Town Councilor (3-Year Term) - Michael Lehrman

Address: 20 Cedar Point Road

Occupation:  Retired Health Care Executive- Served in senior management roles in non-profit acute care hospital administration and both for-profit and non-profit senior care organizations

Education:  BA Biology, Northeastern University, Boston, MA

How long have you lived in Durham?  8 years

Have you previously served on any government/community, civil boards, commissions or organizations? 

Yes, government-related entities include: Durham Energy Committee, Strafford Regional Planning Commission-Durham commissioner, Durham representative to Pease Noise Compatibility Committee, N.H. Health Information Organization Board Member (a state/Federal designated organization now dissolved). Community Non-Profit Board memberships have included: N.H. Hospice & Palliative Care Organization, N.H. Long-term Care Foundation (a scholarship funding foundation) and the N.H. Health Care Association.

Please provide a brief paragraph explaining your interest in being elected to the position for which you are running.

Durham is facing housing affordability challenges, down-shifting of tax burdens from the state, staff shortages in town departments, and increasing state limits on local decision-making. Durham also has a unique intertwined relationship with UNH that is further complicated by state financial constraints on the university and declining enrollment There is a pressing need to further develop the economic strength and vitality of the downtown area. These challenges require thoughtful focused attention by the Town Council.

My operational management experience includes leading organizations with several hundred employees and budgets in excess of $50 million. I can bring experience in board-level strategic planning, financial planning, and business development to the Town Council. I am analytical and committed to understanding a situation before making a judgment.

If afforded the opportunity to serve on the Council, I see the following as priorities for the town and the Council.

1. Formulate, with the Administrator, a concrete 5-year plan to stabilize the growth rate of the tax burden on residential property owners. This means mapping all future revenues (tax and non-tax), operating and capital expenses, and, most importantly, a route to grow the tax base, particularly by growing the commercial property tax base.
2. Create a functional economic development task force, including business and university members, to articulate a realistic vision for downtown development based on current economic realities. Establish clear priorities necessary to achieve measurable progress toward the vision. The goal would be a more vital downtown with services and businesses for residents and students that also contribute to the tax base.
3. Continue pursuing development of “affordable” housing for entry-level workforce members and older adults.
4. Improve the civic engagement of town residents with town governance and promote a better understanding of town government functions.