CLAREMONT — There are contested races for mayor, as well as Ward II and Ward III representatives on the City Council in next week’s election.
Current Mayor Dale Girard is being challenged by James Campos. Current at-large councilor William Greenrose and newcomer Derek Ellerkamp are vying for the Ward II seat, and former councilors and former state representatives Chris Irish and Jon Stone are on the ballot in Ward III.
Assistant Mayor Deb Matteau is running unopposed.
Ahead of the Nov. 4 vote, questions put to the candidates included their priorities, the biggest challenges facing the city, turn over in the city manager’s position with four managers and the growing tax subsidy for the community center, which is about $600,000.
Mayor
James Campos
James Campos, 43, owns and operates a pilot car company, which provides vehicle escorts to large or oversized loads.
As mayor, he would look to play a role in the state’s school funding debate, which he said is the “most significant challenge facing Claremont.”
He wants to work with state leaders on a solution to address unsustainable increases in property taxes caused by the “inequitable school funding formula” in Concord, he said.
“While prior efforts have not succeeded, I believe that with renewed leadership and a unified voice, progress can be made,” he said.
If all else fails, he added, he would go as far as supporting contempt proceedings against legislators.
More state funding for schools would “free up additional funds improving our roads without the need to raise taxes,” Campos said. “Until that happens, I believe it’s important to carefully prioritize needs over wants to help keep taxes low.”
He promises tax relief “through responsible fiscal management” and would seek a 10% cut in the city budget within his first year in office.
“I believe significant savings can be realized through the reduction of wasteful spending, increased operational efficiency, and strategic departmental consolidation,” he said.
The next city manager should be professional; possess strong leadership skills, a commitment to community service and the ability to work collaboratively with the council, Campos said.
Though he and his family are members of the community center, he does not believe it should be the ongoing responsibility of taxpayers.
“If the community center could continue to operate under private ownership or management, that would be the most desirable outcome,” he said. “It would allow the facility to remain open and accessible while relieving taxpayers of the financial burden associated with its maintenance and operation.”
Dale Girard
Girard, 58, is a paramedic and owner of Golden Cross Ambulance. He is seeking his fourth term on the council, third as mayor. He also serves on the Airport Advisory Board and the Claremont Development Authority.
Girard’s priorities include housing, infrastructure and stabilizing municipal taxes. “We need to maintain steady funding for roads, sidewalks and buildings, while continuing to seek grants that expand projects without raising taxes,” said Girard, who favors setting aside funds for capital improvements in each department with a 10-year plan to handle major projects without bonding.
To continue improving infrastructure, the city has to have a consistent approach to funding projects with a long-term plan and an aggressive approach to seeking grants, Girard said.
“We need to market Claremont to responsible investors who will improve existing housing and develop new projects,” Girard said. “Fiscal responsibility also remains key — each department should continue looking for efficiencies.”
Claremont is not alone among municipalities in struggling to maintain stability in the manager’s position, Girard said.
“We can only continue to recruit the most qualified candidates and select the one who best fits Claremont’s needs, hoping it’s a strong match for both sides.”
Regarding the community center subsidy, the council’s last budget projected it to fall to below $550,000 this year, Girard said.
Further reductions will require increasing revenues, either through new programs or by boosting memberships, or by reducing expenses, Girard said. “I had offered a few suggestions, but the council at the time was not interested in looking at staffing levels,” he said.
Ward II
Derek Ellerkamp
Ellerkamp, 62, is semi-retired from a career in the restaurant and wine sales business.
“I’m running for a first term because property taxes are sky high in Claremont,” Ellerkamp said. “We need to assemble a team of enthusiastic people to promote and actively seek investment in Claremont. By adding to the tax base with housing and businesses it will lower the tax rate with more properties contributing.”
Ranking infrastructure projects based on need, and applying for state and federal grants to help pay for the projects will ensure better repair and maintenance of the city’s infrastructure, Ellerkamp said.
Ellerkamp would like to find a city manager who will commit to at least five years in order to bring stability to the position.
“That person needs to be a fiscal hawk and hire city employees based on qualifications for the job,” he said. “We need to build a qualified team to manage the city.”
The community center needs to bring in more revenue and the facility should be rented out for more functions, Ellerkamp said.
“If it’s not viable, sell the building,” he said. “There will be more competition with Planet Fitness coming to town.”
William Greenrose
Greenrose, 68, is semi-retired. He was appointed to the council in July 2024 to fill a vacancy. He also has served on the River Road TIF district, the City Center Steering Committee and the Planning Board.
“One of the biggest challenges facing the city is the high tax rate with another being the lack of available housing.” Greenrose said.
To address the high tax rate, he said the city needs to broaden its tax base by expanding in both commercial and residential sectors. “We are working hard to bring in developers, who share our future vision for the city, and who are willing to invest in Claremont,” he said.
The city has worked to improve the way it prioritizes roadwork, he said.
“We are improving a standardized process and not just guessing at how to best spend our hard earned tax dollars for road repairs,” he said.
In hiring the next city manager, Better background checks and interviewing process should be improved for the next city manager search, Greenrose said.
“But, a big part of it is improving how we communicate all the aspects of the job to candidates. It is not just about having a great vision or having experience running a large municipality.”
Management style, open communication, bringing on good department heads, and ensure transparency in how the city operates, Greenrose said.
“The true scope of the job description and the expectations of the city council must be clearly communicated to all candidates,” he said.
The community center is a great facility and developers regularly tell us that the city’s investment is a strong selling point but we need to raise more revenue. “We will continue to look at opportunities to both grow the membership and open the center to additional revenue sources or even alternative management or operational options.”
Ward III
Chris Irish
Irish, 61, has worked in information technology for 30 years. He previously served as a councilor, assistant mayor, School Board member and state representative, as well as on the Claremont Police Commission, Historic District Commission and Parks and Recreation Commission.
Irish said a health scare about a year ago, volunteering on the Wall that Heals Project this summer and the outpouring of community support in the face of the current school district financial crisis all inspired him to run.
If elected, Irish said property taxes are his top priority and growing the city’s business environment is the best path for a sustainable and fair tax structure.
“Businesses bring jobs, jobs bring families, and families buy and build houses,” Irish said.
Community involvement and getting more to serve their community is another priority.
“The best thing we can do is continue to grow the city and focus on the positives and avoid all the noise from the CAVE (Citizens Against Virtually Everything) people, especially on social media,” Irish said.
Investing in infrastructure goes hand in hand with managing taxes because it affects economic development, Irish said. Without investment, there is no growth, without growth there is no tax relief, he said. “Businesses will not invest in a community that won’t invest in itself.”
Irish faulted the selection process, a small pool of qualified candidates and micromanaging by some councilors for four city managers in nine years.
Not since Guy Santagate, who retired in 2016, has the city had a manager “who actually makes an effort to be part of the city,” Irish said, adding that the successful ones became an integral part of Claremont’s public relations and were Claremont’s biggest cheerleaders.
To ease the community center tax subsidy, new ways to increase memberships and revenues are needed, Irish said. He would advocate for corporate memberships where local businesses can get a discount membership rate for their employees as a way to increase memberships.
Jon Stone
Stone, 52, is a small business owner and was in law enforcement for more than 25 years. He served on the council from 2017 to 2023 and one term as a Republican state representative. He is currently chairman of the Sullivan County Republicans.
As a member of the Claremont Police Department more than 20 years ago, Stone directed threats of violence against his colleagues, according to documents that became public last year.
“It was an internal investigation, not criminal, and all of these were grieved and ultimately removed from my personnel file,” Stone said.
Stone resigned from the department under a “negotiated agreement” with the city and the statements made by fellow police officers reporting Stone’s behavior when he was a police officer have never been adjudicated, Stone’s attorney, Peter Decato, told the Valley News last year.
After leaving Claremont, Stone went on to work as a corrections officer at the Southern State Correctional Facility in Springfield, Vt., until he was fired in late 2021 for his alleged toxic behavior.
“It’s been over-politicized, with bits and pieces taken out of context to build a false narrative,” Stone said. “Many of the people I worked with throughout my law enforcement career and during that time continue to support and endorse me. What’s being pushed out there is political noise, not sustained facts.”
If elected, Stone would prioritize fiscal responsibility “to stop taxing people out of their homes for failed projects and agendas.”
A careful look at department budgets could allow the council to reallocate money to public works for road repairs, while it also pursues state and federal grants, he said.
Stone favors looking into placing the school budget under the City Council.
“It would give taxpayers more accountability and help bring costs under control,” Stone said.
Setting clear expectations, ensuring accountability and supporting stable leadership will help the council find a city manager who remains for the long term, Stone said.
The community center should at least break even, otherwise it is not sustainable or fair to taxpayers, Stone said. “We should be looking at partnerships, restructuring, or other solutions to ensure it isn’t an ongoing financial burden.”
Voting will take place on Tuesday, Nov. 4 from 8 a.m. to 7 p.m. Polling locations for Ward I and II are at the Claremont Middle School on South Street, while Ward III voting takes place at Disnard Elementary School on Hanover Street.
Patrick O’Grady can be reached at pogclmt@gmail.com.