Ridgefield Officials Weigh Town Administrator Role, Hear Warnings On Structure And Leadership

RIDGEFIELD, CT — Ridgefield officials are weighing whether to create a town administrator position, with outside experts warning that success will depend less on structure and more on clearly defined roles, political buy-in and strong working relationships.

At a special April 22 fact-finding session, the Board of Selectpersons heard from Darien First Selectman Jon Zagrodzky and former Bethel First Selectman and current treasurer Matt Knickerbocker, who recently served as Wilton’s inaugural town administrator. The discussion was later reviewed by the board in a second meeting the same evening.

Complexity drives interest in new role

First Selectperson Rudy Marconi said the town has begun exploring the position as Ridgefield government grows more complex, noting funding for a partial-year salary was included in a proposed fiscal year 2027 budget.

Zagrodzky said Darien created its town administrator role decades ago for the same reason.

"Town government had simply become more complicated," he said, describing the position as a "chief operating officer" who handles administrative functions while the first selectman remains the chief executive.

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The structure allows elected leadership to focus on communication, public engagement and policy, he said, while the administrator manages operations such as department oversight and labor negotiations.

"I spend all my time… with the people who elected me," Zagrodzky said, adding that the role frees him from routine administrative tasks.

Benefits — and risks — outlined

Knickerbocker agreed the model reflects the growing technical demands of municipal government, but cautioned that implementation can be fragile if not fully embedded.

"If it is not deeply embedded in your culture… it’s vulnerable," he said.

He pointed to his experience in Wilton, where the position was created four years ago but is now “on the verge of imploding,” after a change in administration altered how responsibilities were handled.

From the outset, he said, decisions that should have been made by the town administrator “were now being made over my head,” illustrating how unclear boundaries can undermine the role.

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Zagrodzky emphasized that Ridgefield would need to clearly separate political leadership from administrative functions.

"You got to be clear, we are not doing administrative work anymore," he said. "We’re retiring from that."

Chemistry and communication seen as critical

Both speakers repeatedly stressed that the relationship between the first selectperson and the town administrator is the single most important factor in determining success.

"The chemistry… is extraordinarily important," Zagrodzky said, describing his close working relationship with Darien’s administrator.

He added that the administrator must be able to adapt to different leadership styles over time, while the first selectperson must be willing to delegate.

Knickerbocker said misalignment in Wilton stemmed partly from differing expectations about communication and authority, despite a clear job description.

"Unclear communication and unclear expectations" were key reasons such roles fail, he said, citing research on municipal management.

Board weighs structural questions

Board members questioned how Ridgefield could avoid similar pitfalls, including how to prevent overlap or conflict between roles.

Selectperson Sean Connelly asked how accountability would work if residents continue to direct complaints to the first selectperson.

Zagrodzky said responsibility remains with elected leadership, even if day-to-day management is delegated.

"You’re not getting rid of responsibility," he said. "You’re getting rid of the day-to-day administration."

Other members raised concerns about inserting another layer between department heads and elected officials. Marconi noted some department heads may resist reporting to a new intermediary.

Zagrodzky said the shift can ultimately benefit staff by giving them a professional manager who understands technical issues and can coordinate across departments.

Hiring and structure remain open questions

Officials also discussed how Ridgefield might recruit a candidate, with both speakers saying the pool of qualified administrators is limited, particularly within commuting distance.

Zagrodzky said Darien conducted a nationwide search but ultimately promoted an internal candidate, citing the value of institutional knowledge and established relationships.

Board members suggested that the eventual structure of the role — including whether functions like finance or human resources would report to the administrator — could depend on the background of the person hired.

Change is hard

Town of Ridgefield Human Resources Director Laurie Fernandez said multiple draft job descriptions have been compiled from other towns, with variations reflecting different reporting structures.

How many feathers will be ruffled when a municipal department head accustomed to having the ear of and direct access to the first selectperson finds they must now go through the new town administrator?

"One of the challenges that we have seen internally is the separation of the first selectperson versus town administrator, and that fear that whoever comes in is not going to have the buy-in," Fernandez said.

Salary, charter and implementation debated

The discussion also touched on compensation and governance. Both speakers cautioned against reducing the first selectperson’s salary to offset the cost of the new position.

"You gain nothing with the pay cut," Knickerbocker said, warning it could make the role less attractive to qualified candidates.

Zagrodzky added that the value of the position should be measured in efficiency and effectiveness, rather than direct financial return.

Board members also discussed whether to formalize the role through a charter change or introduce it first through ordinance.

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Fernandez said the town charter currently designates the first selectperson as both chief executive and administrative officer, meaning any permanent shift in responsibilities would eventually require clarification.

"It sounds like it’s going to make the whole thing harder," Selectperson Maureen Kozlark said, citing the importance of personalities and transitions between administrations.

Board reflects on next steps

During the follow-up discussion later in the evening, members said the session highlighted both the potential advantages and the challenges of adopting the model.

Others agreed that defining responsibilities on paper would not be sufficient without consistent adherence to those roles.

"You could have… a job description… but if you have that other person… who interprets it in a different way," Connelly said, "that’s the risk."

Members also emphasized the need for a transition plan to ensure alignment between current and future leadership.

"The first selectperson… plays a very critical role in the success of the transition," Marconi said.

The board did not take any formal action and is expected to continue evaluating the proposal, including refining job descriptions and determining whether to pilot the position before codifying it in the town charter.