Author: Robin Milnes

Gov. Sununu made national headlines recently when he announced he would not seek reelection for a fifth term as governor of New Hampshire. He noted, correctly in my opinion, that public service should never be a career.

This creates an opportunity for new leadership in our great state. It will be an interesting 18 months as the candidates line up to garner our votes. To date, former state Senate President Chuck Morse and former U.S. Sen. Kelly Ayotte have both formally announced their candidacies on the Republican side, with Manchester Mayor Joyce Craig and Executive Councilor Cinde Warmington running on the Democratic side.

There will be ongoing debate, as there has been for the last seven years, as to how effective Sununu has been as our governor. While he is a Republican, he is a moderate Republican. Fiscally conservative, he has supported lower tax rates for businesses, insisted on balanced budgets, and pushed for a first in the nation paid family leave program. He also supported looser gun laws and a voucher-based school choice program. However, he has demonstrated the ability to find the middle ground on issues such as abortion. While he describes himself as pro-choice, he supported a budget bill banning abortions after 24 weeks. Neither side was happy with the compromise. Sununu disagrees with Republican leaders on parental rights. In a decidedly purple state, this middle ground is the key to success.

Sununu has been vocal with his opinions on the upcoming 2024 presidential election and who he does not want to get the Republican nomination. He is doing everything in his power to make sure Trump is not the nominee. Extremism on either side won’t win. Running on a platform of retribution and old grudges is not a method of solving problems at a national level or a state level. Sununu has demonstrated a proven model of success in New Hampshire. Candidates running for governor would do well to study this model in our independent state.

The Union Leader recently reported that Manchester is spending $2 million from the American Rescue Plan Act funds on a community-wide identity and branding initiative for the Queen City. It further noted the project was made a priority by Mayor Craig and the board of aldermen to address the negative impacts of the Covid-19 pandemic.

While a property owner in Manchester, I do not reside in the city. Thus, even though we remit tax revenue to Manchester, we have no voting rights in the city. The property owned is near City Hall where, sadly, our maintenance team continues to deal with discarded needles and drug paraphernalia as well as human feces, discarded clothing, shopping carts, and other items strewn about the property. Like many property owners in downtown Manchester, despite repeated calls and requests to the mayor’s office, we have received no assistance or response to this issue that negatively impacts our property, our employees and our guests.

So it is disappointing to learn that a decision was made to spend $2 million on a branding campaign instead of the long-standing issue within Manchester that has not been properly addressed, homelessness. As noted in prior columns, homelessness is a complex issue with many facets. Manchester has failed in almost every area due to a lack of leadership and consistent finger-pointing. Residents of encampments have been evicted and shuffled from one location to another. Blame has been placed on the state for not addressing the problem, and on outlying areas for sending their residents to Manchester. This past winter, the city scrambled at the last minute to provide emergency housing (as though it were a surprise cold weather was coming). Property owners suffer the consequences.

Yet nobody in a leadership position in Manchester has taken the reins and said, “We’re going to address this, put a plan in place to assist this population, and solve this issue within the city.” In fairness, Manchester has hired a Director of Homeless Initiatives. Looking at the website, I see more excuses in the Q&A section as to why things can’t be done versus solutions as to what will be done. At present, it certainly seems as though the plan is to “brand” Manchester away from its problems.

Gov. Sununu has been fired up recently, and his target is the New Hampshire Hospital Association. The conflict was highlighted in a recent Union Leader article, with Sununu’s goal to require hospitals to accept more mental health patients from their emergency rooms. The NHHA has responded with a lawsuit against the state. The state has been court ordered to end the practice of boarding mental health patients in hospital emergency rooms.

Currently, available mental health beds statewide do not meet the level of need. As a result, when patients in crisis enter the emergency room, they are stabilized, but the hospitals have nowhere to send them as licensed treatment facilities have no capacity. Interestingly, the Union Leader article also cited that eight children and 30 adults were housed in hospital emergency rooms around the state at that time. It further noted that the state-run New Hampshire Hospital is unable to fill nearly 30 of its existing beds due to lack of staffing. Even if Sununu were successful in his argument with the hospitals, at a 2.7 percent statewide unemployment rate, the hospitals are facing the same staffing shortages as the state. In fact, WMUR recently reported that NH Hospital Association has an average workforce vacancy rate of 15 percent, but higher in key positions.

Despite these staffing challenges, the state acquired the Hampstead Hospital for juvenile psychiatric care, it is moving forward with its new 24-bed forensic hospital, and most recently it is in the approval stages of a new 125-bed mental health hospital in southern New Hampshire. While the increased capacity that these facilities offer is greatly needed in our state, one is left wondering where the staffing will come from.

While I am no expert on the matter, I do serve as President of the Board of Trustees for Fellowship Housing Opportunities, Inc. in Concord, a nonprofit that provides safe and affordable housing for people living with long-term mental health issues. Our organization has a vested interest in following current events in this arena. Just as Fellowship Housing is challenged to provide affordable housing for our residents, New Hampshire is also challenged to provide affordable housing for its workforce. This is having a tremendous impact on our ability to recruit and attract the talent needed for New Hampshire to not only prosper but properly care for our residents. As the governor and our legislature negotiate the upcoming biennial state budget, it is critical that the domino effect of this issue is understood and addressed.

A few months ago my husband and I were in Illinois visiting my 82-year-old mother. We pulled into a burger joint for lunch and went inside to eat. This was a favorite spot of my mother’s, and we had always enjoyed it as well. Once inside, I noticed a panicked look on her face when she realized there were no longer any waitstaff, and we were required to use a kiosk to place our order and pay. I assured my mom this was not a problem, and we could do it, which we did. However, my mom noted she wouldn’t be able to come here any longer because she would never be able to order on her own. She seemed resigned to it even though I tried to encourage her to give it a try.

Fast-forward to a conversation I had recently with our 18-year-old son regarding ChatGPT (an AI-powered chatbot) and the utilization of that in various areas. We had a very spirited debate on how it should be used in education, research and communication. We marveled that ChatGPT was able to pass a law school exam, the medical licensing exam and the Wharton MBA exam. My son commented that at some point AI will replace humans in almost everything. I disagreed, but as many of you know, you never win an argument with an 18-year-old.

Ironically, during this debate, we happened to be dining at a restaurant using a tableside tablet to play trivia games and used that to pay. This prompted me to tell our son about the experience with his grandmother. I commented that there is a segment of the population that is getting left behind with the pace of technological advancement. For these folks, the things that we take for granted (ordering from Amazon with one click, online shopping, Apple Pay, online bill paying, etc.) are not only a struggle, but many times simply impossible.

Change is difficult, and we all have different capacities for it. It seems as though we should be addressing this skills/learning gap in our society to encourage engagement and participation versus isolation and withdrawal. In the meantime, be kind and be patient. Lend a helping hand when someone is struggling ahead of you in line. Help to restore faith in mankind.

Like most Americans, I am ready to move beyond the 2022 midterm elections. Votes are still being counted, with the Democrats projected to have a slim majority in the Senate and Republicans projected to have a slim majority in the House. The forecasted red wave failed to materialize.

While I am ready to move on, I am intrigued by what happened across America on Nov. 8. Being a very moderate Republican (some would call me a RINO), I have struggled with the direction of the party. The extremism on both the left and right have prevented meaningful progress on major issues facing our country.

After poring through post-election news, I found something that resonated with me. Tim Alberta of The Atlanticsuggests that Trumpism is toxic to the middle of the electorate, and yes, I agree with that. Here’s an interesting quote from Alberta: “In each of the three states that saw major Democratic victories — Michigan, Pennsylvania and Wisconsin — 25 to 30 percent of voters said they had cast their vote in opposition to Trump.” This sentiment carried out across the country. In state after state, and county after county, voters rejected Trump-endorsed candidates.

We also learned that the quality of the candidate mattered. The party can’t put up candidates simply because Trump endorsed them. The voters expect some level of experience and a vision for the future of our country and for problem-solving the many issues we face. This drove so much of the split-ticket voting across the nation. We saw that right here in New Hampshire. Gov. Sununu, a moderate Republican, sailed to victory, a result of his leadership over his past three terms and ability to connect with the voters. Other key races in New Hampshire were won by the Democratic incumbents.

At the end of the day, New Hampshire is a purple state, and voters are not so aligned with one party versus another, but rather with the specific candidates who understand the issues facing our state. As I am known to say about many issues, in terms of voting, New Hampshire tends to get it right. Is it possible the rest of the country is following suit?

We were thrilled to learn last year that our daughter and her family living in Florida were relocating to New Hampshire. Our grandson would be nearby, and his parents too. Plans were made, houses were sold and bought, and the relocation process began. Imagine everyone’s shock when it was quickly discovered that there was no daycare available for our grandson in New Hampshire. No center within a reasonable geographical distance had availability, and in fact most had lengthy waitlists. The pause button was hit, and a Plan B evolved.

A recent article in NH Business Review, “In search of childcare solutions,” addresses the child care shortage. The article notes, “The reasons behind the waitlists are part of a vicious cycle. Workers are leaving childcare centers due to low pay. In turn, the centers are not able to take in as many children, because they lack staff and can’t meet the required teacher-child ratios. In an attempt to solve this, childcare centers raise their rates, so they can pay workers a higher wage and retain them. However, this results in some families having trouble affording childcare.” Lather, rinse, repeat.

In 2014, as part of my Leadership NH program, Steven Rowe, who at the time was President of Endowment for Health, gave a compelling presentation. He noted that the developing brain is like a sponge, and by age 3, 80 percent of the neural construction is complete. What happens in those first three years is critical in terms of early childhood development. He noted that investments in early childhood development yield, by far, the greatest returns. Yet as a society we invest the least at the time of greatest impact. NH Business Review confirms this in its recent article. It notes according to nhchilddata.org, the average annual pay of the state’s child care workers is $24,490 compared to the average annual income in New Hampshire of $59,270 (not even half).

This year the New Hampshire Department of Health and Human Services created the Child Care Strengthening Plan, funded through American Rescue Plan funds (see dhhs.nh.gov). Its goals include building a better child care system, helping more families afford quality child care over the next three years, and ensuring equal access to child care programs, services and activities. It’s a start in addressing a glaring problem for New Hampshire families. In addition to delivering on the details of this plan, we should also be planning for what’s beyond it. As we prepare to vote in November, this is a great topic to discuss with the candidates when they ask for your vote.