day-to-day operation of the City. I receive calls and emails from residents when they disagree with rulings or department decisions. I always invite them to talk with me – either in person or by phone – I take time to listen, but at the end I often need to explain I’m not the correct person to work out the problem however I always give them a lead that empowers them to work on any changes they feel are warranted. Granted some of the changes required to address their issues are more attainable than others. TC: How has NHMA helped you to do your job? DG: NHMA is a great resource when council procedural questions arise — in fact any board member may reach out to NHMA for a legal opinion. NHMA is another tool in the elected official toolkit as it provides advocacy and events and training to support strong community leaders.
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TC: Has your job changed the way you look at the role of government? DG: When I joined our council, my outlook changed. As a lifelong resident of Claremont, I believed I understood Claremont’s government. The reality is I did not understand government rules and regulations including the City Charter. The Charter dictates many of the functions in the community. Every day I continue to learn and gain more respect of the duties of our employees in the city. TC: What lessons about human nature have you learned in your municipal role? DG: I witness citizens who show up at council meetings and they lash out at councilors. They believe no one is listening. I have learned to be patient. I understand their anger is not with the council but with the problem which has been presented. The takeaway here is that one cannot take comments and concerns personally though at times it may be difficult. TC: What advice would you give someone who would like to follow in your footsteps into this job? DG: I recommend that anyone looking to become Mayor should ask questions about the time commitment. Meetings are only a small portion of our responsibility. There is often a steep learning curve for parliamentary procedure, meeting agendas need to be reviewed in advance, and you are expected to serve on committees within the City, County, and State. I am fortunate, working for myself, to have the freedom to speak with constituents, the City Manager, Councilors, and others during normal business hours.
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