TOWN OF RUTLAND BOARD OF SELECTMEN
Minutes of Tuesday, March 23, 2015
Rutland Town Library
6:00 pm
Present: Michael S. Pantos, Chairman, Joseph Becker, Vice-Chairman, Wayne A. Walker, Leroy C. Clark, Sheila Dibb, Diane M. Cook, Administrative Secretary
Call to order at 6:00pm by Mr. Pantos. A telephone call was initiated to Mr. Redshaw to begin the interview. The Board introduced themselves, then Mr. Pantos requested Mr. Redshaw to share information about himself. Mr. Becker asked Mr. Redshaw to address the various reasons why he left the shorter term positions listed on his resume.
Mr. Redhaw’s leadership style is with a core of teamwork and he would set the example. Every position is equally important and the strengths of each person would be drawn out and utilized.
The role of the new Town Administrator is intriguing to Mr. Redshaw. Early on he would meet with the department heads in a listening mode before making judgments. Community interaction is key as is budget management. The greatest challenge will be communication – to inform the citizens adequately. Working with the BOS to help them accept the position, let go of some decision making. He feels the position requires availability 24/7 – 365. Mr. Redshaw then provided a short summary of the statistics regarding the town.
In response to a request to cite a conflict situation and resolution, Mr. Redshaw described an incident where a police officer was taken off duty by the Chief and there was a disagreement at Board level as to the resolution. Mr. Redshaw negotiated a severance agreement and moved on.
Mr. Redshaw listed his years of experience as a reason to be chosen for this position. He has no experience with solar energy matters. Mr. Redshaw does have experience with working with split councils and boards. He would use communication skills to get everyone on board and if necessary go with the majority.
It is Mr. Redshaw’s belief that a Town Administrator should understand the community, gather information, meet with citizens groups, ask questions, be visible and available, work with department heads to learn responsibilities and focus on the budget.
Upon being asked to leave a position with the town of Hoisington, KS, Mr. Redshaw stated that he continually worked with council to resolve the situation and to adapt and change to the board’s requirements. He felt that he managed his expectations and was professional, fair and honest.
During performance reviews Mr. Redshaw believes in giving constructive criticism and encouraging words when deserved and tools to improve skill sets in negative situations.
The first item on Mr. Redshaw’s agenda would be to dive into the budget, line by line, to understand all the revenue sources. His overall approach would be to act with respect. The Town Administrator works for the town and the role is to assist them, be there as a resource and to foster a positive relationship. As a manager, he is proactive leader to help the community grow and to look ahead as to how the town would be in a futuristic view as well as being the leader the community needs.
7:12pm Mr. Terenzini was invited to share information about himself with the Board. He mentioned his personal interests and indicated that he would welcome the opportunity to develop the position.
Mr. Terenzini stated that his leadership style was collaborative, where he holds staff meetings after the BOS meetings. His door is open and he is approachable, supportive and decisive as part of a team. His strategy as the new town administrator would be to lay in the weeds for the first 3 months. He would be a sponge and have the department heads show what is most important to them. He would visit various clubs and neighborhood associations. Then he would find out what was tried and failed and why.
When asked to identify what he felt would be the biggest challenge, Mr. Terenzini indicated it would be to establish connectivity between people and the BOS. When the people see the BOS in the community, citizens expect answers immediately – need to allow the BOS to focus on operations.
Mr. Terenzini believes that citizens expect to see the Town Administrator immediately and makes himself available. He currently does a monthly cable show, with department heads focusing on current activities. He prepares a weekly administration report, has revamped and now utilizes the website.
What Mr. Terenzini knows about the town of Rutland is Treasure Valley, Rutland Heights, the size of the community and that there is a lot of development.
A recent conflict and resolution incident was in 2013 when the Planning Board was faced with a factual matter which involved special permits. Mr. Terenzini felt there was a lack of ethics in the decision by the BOS to not remove Selectboard members. He remained calm and collective without malice or prejudice. He resigned last Thursday. It was the best for the town and for him because of differing opinions.
Mr. Terenzini feels that he is the best candidate because of his experience. He managed major urban independent boards which were restructured unto six boards. He reviews resources available along with the needs of the people, then restructures accordingly.
When asked about his knowledge of solar energy, Mr. Terenzini stated that he and none, but will learn.
While the BOS majority rules, Mr. Terenzini would research and present possibilities to bridge any gaps. He does not get involved in the political fray and has a good track record with town meetings. Upon starting the position he would meet with the board to determine goals and prioritize. He is friendly with all, but not friends. No favoritism.
One of his contracts was terminated after the town had 10 Town Administrators in 10 years.
The first thing Mr. Terenzini would do upon starting this position is to have a short office staff meeting to set basic rules, to get to know each other and set out expectations - a good communicative start. Mr. Terenzini hopes that the town bodies not under his immediate jurisdiction would be receptive to this new position. He would determine their needs and then become indispensable to the individual bodies.
Mr. Terenzini feels that the BOS members are who the community wants to see up front. The public view belongs to the BOS. He is not as strong on the civic side and is a better leader than a manager. He will go to events in the community, but allow the elected officials to be front and center.
A question from Mr. Becker offscript led to the following response by the candidate: Mr. Terenzini admitted to and described a relationship he had with a town employee. The relationship lasted a couple of months, then he reported the relationship to the Town. He was admonished and forgiven.
The board gave the following responses to Mr. Terenzini’s question as to what they would be looking for from him:
- Mr. Clark – Looking for guidance and help with serious problems.
- Mr. Walker – Vision – 5 year, 10 year plans and a projected budget.
- Mr. Becker - In the short term, to pull it all together. The town does a lot of things well, but could do better and needs a hands on full time presence.
- Ms. Dibb – 1st time around so it needs to go right. No drama, unimpeachable qualities. The board needs to trust that the Town Administrator will do right by the town.
- Mr. Pantos – Strong services to the community.
Mr. Terenzini would love to help the town realize their vision. He applied for the position as he is not looking to retire in place.
Mr. Becker made a motion to recess. Mr. Walker 2nd the motion. Vote unanimous.
8:06pm Doug Willardson. Mr. Willardson stated that his leadership style is easy to get along with. He exercises a team approach then provided an example where he identified a need, did research, met with all involved and changed the plan. Collaborative approach.
Mr. Willardson has no experience in a newly created position – in his current position there was only one person before him. He focused on meeting with people to prioritize needs. He executed a citizen’s survey to be sure the Town Administrator was working towards the needs of the community.
The greatest challenge in being the first Town Administrator, as stated by Mr. Willardson, will be with developing a collaborative working relationship with the Board of Selectmen. The Town Administrator provides implementation, the Board of Selectmen are the policy makers. Mr. Willardson feels the Town Administrator needs to be available. He was instrumental in implementing the “SeeClickFix” program in Grafton which is a reporting platform allowing citizens to report areas of need. He would be available via cellphone, home and while out and about.
In response to a query by Ms. Dibb, Mr. Willardson that he served his Mormon Mission in Korea and is Korean conversant.
Mr. Willardson has reviewed Rutland’s budget. It is a rural community and he would work to maintain the historic charm. The first place he would look is to the Hampshire Council on Government to research medical plan rates. He has previously reviewed Police and Fire plans with great success.
The method Mr. Willardson would use in dealing with conflict situations is to speak with each individually, then sit down together to come to a mutual resolution.
Mr. Willardson feels he is the best candidate because of his experience. Although his current day to day activities are delegated by the Town Administrator. As Assistant Town Manager, he manages most of the daily matters. While Somerville had many departments to handle many matters, Grafton does not. So he is accustomed to managing town activities which are similar to Rutland.
Mr. Willardson reported that Grafton has many solar projects. He has worked with several different solar companies and just completed a deal. As an FYI – the Assessor in Shrewsbury is an expert on solar and is an excellent resource.
In describing an incident where he needed to mitigate issues with town bodies, Mr. Willardson described a building that was being renovated and random decisions are being made. The town body agreed 4-1 to the resolution. He then met with the one and took the extra effort to understand the differing view. Although the one did not agree, they were able to proceed with the project without incident.
The first 100 days would be spent first meeting with BOS, then department heads and staff members. Mr. Willardson would implement a survey from the community to gather info. Then he would develop a three year and a five year plan which would show how the goals can be accomplished. Determine priorities and path to get there. Meet with individuals to determine their expectations and why, then mediate.
Performance appraisals are one of most important processes that helps make people feel their work is important. In Grafton reviews are split between him and the Town Manager.
Elected officials want access to the Town Administrator so it is important to stay in touch and keep an ongoing dialogue. Mr. Willardson feels that the Board of Selectmen are the figurehead and should be in the forefront of the community. The Town Administrator should attend meetings and be visible fulfilling a role to make the Board is getting input from the community.
One of Mr. Willardson’s recent accomplishments was regarding high insurance premiums where he negotiated with the GIC/Public Employee Community in order to enter into a PEC.
In response to Mr. Willardson’s question of what the Board of Selectmen priorities are:
- Mr. Clark – states the town is in trouble
- Mr. Pantos – shortfall in current budget is $500-$600k
- Mr. Walker – vision for future of Rutland – new construction foresight
- Mr. Becker – pulling it all together long term budget planning overdue
- Mr. Dibb – many top priorities – need the right fit
In closing, Mr. Willardson stated:
- Put together the first forecasting plans for both Somerville and Grafton
- Driven and detail oriented
- Save Grafton about $1mm over last 18 mos and believe he could do similar for Rutland
- Revamp Facebook and the town website
- Streamline policies and organize
- Work on capital projects – street scape
Mr. Walker made a motion to adjourn the meeting. Mr. Clark 2nd the motion. Vote was unanimous.
Respectfully Submitted,
Diane M. Cook
Administrative Secretary
Board of Selectmen
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