OPINION | Recent story seemed unnecessarily critical

We cannot expect a new mayor and city council to fix problems that have existed in Biddeford for years — in just six months

By SHIRLEY BOWEN | Special to the Gazette

I don’t generally respond in public ways to articulate my reaction to something read in the media. However, this time I would like to offer some alternative thoughts than those articulated in the article about hiring an interim city manager. [ Biddeford hires interim city manager, continues damage control mode; Biddeford Gazette, June 3, 2026]

I was confused by what read, to me, as a narrow depiction of the mayor’s first six months.

BIDDEFORD MAYOR LIAM LAFOUNTAIN | File Photo, City of Biddeford

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One example, that of the “sheen” of support wearing off, citing the recent council meeting where there was not unanimous support for the mayor’s request following previous unanimity.

I would have been much more concerned if there was an extended period of complete agreement. Conflict and differing opinions are what makes government stronger; it can be passionate and respectful simultaneously. A diversity of perspectives can lead to better decisions.

In a recent conversation as part of the National Constitution Center’s Book Club, historian and author Jon Meacham reminds us that we must remember the “spirit” of the process of governing as well as the substance. We can disagree with the direction of an initiative without undermining process.

Argument of perspectives is how the work is done but it doesn’t mean that leadership is failing. I would posit that it demonstrates positive leadership and shared respect for the process of governance.

And the emphasis on “young” mayor, the city being “rudderless,” and the phrase “having a hard time finding his footing” feels (intentionally?) provocative.

Age does not define effective leadership; results do. I would have loved to see some of the positive efforts by the mayor and council during the same time frame for a more complete picture.

The voters had access to information about the mayor and a substantially new council prior to the election. They were elected at a time when Biddeford finances and operations were in absolute chaos. Did anyone really believe that in just six months improvements and direction would be fully implemented?

Anyone with leadership experience (35+ years in my case) knows that turning a ship that has been moving at full speed requires the entire crew and cannot happen on a dime, especially with multiple systems struggling simultaneously.

It takes time, coordination, sometimes split-decision making and high expectations to achieve such an arduous task.

“Age does not define effective
leadership; results do.”

And — of course — there will be differing perspectives, mistakes, and stress-induced communication. But we have to name it, apologize for it when necessary, learn from it, and move on. It would be a disservice to the community and our leaders to draw too many conclusions about leadership effectiveness so early in a tenure – especially given the current status of Biddeford’s municipal status and outside pressures.

And, I’ve lived in Biddeford long enough to know that whatever the current criticism raises about ambition and experience, there will be equally loud voices screaming that it’s moving too slow and to just fix it now!

I was dismayed to read about the dissatisfaction of city employees, on two fronts.

First, staff need to feel safe and heard. While there may not be agreement of perspectives on city governance, they need to know that expressing concern or ideas will not endanger their status within the organization. Everyone deserves a good “listening to.”

Second, professionalism. Collaborative working relationships are best dealt with directly, not through the media, which only serves to sow more distrust among staff and the public.

We wonder about positions that cannot be filled. Why would I want to work at an organization where colleagues speak publicly about internal organizational issues? None of us, even leadership which is willing to have a bullseye on their backs during their tenure, want to see people’s critiques done publicly or become targeted for a story.

**BIDDEFORD CITY HALL CLOCKTOWER** | *Seaver photo*

Internal management of conflict doesn’t necessarily indicate hiding anything. Sometimes it’s just respectful responsiveness to colleague personnel matters which need not be public. But if it cannot be resolved internally, then the organization has the responsibility to care for its employees by having alternatives.

Is there an ombudsman or a contracted service that serves this function? This issue is not new. It occurred under the last administration. This time, I will be the one asking to Fix It Now! We owe it to our employees. They work hard and are dedicated servants. The city must serve them by facilitating a safe and positive working climate.

I do wonder if the mayor and the council might also be interviewed and asked to reflect on their leadership to date. Another sign of mature leadership is being able to candidly evaluate one’s own performance. And it demonstrates balance by reaching out for all perspectives, to provide a complete picture of the first six months of the new administration.

I appreciate the opportunity to share some thoughts. I am proud to live in Biddeford and believe that with everyone approaching their work with integrity and genuine commitment to treat others with dignity and compassion, Biddeford will continue to be the city we’re proud of.

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ABOUT THE AUTHOR | The Rev. Shirley Bowen is a Biddeford resident and active volunteer in the city.

NOTE | The views expressed in this article are solely those of the author and do not necessarily reflect those of the Biddeford Gazette, its staff, affiliates or sponsors. We encourage robust and diverse community conversations on topics related to the city of Biddeford. For information about how to submit your own column, please CONTACT US

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