The information contained in this article is not intended as legal advice and may no longer be accurate due to changes in the law. Consult NHMA's legal services or your municipal attorney.
Across New Hampshire, municipalities face a familiar challenge: rising costs, shrinking budgets, and limited staff. Durham is no exception. Like many towns in the state, it lacks a major commercial tax base to help offset growing expenses fueled by inflation. As a result, residential property owners shoulder the bulk of local government and public-school funding. Rising health care and insurance costs add to the strain, causing even the most experienced municipal official concern. And as federal and state budgets tighten, towns and cities are often forced to absorb more expenses.
Despite these pressures, the Town Clerk–Tax Collector’s Office in Durham found a way to adapt reducing office hours while maintaining nearly full access for residents.
A Pivot Years in the Making
Long before “contactless” became a household term, many communities were already moving toward online access for basic transactions. In 2020, Durham’s online traffic surged while foot traffic declined due to COVID-19—a trend that hasn’t reversed. Today, residents routinely renew car registrations, pay property taxes or utility bills, and license their dogs from a laptop or phone—no wait time, no lines, and no hunt for a coveted parking spot.
In March 2025, the Durham Town Clerk–Tax Collector’s Office embraced the shift toward online services by expanding web-based payment options and ensuring all online requests were processed within one business day. Quick responses to resident questions and fast transaction turnaround were key to the transition’s success. To accommodate residents who preferred not to pay online fees—or who had limited computer access—the office also promoted a 24-hour secure drop box outside Town Hall.
What Reduced Hours Make Possible
Durham’s schedule adjustment wasn’t only about saving money—it was about using time more intelligently.
Closing one day a week helped the office reduce overtime, plan around vacation and sick leave, and staff more effectively during peak public demand. Predictable schedules made coverage easier and the workweek noticeably calmer.
The unexpected bonus: customer service improved.
The Hidden Value of a Closed Business Day
Setting aside one day for administrative and resident-support work has created a more balanced, less reactive environment. Wednesday is not a “closed” day—it’s a productive one.
It’s the day clerks can assist residents who need accommodation, such as off-site notarizations for elderly or homebound individuals. It’s when staff can finally connect with State partners and then return long, complex calls that require patience and detailed explanation. Training, professional development, and lingering administrative tasks—often squeezed out during busy open hours—now have dedicated space.
The result: healthier, more productive staff; smoother workflows; and a more thoughtful, individualized level of service.
When Fewer Hours Mean More Work for Others
Of course, no change comes without friction. The Durham Business Office initially absorbed an uptick in foot traffic from residents surprised to find the Clerk’s counter closed. More signage, clearer communication, and regular interdepartmental check-ins helped ease the transition.
Challenges remain. Increased online transactions generate additional paperwork for Durham’s finance team, which is already managing a backlog of bank reconciliations and the tedious task of matching batched credit card and ACH transactions. These growing pains highlight how even small structural shifts can ripple across municipal departments.
What Still Requires a Counter Visit
Online convenience has its limits. Certain transactions—such as new car registrations that require a title, marriage licenses, notarizations, and voter registration—still must be completed in person. While reduced office hours require residents to plan, they also highlight which services could benefit most from future modernization.
Other departments, such as Assessing or Code Enforcement, face greater constraints. Without an adequate web-based infrastructure and online payment options for these departments, contractors and property owners often require in-person access, making a universal “closed day” impractical for every municipal office.
A Glimpse of the Future
Durham’s experiment reflects a broader trend in New Hampshire municipal operations: fewer public hours, but more impactful ways to serve residents. It’s a pragmatic response to budget pressures and workforce shortages—one that will depend on reliable technology, clear communication, and a willingness to rethink long-held assumptions.
As more government agencies look for efficiencies in the workplace, completing transactions from home and additional systems move online, the hybrid model emerging in Durham—online convenience paired with targeted in-person service—may soon become the new norm.
Rachel Deane has spent over 15 years in municipal government and has served as the Town Clerk–Tax Collector for Durham, New Hampshire, for the past three years. She holds a bachelor’s degree in political science and previously worked at a federal-level economic development nonprofit in Washington, D.C., before transitioning to municipal service.