The Greater Maple Crossing Economic Development Organization reaffirmed its confidence in Executive Director Allison Mercer this week, praising her ability to lead regional business attraction, manage confidential corporate projects, negotiate incentive discussions, coordinate workforce strategy, and represent the community in front of global executives.
The board then reminded her she would need the chair’s signature before ordering replacement printer toner.
“We have tremendous trust in Allison,” said Board Chair Phil Ramsey. “She is the right person to guide our economic future. But fiscal responsibility matters, and black ink has gotten expensive.”
Under the organization’s current purchasing policy, Mercer may serve as the primary point of contact for companies considering multimillion-dollar investments in the region, but she may not authorize expenditures over $1,000 without board approval, $500 without chair notification, or $75 without remembering that Treasurer Linda Haskins once had questions about a lunch receipt from 2022.
The policy, last updated during a period board members described as “after that one invoice situation,” requires two signatures on checks, three quotes for many purchases, advance approval for travel, and a written explanation for any expense that could be perceived as “consultant-adjacent.”
“It’s not that we don’t trust staff,” Ramsey clarified. “It’s just that we believe in controls, accountability, and making sure no one gets carried away with things like name badges, brochure reprints, or lunch for a prospect who may bring 400 jobs.”
Mercer said the policy occasionally creates challenges when trying to operate at what board members frequently call “the speed of business.”
“Last month, we had a company visit with less than 48 hours’ notice,” Mercer said. “They wanted to tour sites, meet the mayor, understand our workforce, and have lunch with local employers. I was able to coordinate the entire visit, secure confidential project information, and prepare a regional pitch deck. But I had to text the board chair from the restaurant parking lot to approve the turkey sandwich.”
According to Mercer, the chair responded quickly, though only after asking whether chips were included and if a local vendor had been considered.
Board members emphasized that the restrictions are necessary to protect public and private investor dollars from wasteful spending, fiscal mismanagement, and the dangerous possibility that the executive director might make a timely decision without a quorum.
“We want to be nimble,” said board treasurer Haskins. “But not so nimble that someone can just go out and buy a monitor because their old one turns purple every afternoon.”
The board recently approved a new five-year strategic plan encouraging the organization to pursue ambitious goals, including expanded business recruitment, regional marketing, site readiness, entrepreneurship support, workforce partnerships, and stronger national visibility. Implementation, however, remains subject to the organization’s spending authority matrix, which currently allows Mercer to “lead,” “coordinate,” “recommend,” and “seek approval.”
A proposed update to the organization’s website was postponed after the board determined the project aligned with the strategic plan but exceeded the executive director’s authority to improve things.
Likewise, a planned digital campaign targeting site selectors was tabled pending additional review from the marketing committee, the finance committee, and one board member who “knows a guy who does Facebook.”
“We’re not saying no,” Ramsey said. “We’re just saying we need to slow down, make sure we have the right process, and then ask why we aren’t moving faster.”
In response to concerns, the board has formed a fiscal policy review subcommittee to determine whether the current rules are too restrictive, not restrictive enough, or appropriately restrictive but in need of a clearer flowchart.
The subcommittee’s first meeting was delayed after members could not agree whether coffee and danish for the meeting required pre-approval.
Mercer said she remains committed to the organization’s mission and appreciates the board’s desire for oversight.
“I understand the importance of transparency and financial stewardship,” she said. “I just think if I’m trusted to recruit an advanced manufacturing company, I might also be trusted to replace the printer cartridge before the board packet comes out gray.”
At press time, the board had voted unanimously to explore raising the executive director’s spending authority, pending legal review, investor feedback, a benchmarking study, and confirmation that toner would not be considered a capital expense.
