How Boards and Department Heads Communicate, Collaborate, and Stay Accountable
The relationship between a town’s elected board and its department heads is one of the most important dynamics in local government. Whether a department is run by an appointed director, such as a public works superintendent or a building inspector, or by an independently elected official like a highway superintendent or town clerk, the quality of communication and accountability between the governing board and departmental leadership directly influences how well the town delivers services to its residents. When this relationship is based on respect, clarity, and consistent communication, the town functions smoothly. When the relationship breaks down, it leads to confusion, inefficiency, and mistrust - both inside the organization and among the public.
At the core of this relationship is the distinction between governance and administration. Town boards set policy, approve budgets, and establish strategic priorities. Department heads carry out those policies, manage their staff, and oversee daily operations. This separation is not meant to create tension; rather, it ensures that elected officials stay focused on long-term goals and fiscal oversight while professionals handle the technical and operational details. When either side crosses too far into the other’s domain, problems arise. Boards that attempt to manage daily departmental tasks can unintentionally undermine staff authority, while department heads who ignore board directives or operate without transparency make it impossible for elected officials to fulfill their duties.
Establishing healthy communication patterns is essential for preventing these conflicts. Regular, structured communication provides a predictable rhythm and keeps both sides aligned. Many towns find success in requiring monthly written reports from each department head, summarizing completed work, upcoming projects, staffing changes, equipment needs, and any emerging challenges. These reports give board members a clear window into departmental operations without requiring them to micromanage. They also create a documented history that can be referred to during budget season or when considering long-term planning decisions.
In addition to written reports, scheduled meetings between the board and department heads help maintain open dialogue. Some boards hold quarterly work sessions dedicated solely to departmental updates and future planning. These sessions allow department heads to present data, outline capital needs, and seek feedback outside the time constraints of regular board meetings. For elected department heads, such as highway superintendents, these meetings can be especially valuable because they reinforce the need for collaboration while respecting the separate authority granted by statute.
Accountability structures play a crucial role as well. Clear expectations must be defined and understood by both sides. Boards should articulate what they expect in terms of communication, budget management, project timelines, and compliance with policies. These expectations should be documented, not left to memory or informal conversation. Department heads should also be explicit about what they need from the board - timely decisions, budget clarity, or policy guidance - to perform their duties effectively. Mutual accountability ensures that neither party is surprised when problems arise and that corrective action is taken constructively rather than reactively.
Performance evaluation is another important tool, especially for appointed department heads. Regular evaluations help clarify accomplishments, identify areas that need improvement, and set goals for the future. This process should be fair, consistent, and grounded in observable data rather than subjective impressions. Even for elected department heads, who cannot be evaluated in the traditional sense, ongoing dialogue about performance and expectations fosters mutual understanding and improves coordination.
Respect for professional expertise is essential in maintaining a productive relationship. Department heads are hired or elected because they possess knowledge that the board may not. Their judgment on matters such as infrastructure condition, staffing levels, regulatory compliance, or emergency response should carry significant weight. At the same time, department heads must respect the board’s authority to set policy and control budgets. Disagreements are inevitable, but when both sides recognize the legitimacy of each other’s roles, disputes become easier to resolve and less personal.
Transparency is another pillar of an effective partnership. Department heads must keep the board informed about major issues, potential liabilities, cost overruns, or emerging problems. Boards cannot make sound decisions when information is withheld or delivered only at the last moment. Likewise, boards should communicate policy changes, financial concerns, and community expectations openly and early so departments have time to adjust. Good communication reduces surprises, minimizes frustration, and builds trust.
Finally, towns benefit when boards and department heads share a united commitment to long-term planning. Short-term problem solving is part of municipal work, but operating permanently in crisis mode is not sustainable. By discussing future infrastructure needs, capital investments, staff development, and regulatory changes together, boards and department heads help the town move forward deliberately rather than reactively. This cooperative approach ensures that priorities are aligned, budgets are realistic, and major projects are supported by both policy and operational planning.
A strong relationship between elected boards and departmental leaders is not accidental; it is built through consistent communication, clear expectations, mutual respect, and shared accountability. When these elements are in place, towns operate with greater efficiency, employees feel supported, and residents receive better services. In the end, healthy governance depends not just on laws and procedures but on the quality of these working relationships, and cultivating them is one of the most important responsibilities of local leadership.
