HOLDEN BOARD OF SELECTMEN
TOWN MANAGER INTERVIEW
MEETING MINUTES
NOVEMBER 23, 2009
6:00PM Senior Center
Present: Chairman Kimberly Ferguson, James Jumonville, Anthony Renzoni, David White, Kenneth O’Brien
Others Present: D. Moschos, Labor Counsel, Mark Morse, Executive Recruiter, Elizabeth Helder, Recording Secretary
Chairman Ferguson opened the meeting at 6:05PM. The Board participated in the Pledge of Allegiance.
1. Town Manager Candidate Interviews
Ms. Blythe Robinson, introduced herself as the Assistant Town Manager of Avon, CT. The Town is approximately the same size as the Town of Holden with 17,000 residents. She said her responsibilities involve budget preparation, the management of capital projects, and preparing for Town Meeting. Ms. Robinson also serves as the Town’s Public Information Officer.
Sel. White asked what was her involvement in the budget process? Ms. Robinson said that the budget process begins in August with Department Head forecasts for 5-10 year plans, through the Preparation of Department Operating Budgets in November. She said she works closely with Town Counsel in review of budget and makes a budget presentation to the Finance Committee. The Finance Committee then sets tax rates. The Town’s budget is set by a referendum at the ballot box.
Sel. Renzoni inquired what would be the worst fault a leader could have? Ms. Robinson said that she felt that not listening to others and hearing all sides and options would be the worst fault a leader could possess.
Sel. Jumonville asked how Ms. Robinson would establish working relationships with Department Heads? Ms. Robinson said that she tries to get to know each person individually and meet with them one on one. It is important to know the strengths and weaknesses of each person.
Sel. O’Brien asked questions about transparency and the distribution of information; specifically, would the Board be fully informed of a situation even though info might be damaging to the Town Manager? Ms. Robinson said that Government is about providing people with information that is readily available. There is little that local government does that is not done in public.
Chairman Ferguson inquired about Ms. Robinson’s philosophy of leadership style. Ms. Robinson explained that listening and not micro-managing are her two strengths. It is important to get to know employees and let them do their work. The Town Manager serves as a resource to work problems out together.
Sel. White asked Ms. Robinson to describe her greatest quality as a leader. Ms. Robinson said that 1. She likes public service and likes to help people in their daily lives. Residents are not customers – residents are clients who choose to live here and are invested in the Town; and 2. Building trust.
Sel. Renzoni asked Ms. Robinson to describe something she did that she’s proud of that nobody knows about. Ms. Robinson said that she helped to train the new Volunteer Fire Chief.
Sel. Jumonville inquired how accessible the Town Manager should be to the job? Ms. Robinson acknowledged that serving as the Town Manager is not a nine to five job. The position of Town Manager should be accessible to all residents.
Sel. O’Brien commented that there is never enough revenue for the school district budget and the municipal budget. What is her approach to the School District? Ms. Robinson said that prior to the budget process, the Town Manager should meet with the Superintendent. Additionally, the Town Manager should determine what issues are important to the Board and to the community of Holden. She said that she has a collaborative/consensus style of management.
Sel. Renzoni asked for an example demonstrating a tough problem that required fairness. Ms. Robinson said that union negotiations require her to be up front with what can and cannot be done. If one union settled, the other two were put on notice that they should expect the same.
The Chairman asked questions submitted from the public.
The Manager’s position is non-partisan and the future of school district depends on financial aid: How can the Town Manager ensure that the Town and District are treated fairly? Ms. Robinson replied that it was important to determine priorities for each party, and to communicate with local Senators and Representatives. Not speaking up is a big mistake.
How would Ms. Robinson handle a reoccurrence of an ice storm/town-wide disaster? Communicate with residents; spend time with departments preparing before another incident happens to determine what are the towns’ resources; make contingency plans with contractors to ensure that everyone knows what their job is. Police presence in neighborhoods is important. Emergency information distribution to residents before an emergency is important – residents should know where to go if they need: shelter, food etc.
How does technology play a role in municipal government? Ms. Robinson said that her town of Avon, CT mails a newsletter to residents three times a year and that the Library is an information resource – a “cultural center”
Ms. Robinson stated that she enjoyed her visits to Holden and commented that it was a fiscally well managed town. She said she felt that growing up in Massachusetts would allow her to get up to speed quickly. She said her experience in many areas of government would give her new ideas for the future of Holden.
The Board completed its interview of Ms. Robinson at 6:38PM.
Chairman Ferguson introduced members of the Town Manager Search Committee: Police Chief George Sherrill, John Biddle, and Finance Committee member Rick Bates. The Search Committee visited candidates in their work environment. Sel. White summarized the report for the record.
The Board recessed for 10 minutes at 6:41PM.
The Board reconvened at 6:51PM.
Chairman Ferguson welcomed Ms. Nancy Galkowski, the second candidate to be interviewed for the position of Town Manager.
Ms. Galkowski said she began her municipal career with the Town of Holden and left to get her graduate degree. She has since been employed with the Town of Arlington, MA. During her tenure in Arlington, she served as the Acting Town Manager for 14 months. She grew up in Holden and currently lives here.
Sel. White asked what was her involvement in the budget process? Ms. Galkowski said that she was involved in the development of the operating and capital budgets from beginning to end. The capital planning process begins August – December. The budget is due in January. She works with Department heads one on one and also with the Town Manager to develop the budget and prepares the entire document. She is in communication with the Finance Chair during the whole process. Financial Planning is a year-round process. Meetings are held with the Comptroller, Town Treasurer/Collector, Superintendent, Finance Chair, Town Manager, Union and School Representatives and the Budget Task Force to discuss big picture items.
Sel. Renzoni inquired what would be the worst fault a leader could have? Ms. Galkowski said the worst faults would be not listening and not communicating. By not accomplishing these, you are not leading.
Sel. Jumonville asked what approach should be used to determine financial priorities? Ms. Galkowski said it was important to look at where we are and where we want to go. Look at receipts - where and how much money do we have? Analyze where we are – sit down with the Board and Department heads to determine what the priorities; conduct citizen forums.
Sel. Jumonville asked how Ms. Galkowski would establish working relationship with Department Heads? Ms. Galkowski said it was important to sit down with department heads to determine what are the issues and where do they see their department going? The same should apply with the Selectmen and Committees: where is town going – what are issues?
Sel. O’Brien asked questions about transparency and the distribution of information; specifically, would the Board be fully informed of a situation even though info might be damaging to the Town Manager? Ms. Galkowski replied that while it is the Board’s job to make policy decisions, it is also her job to inform the Board of her recommendations and directions on policy.
Chairman Ferguson inquired about Ms. Galkowski’s philosophy of leadership style. Ms. Galkowski described her leadership style as collaborative and team building and while no one has all the answers, it is ultimately the Town Manager’s job to make the final decision. She said one of the first things she did on the job in Arlington was to have brainstorming sessions. Additionally she brought in a facilitator to work with the Board to gather as much input as she could.
Sel. White asked Ms. Galkowski to describe her greatest quality as a leader. Ms. Galkowski said that she is competent and can do the job and that she can communicate this to the residents. Communication is key.
Sel. Renzoni asked Ms. Galkowski to describe something she did that she’s proud of that nobody knows about. Ms. Galkowski said that with the financial crisis the State is currently in, she created a “What If” spreadsheet to plan for next 5 years. The spreadsheet takes into consideration unexpected “What If” costs/events. Finance reps in Arlington are now using this tool to prepare for the Town’s financial future.
Sel. Jumonville inquired how accessible the Town Manager should be to the job? Ms. Galkowski said that being accessible to the community is part of the job. She said it was important to use all the tools necessary to communicate. The residents are your allies.
Sel. O’Brien commented that there is never enough revenue for the school district budget and the municipal budget. What is her approach to the School District? Ms. Galkowski said that it was important to resolve issues since the schools are necessary to the community. She said she would start talking to Superintendent early to come to the table to solve it together.
Sel. Renzoni asked for an example demonstrating a tough problem that required fairness. Ms. Galkowski said she had a difficult time with a Manager and his appropriateness on the decisions he made. She said she voiced her concerns and stepped back. As a member of the ICMA which operates under a strict code of ethics, she expects everyone she works with to conduct themselves ethically.
The Chairman asked questions submitted from the public.
The Manager’s position is non-partisan and the future of school district depends on financial aid: How can the Town Manager ensure that Town and District are treated fairly? Ms. Galkowski said that the schools depend on state financial aid, which automatically means politics. She said it was her responsibility to fight for what Holden needs by communicating through the School Reps. She said she already manages this way in Arlington.
How would Ms. Galkowski handle a reoccurrence of an ice storm/town-wide disaster? As a resident who lived through it, Ms. Galkowski felt that lack of communication to residents was the main problem. The opportunity to use the website was missed, nothing was done with reverse 911, or by going door to door. More useful information should have been provided. Arlington has been through Table-Top Training, which would be helpful in Holden. Having experienced similar disasters in Arlington, communication is key.
How does technology play a role in municipal government? Ms. Galkowski replied that the Town has got to do it and find the money to do it.
Ms. Galkowski thanked the Selectmen for their time during the search. She said she would bring thirty years experience, professionalism, and state and international municipal managerial skills to the Town. As a current resident of Holden, she said she would be able to come up to speed quickly.
Sel. White summarized his trip to Arlington, MA and his interviews with Ms. Galkowski’s peers where she was described as the Co-Town Manager.
Chairman Ferguson recessed the meeting at 7:25PM.
Chairman Ferguson called the meeting to order at 7:46PM
She introduced Ms. Jacquie Kelly, Assistant Town Manager, Holden, MA. Ms. Kelly stated that she has over 20 years of municipal government experience, dealt successfully and effectively with residents, possess a strong financial background, and has worked with elected officials and business people. She said she is experienced with seniors, veterans, legal issues, and has experience working with small communities and a large city. She worked for the Superintendent of Schools in the Wachusett Regional School District.
Sel. White asked what was her involvement in the budget process? Ms. Kelly said she was involved from the beginning to the end of the operating and capital budgets. This entails gathering up budget worksheets, meeting with individual department heads, conducting resource profile meetings with the Finance Committee all the way through Town Meeting.
Sel. Renzoni inquired what would be the worst fault a leader could have? Ms. Kelly said that not following up on things or being negligent would be a leader’s worst faults.
Sel. Jumonville inquired how accessible the Town Manager should be to the job? Ms. Kelly said that she maintained an open door policy. Residents are always welcome to call or email staff at the Town.
Sel. O’Brien asked questions about transparency and the distribution of information; specifically, would the Board be fully informed of a situation even though info might be damaging to the Town Manager?
Ms. Kelly responded that she would have no problem presenting all sides/divergent views even if it is not her view. Policy decisions need to have as much information as possible in order to make an informed decision. While the Selectmen may disagree with a recommended course of action – any information is good – pro or con.
Chairman Ferguson inquired about Ms. Kelly’s philosophy of leadership style. Ms. Kelly said she considered herself to be a strong leader, with strong work ethics, who leads by example. She said she had high expectations of the people that work for her – people are expected to conform to those expectations, but that she was also open for discussion/give and take style. It is important to build respect.
Sel. White asked Ms. Kelly to describe her greatest quality as a leader. Ms. Kelly said she was a strong administrator with a lot of experience who uses this strength to inspire others. She said she grew up in Holden and was educated in the school system. She said she respects people, and tries to keep communication channels open. She said her honesty with people would help her be an effective leader to the community on behalf of the Board.
Sel. Renzoni asked Ms. Kelly to describe something she did that she’s proud of that nobody knows about. Ms. Kelly said she helped to implement a series of department head meetings after each Selectmen’s meeting in order to follow up with Board feedback. Having department heads report what they are working on helps to work on problems and is an effective management tool.
Sel. Jumonville asked about her working relationships with department heads. Ms. Kelly said that communication with department heads is the most important part of her relationship will all the department heads in town.
Sel. O’Brien commented that there is never enough revenue for the school district budget and the municipal budget. What is her approach to the School District? Ms. Kelly responded that the school district is the Town’s partner who provides an important service to children. She said it was important to open up communications with Superintendent early to discuss what are the Town’s needs what are the schools needs. It is important to work together and that it does not have to be an adversarial process. Communication and being proactive are key.
Sel. Renzoni asked for an example demonstrating a tough problem that required fairness. Ms. Kelly used a hypothetical example: a complaint between two employees. The issue was handled through the union guidelines to be proactive. While the experience was not pleasant, it was resolved. Follow procedures and treat everyone fairly.
The Chairman asked questions submitted from the public.
The Manager’s position is non-partisan and the future of school district depends on financial aid: How can the Town Manager ensure that Town and District are treated fairly? Ms. Kelly said it was important to legislative delegation wisely. Define the issues and how they effect the town and how can the legislator help to solve the problem and stay on top until it is resolved. Sometimes have to go beyond town boundaries to resolve school issues.
How would Ms. Kelly handle a reoccurrence of an ice storm/town-wide disaster? The Town did not realize that people still had access to communication even though they had no power and agreed that more communication on town’s website was necessary. She said that it would also be important to post when streets would receive services not report on the streets that had already received services. Communication is key.
How does technology play a role in municipal government? Ms. Kelly said that technology today is essential in daily municipal operations. She said that it is exciting and technology changes so quickly and that the town would continue to take advantage of technology to the extent the town can afford to.
Ms. Kelly said that she has served as the Assistant Town Manager for 10 years, but has been somewhat limited to what leadership she can demonstrate. She said she has ideas of her own and wants to put her own stamp on the job. She said she felt her experience with the Light Department demonstrated her well managed financial leadership. She said it was important to keep Holden affordable for everyone. She said she looked to strengthen communications with the School District, examine the collective bargaining process, and keep pace with IT to provide customers with easier access to town government. She said she was mature with steady municipal administrative experience. She described herself as a fair but firm leader with credibility in the community. She said she looked forward to continuing her public
service to the community and the Selectmen.
Sel. White said that he and Rick Bates met with representatives in Holden who praised Ms. Kelly for her competence and strong collaborative work skills. She received strong support from peers who said she was not close to realizing her potential.
2. Interview Discussion
Chairman Ferguson said that the Board had good news and bad news: the good news is that there are three incredible candidates. The bad news is that they have to make a choice.
Labor counsel suggested the Board to treat the three qualified candidates as a pool, advising them to not make a definitive selection and exclude the other two. The first choice might not be successful. He suggested the Board move to negotiate a particular person from the pool.
Chairman Ferguson said that there has been a lot of speculation on what the Board will do and that the process should not be rushed. She suggested the Board defer discussion/postpone the decision and reflect for one week.
Mr. Moschos said that the Board could wait to make a decision in December, just don’t let the candidates wait too long for a decision. The Board is posted for November 30, 2009 at 6PM to meet and discuss the choices. He recommended that the Board recess tonight’s meeting and vote to reconvene at the November 30th meeting.
Chairman Ferguson asked Mr. Morse for his opinion/recommendation. Mr. Morse said he thought the Board should defer for the holidays and meet on the 30th.
Sel. White said he was comfortable with making a motion and that he had the information necessary to make a decision. However, he said he would defer to the Board. He thanked the screening committee for all the work that went into the search process. He thanked Rick Bates for accompanying him during the interview visit process.
Sel. Jumonville said he would like to wait the week to make his final decision.
Sel. O’Brien questioned if it was appropriate to discuss how the interviews went tonight? Mr. Moschos said it would be appropriate to discuss his impressions. He said that he felt that Nancy Galkowski came across very strongly, as did Ms. Kelly, with Ms. Robinson finishing third. He said he would agree to defer the decision a week.
Sel. Renzoni said he would agree to defer a decision for one week. He said that he felt that Ms. Robinson finished strongly, with Ms. Kelly finishing closely and Ms. Galkowski coming in last.
Sel. Jumonville said that Ms. Kelly would fit in easily with Town operations, and Ms. Galkowski had a strong financial background with over 30 years experience and Ms. Robinson finished last. He said he would like the week to think about it.
Sel. White said that the interview process confirmed that Nancy Galkowski was hands down the strongest candidate. One thing he learned in Arlington from the Police Chief – her direct leadership and code of ethics and response to ice storm – respectful but frank in the challenges the town faced – easy to talk about hindsight – she lived it and felt it – and faced things head on. He said he has high regard for Ms. Kelly who is committed to town – but the overall experience that Ms. Galkowski has outweighs it.
Chairman Ferguson said the town would be served well by any candidate – her decision lies between Ms. Kelly and Ms Galkowski. Ms. Robinson’s disadvantage is that she is not from town. Ms. Galkowski has fresh ideas coupled with her years of experience. Additionally it was nice to hear Ms. Kelly’s ideas that she would like to share with the Town. The Chairman said she would like to hear feedback from residents.
Motion by Sel. White, seconded by Sel. Renzoni, it was UNANIMOUSLY VOTED TO DEFER THE HIRING DECISION OF THE TOWN MANAGER UNTIL NOVEMBER 30, 2009.
3. Executive Session
Motion by Sel. White, seconded by Sel. Renzoni, it was UNANIMOUSLY VOTED TO ENTER INTO EXECUTIVE SESSION AT 8:47PM TO DISCUSS NON-UNION CONTRACT NEGOTIATIONS. ROLL CALL: Renzoni: yes; Jumonville: yes; White: yes; O’Brien: yes; Ferguson: yes.
4. Recess
Motion by Sel. White, seconded by Sel. Renzoni, it was UNANIMOUSLY VOTED AT 9:11PM TO RECESS THE NOVEMBER 23, 2009 MEETING UNTIL NOVEMBER 30, 2009.
APPROVED: December 7, 2009
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