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Findings about Arlington's Financial Structure
Findings about the Efficiency and Effectiveness of Arlington's Financial Operation
Alternative Financial Organizations from Arlington and other Towns
Alternative Financial Process Ideas from Arlington and other Towns
Trends with Possible Financial Impact
Next Steps
Findings about Arlington's Financial Structure
The comments made by the people we interviewed about the present Arlington financial organization and operation seem to fall into three categories: staffing, responsiveness, and cooperation. In each category there are several topics. For each topic we have tried to summarize in a few words the opinions we heard, and then we paraphrase these opinions based on our interview notes. The Arlington opinions are given first followed by the opinions of leaders from other towns.
A. Do we attract and keep the most effective managers and staff?
Elected positions attract candidates with political skills and local visibility
There is a perceived tension between finding "good" candidates and "qualified" candidates.
This tension was of particular concern for the position of Treasurer.
No concerns were expressed about the qualifications of the current Treasurer.
Specific comments:
Skilled Treasurer is important; election may not yield qualified person
There are no qualifications to run for Treasurer
Electorate will pick the good candidate for Treasurer
Qualified candidates may choose not to run for elected office
Elected Treasurer position is a risk for the town
Good people may get elected but might not be qualified
Appointed positions attract candidates with job-related experience
Among many appointed financial officials, there is the perception that appointment provides insulation from politics.
Many interviewees suggested that certain elected positions in Arlington should be converted to appointments.
It is believed that this conversion would yield a more "professional" operation.
Specific comments:
Comptroller should continue to be appointed by Selectmen
Assessor should be appointed by manager
Treasurer should be appointed by manager
Should have appointed finance director, who would appoint collector, assessor, supervise comptroller
Appointed positions can draw from professionals outside the town
Neither election nor appointment alone guarantee job-related effectiveness
There is no consensus that one system or the other yields a better end result for any particular position.
Specific comments:
Electability does not necessarily result in effectiveness
Treasurer does a better job because he is elected
Comptroller less driven because he is appointed; doesn't really "control" anything
Need well-trained and experienced people
Appointed finance system is better and more professional, not cheaper
High visibility activities that enhance electability detract from focus on finance operations.
Arlington has been served by strong, individual performers
Arlington's greatest assets in financial management are specific individuals, whether elected or appointed.
Specific comments:
Arlington's current organization benefits from continuity in Manager, Treasurer, Fin Com
Treasurer's elected status provides independence viz. Manager
Treasurer has the independence to propose better ways of doing things
Arlington has great people; complicated structure
Arlington is very "political" with strong personalities
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