The Harwich Charter Commission moved to professionalize its sweeping overhaul of town governance on Thursday, voting unanimously to engage the Edward J. Collins, Jr. Center for Public Management. The $38,000 contract marks a pivotal step for the Commission as it begins the delicate process of redefining the power dynamics between the Select Board and the Town Administrator, a relationship members described as currently blurred and prone to conflict.

The Collins Center, based at UMass Boston, was the sole respondent to the town’s request for proposals. Chair Linda Cebula noted the bid arrived just before the August 10 deadline, and while Commission members expressed surprise at the lack of other applicants, they moved quickly to secure the center's expertise. The contract covers up to 18 meetings, research services, and the drafting of charter text. Cebula, a UMass Boston alumna, informed the group that the center would invoice the town in two $19,000 installments. Motion Made by R. Waystack to approve the Collins Center proposal subject to an approved contract. Motion Passed (8-0-0).

Member Richard Waystack, who also serves as Chair of the Council on Aging, expressed minor surprise that other firms like Municipal Resources had not submitted bids, but emphasized the need for momentum. I don't want to wait another two weeks, Waystack said, advocating for the center’s ability to provide a framework for a stronger administrative model. This urgency aligns with the town's broader fiscal landscape, where a $50 million spending surge has recently prompted other boards to demand unprecedented 40-year debt forecasts.

The heart of the evening’s discussion centered on whether Harwich should shift from its current "strong board" model toward a "strong administrator" structure. John Ketchum pointed to neighboring Chatham as a potential template for change. The glaring thing for me is that the Harwich Select Board appoints the Fire Chief, Police Chief, and Finance Director, Ketchum observed, noting that in Chatham, these appointments are handled by the Town Manager with board approval. In Harwich, the Select Board does those four or five positions directly.

Waystack echoed the need for a clear hierarchy to prevent departmental end-runs around the Town Administrator. When you have a charter with a stronger board and a weaker administrator, you get involved in day-to-day operations, Waystack said. You have employees saying, 'I don't need to listen to the Administrator, I'll talk to my friend on the Board.' I want a strong, good, solid Town Administrator.

Lou Urbano urged the Commission to treat the Town Administrator as a Chief Operating Officer (COO) rather than an assistant. I want the Town Administrator to handle day-to-day operations like a COO, and the Board to provide oversight, Urbano stated. He emphasized that his support for the consultant was tied to their ability to provide deep research. One of our number one issues in picking a consultant was their ability to go out and do research for us and bring it back.

Judith Underwood raised concerns about the logistics of the consultancy, specifically whether the experts would attend meetings in person to facilitate community outreach. I think for community outreach they should be there, Underwood said, suggesting the contract clarify the number of in-person visits from the Western Massachusetts-based team. She also warned against creating a literal wall between administration and staff, referencing past periods of administrative friction in Harwich, but agreed that clarity in the charter could prevent personality-driven governance.

The Commission is currently waiting for feedback from other town agencies, a process Herb Foster suggested could be aided by direct observation. Might it be appropriate for a member of the Commission to be sitting in on a discussion from the Finance Committee or any of the committees in town while they're discussing it, just to observe? Foster asked. Cebula agreed that members should feel free to attend other public meetings to gauge how current charter "friction points" affect various departments.

Sandy Hall, who has been vocal about the need for transparency in the town's complex budget cycle, noted the public's tendency to bypass official channels. The average person isn't going to read the charter, Hall said. They are going to go to their Selectman and expect an answer. We need guardrails, not walls. I want the Town Administrator to be seen as the problem solver so the public goes there for concerns instead of calling their neighbor who is a Selectman. Hall also committed to using social media to share meeting videos and solicit public input as the Commission begins a line-by-line review of chapters three and four in the coming weeks.

The Commission also briefly addressed the procurement process, with Tony Pellino confirming he had monitored the Commission's communications for any late-arriving bids before the vote. Earlier in the meeting, the group handled routine business by approving their previous records. Motion Made by R. Waystack to approve the regular minutes for July 31, 2025. Motion Passed (7-0-1).