All right. Today is Thursday, January 29th, 2026. There's a meeting of the Kushman board for selectman for the purpose of doing interviews. Uh there's a motion to call the meeting to order. So move second. All those in favor? Please uh please rise for the pledge of
allegiance. Pledge algiance to the flag of the United States of America and to the republic for which it stands. One nation under God, indivisible, with liberty and justice for all. All right. Uh just as a reminder, this
meeting is being audio and videotaped. Um this is the first of three interviews of of finalists who have made their way through the town administrator search. First candidate is Mike Bucher. Uh Dr. Bush, on behalf of the board, I just
want to say this. One, thank you for uh submitting your name and your credentials uh to the search committee and ultimately to the board of selectment and your interest in this position. I want to uh thank you for understanding sort of what we've been dealing with over the last couple
months. Um we've been trying to keep the the ship running. Um each member of the board has probably contributed more time than they want to on a dayto-day. Um, and also we've had staff pitch in. So, it's not that
filling this position isn't a priority. Um, it's just when you're I can imagine when you're in the middle of something, the throws of the dayto-day, you're just trying to get through the day, right? And then we had the holidays hit us. So, uh, I want to thank you uh, for your patience uh, with that.
>> Um, I think, you know, each board member has their own set of questions and how we'd like to go through this, but >> sure. like to just kick off, that's okay. And then we'll just we'll rotate. We'll go to Mr. Gasper and Mr. Hankley and then we'll go through >> uh through the the the thing.
>> Um just to start off, um I want to make sure that you understand that you've looked at it, you've uh realized that the town administrator job is a it's it's not a 8 to 8 to 4 9 to5 job. There's evening meetings. You understand
what the salary range is? Yes. But if you were successful, what would be your first what would your first 90 days look like? >> First 90 days, I' I'd want to review all uh existing contracts, union, non-union, um policies that we have in place, um
capital planning, um take a look at all that. uh what positions are still needed to be filled uh key roles in in the town hall complex cuz I know that's been a it's been an ongoing issue uh for a little while. This position being being
one of them, right? >> And you know, introduce myself to all the department heads. I think most of them know who I am, but I wouldn't want to assume that. And I would personally, you know, reach out to each department head to to talk to them. Um, see what their present needs are, what they're
going to need in the next few months. Um, that kind of stuff, >> right? You know, I think you just raised a great point. I know you've been around the town for a long time, so I took for granted and everybody knows who you are. So, why don't you introduce yourself, talk about your background, what you do, why you're here. >> Yeah, absolutely. So, for the, you know,
residents who don't know me, my name is Mike Bouche. Um, I'm a husband, a dad, and I have two dogs at home. I'm a lifelong resident of the Kushnet. I went through the school system here. Um, I live in town. Uh, I purchased my home in 2005. Um, so I'm a resident and a
taxpayer. So, I've invested interest in this town. Um, I've served on the finance committee for the last 20 years. And I think that that kind of speaks to itself. um that level of uh service and and dedication to our town. Um, I care
about our town deeply and that's why I still serve on this committee on the finance committee and the last I'd say eight years being able to serve as vice chair and the last 5 years as chairperson I've really relished it and
um I feel like it's it's been it's enabled me to showcase my leadership abilities um and I and I believe that my finan members would attest to that. Um, and professionally, um, my career, a lot of people know that I've been a
chiropractor, uh, for 31 years. Um, I stopped practicing actively past August. I just need I needed a break from healthcare. Um, after 31 years, it was a it was a much needed break. And, um,
I've, uh, being on the finance committee for the last 20 years, I've really developed an affinity for municipal government. um and thoroughly enjoy it. And when I first started, it was all about learning the language of municipal government. It was, you know, the
terminology. Um but then as time went on, I understood the process more and more. And you know, now like this time of year right now, we're just we just had our first FINCOM meeting last night. So I've been been down this road numerous times.
as we're starting our budget season uh which is one of the busiest times of the year but you know very important because we got to get prepared for our annual town meeting so it's a you know several month process that we go through but I actually enjoy it
>> Mr. Gas mentioned I'm going to go around start with you as the vice chair and then Mr. Thank you and let's keep going through. >> So, Mike, what's what what are the three biggest revenues the town uses for balance in a budget?
>> Number one would be the tax levy. Um that's that's going to be one. Uh local receipts uh is another one. uh which would include uh excise tax, uh local fees, and the other source would be free cash.
>> What are the three biggest revenues the town uses for balancing the budget? >> For balancing the budget, >> free cash would not be no one of them. >> No, we don't use >> we we don't use free cash for balancing the budget. It's going to be the tax levy. um local receipts, excise tax, uh
anything under that ends of that category. >> Okay. Thank you. >> Thanks for coming, Mike. Appreciate seeing you. >> Thanks for the opportunity. >> So, as you know, most of the time we all
get along. Um but we always have disagreements and we always have differing opinions. In a situation where something hasn't come to the board and you're being given conflicting direction by each of the board members, how would
you handle a situation where individual board members are giving you conflicting direction in the day-to-day operation? So, I think I would want to know what the issue at hand is first, like what are we dealing with? Um,
I would probably do a little research on my own first to if if it had to do with a certain department, you know, figure out, you know, what's what's going on and then I would I would probably want to sit down with each select person individually to
to get their take on on what the issue is and and then bring everybody in collectively and and have a discussion. >> Thank you. All right, back to me. So, you know, um,
negotiating union contracts is a is a big piece of it, right? And so, um, what's your appro, you know, what is your experience in negotiation? Uh, how do you approach a negotiation? You know, the way we do it, some other towns, a
selectman isn't as involved as as the way we do it where selectment are actually an active member of the negotiating team. But what's your view of that process and and how would you go about, you know, inserting yourself into that?
>> Well, being on the fincom, unfortunately, I haven't had the opportunity to sit in on contract negotiations. Um, but I mean I would take a common sense approach to it and always negotiate in good faith. Um, and I know like in in you know some
municipalities uh typically one of the select person will be the the lead negotiator um in some instances or the town administrator depending on the level of experience would be the lead. Um,
so in my case, um, I obviously I wouldn't take the lead right off the bat. Um, I'd probably sit in with whoever has the most experience and, you know, just, uh, go about see how the
process goes. Um, because I haven't had the chance to do that as of yet. >> Okay, great. Thank you. What is chapter 70 funding at Mass? >> What is chapter 70 funding? >> That is for our local schools.
Local aid for our from our for our schools. Okay. Got your question. >> Okay. Just want to make sure >> you want me to expand on that. I mean, it's actually I can talk more about chapter 70. I mean, I think it's something that needs to be fixed and reworked. Um because I think our schools
need more in in chapter 70. Uh just local aid in general. Um the last when I was preparing for last year's uh annual town meeting, I did a little research on my own and you know, we've been pretty
much flatlined at like 24% total local aid for our town. And I think that's something that that definitely needs to improve. Um getting half of 1% like we did last year is not going to cut it going forward to keep pace with the the
cost of the rate of our fixed cost. >> Thank you. >> This is probably a lot simpler of a question, but it'll help me determine. And I mean, I feel like I know you, but I'd like to ask this anyway. It's >> true. >> What would frustrate this board most
about working with you? >> Sorry to ask you to be a little self-deprecating, but I think it's important when you have to work with day-to-day people >> working with me. Um some I guess maybe sometimes I I would get um
maybe too personally vested in a in a particular topic. Um you know that that kind of that kind of thing. So sometimes I think you just need to like step back and take a deep breath sometimes and just uh
you know don't don't get overheated in in certain situations. Um and uh you know to this day I you know you've I'm sure you've seen some of my fincom meetings. Um sometimes we go off on a tangent and I get very passionate about certain things um things that are
going on at the state level that affect us here locally. Um, I wouldn't be sitting here today if I didn't care about that stuff. But yeah, so that's one that's one thing I recognize about myself to just sometimes just cool it down a little bit. >> Thank you.
>> Sort of playing off of that. Um, you know, I think all of the candidates come forward with a different background and unique experience. You know, from my perspective, I always look for a skill set and traits. Um, and I've said it,
you know, here and I've said it coaching. >> Mhm. >> You know, it's really easy to be on a winning team and it's really easy to be up, you know, 10 runs. Everybody feels good about that. But I always look for people traits in people and how they handle stress, how they handle crisis.
>> Um, how how do you handle stress and and when you're feeling squeezed and you're under a deadline, what what's your approach? Are you you know, how do you handle things? I'll usually uh well number one I would never give up on a situation. You know
I've always been a fighter. I've I've been through stressful things in my life personally. Um you know number one you know raising a son on the autism spectrum
not an easy thing to do. Uh very challenging. So you have to have a lot of fortitude uh to get through get to get through something like that. Um so that's just just that in itself has taught me a lot um
about never giving up because my son has come so far um from not being mainstreamed in the school system to where he is today. and I give his mom a ton of the credit too, but we had to work together to get him
to the point where he is. So, um, just that in itself, um, and also, I mean, the foundation of my life was obviously formed by my parents. So, I've I've gotten all a lot of their traits. Um, my character, my integrity, um, all
that comes from them. But a lot of my foundation was also, and I'll go back to sports, um because you can relate to this, was built on the ball field, um being part of a team. There's something about that when you play organized sports that you will take away for a
lifetime. You you just you learn to work with other people or teammates in in that respect. Um, and I I would I I would um use the analogy of the town administrator is somewhat like a quarterback on the football field. Um,
the quarterback is pretty much the leader of the team. I mean, you have to the quarterback needs to make sure that all the players that he's playing with knows the play so they can execute it and it comes out to perfection. Um, that's that's his job on the field. And
if something's not going right or something doesn't look right, the quarterback needs to know when to call an audible and change things up and pivot um to something else. But um just, you know, you never you never give up. I mean, you just you fight until you come
to a solution and figure it out. >> Great. Thank you, guys. >> What major issues do you see the town facing now in the next few years? um right now. Um I think one of the issues
is what we're doing right now. Um having, you know, trying to get some continuity in key positions uh in our town hall complex. Um maintaining some stability in some of these key roles
so we don't have as much of a revolving door. I mean, I know it's going to be it's hard to prevent that completely. Um because our town can only afford to spend so much on certain positions. I get it. Um
and I know you've you've mentioned about, you know, advertising more for for key positions and and I and I agree with that. Um you know and one thing you know maybe part of that is um you know a lot of corporations uh nowadays
will give employees an option of like maybe a hybrid kind of position some flexibility there um or maybe sharing a role you know that that that kind of thing. having some flexibility in some of those positions
maybe would attract um more people to want to work here. Um that's that's one of the issues um is you know employee retention. Um the other issue is the ongoing issue that we go through every year and that I personally deal with as
the chairman of the finance committee um is struggling to to maintain the balance between keeping up with the rate of the fixed cost and not getting enough local aid and you know our revenue stream right um
it's it's it's a struggle every year and we know this this coming year is going to be uh another ongoing struggle and so what can we do about that long term going forward? That's that's one of the things I think about um you know there's some other you know
other issues that are going to take place with um our regional school district um that will be big um coming up. Schools are important. Um, and I think we need to pay close attention to what goes on. Um, you know, with our
schools because they they take up a good percentage of the town's budget, close to 60%. So, I think have being having a presence where we're constantly communicating uh with our school department um collaboratively between a
town administrator position, FINCOM, select board um I think is going to be crucial. I think that's something we're going to need to do this year um probably a few times before we even get to annual town meetings so we're not dealing with what we dealt with last year. you know, remember at the time
>> the year before or Yeah. Yeah. trying to figure it out on the town floor. Um >> Well, yeah, that was last year. >> Yeah, last year. Yeah. So, we don't want to we don't want to go down that road again if we can avoid it. But th those would be the things.
As you know, Doc Buché, very small town and long-erving members of our community, are very active in the community when it comes to town meeting. Current board members, commission members, former committee members, you
name it, are actively invested in this town are and are going to need town services. How would you handle the pressure from former or current board members or committee members asking you to speed things up or make
exceptions for projects that would need board approval regardless of what board it was? When we know we have cues and we know we have certain things that may require public hearings and they have to be handled by other boards first. What would you be your reaction if
somebody walked into your office and asked you to help to help facilitate, not necessarily break the rules, but move things along to happen quicker? >> I'd say sorry, but we can't do that. We can't overstep the process. Um, I would
not be willing to do that. Um, it's not fair to any other resident um who may need a a similar request. Um, so no, that I would not um try to use my position to speed something up um along
those lines. >> Thank you. >> Last question for me. You talked about your uh your healthcare experience. >> Yes. Um and just give me a give me an idea of um you know how you would use
that experience in this role you know dealing with um workman's comp all the all of the health related healthcare related things that you do negotiating health plan so on and so forth what are the trend lines you're seeing what would what do you think
would help that experience why that would help you in this position >> well health healthcare is is constantly evolving. Um especially the insurance uh Jamie can can attest to that. Um this past summer I had the chance to attend a
healthcare forum in Weimoth with other um you know leaders throughout the Commonwealth and there were several um big insurers there GIC Blue Cross Blue Shield and they were talking about you know different trends and what is
causing costs to escalate the way they are and you know one of the one of the takeaways from that was People are utilizing more services now in healthcare which has helped driving the cost increase. And one thing they talked about at this
this forum was um trying to obviously wellness get your get your community healthier. Um, so one thing that I mean if I if I was in this position that I would like to do is
maybe have more um health education seminars uh for residents, employees um and just talking about basic stuff. Not telling people what to do, but just trying to give them information that can keep themselves healthier because the healthier you are
um the less claims you're submitting. And all I mean if in a perfect world if we did that as a society the health and current the health insurance costs would not be what they are now right if people didn't smoke they kept their weight at a certain you know point um
that's in a perfect world but we don't live in a perfect world um so I would rely on my expertise uh looking at uh claims I had the opportunity um this past summer to sit down with our health insurance new health insurance brokers from Alliant to learn a little bit about
the process process um of purchasing health insurance for a municipality. Um so that was good. And I you know I had I've been in healthcare for 30 years. Um so I know what it's like to struggle as a healthc
care provider to try and get paid. Um and that's that's that's a whole other story. But yeah, work comp keeping work comp claims down, you know, making, you know, have somebody come in, making sure that I don't know if OSHA comes in now to our different departments to instruct
them on proper ergonomics, um, for our employees that do more physical work like our DPW on proper lifting, you know, prevention, pre prevent injuries, um, you know, that I would I would want to take an active role in that kind of thing.
>> Great. Thank you. Yep. >> I'm good, Mr. Chairman. Thank you. Bob, >> um, one last question for you, Mike. >> Sure. >> You're going to run into a slew of issues throughout the day. Even on the most perfect day, um, you're going to get multiple different departments
wanting to be the priority for the day. Everybody's going to run into issues. If you were hit by multiple departments in the same day with either an emergency or what they would consider the highest priority order of the day, how would you decide
on what the actual priority list is and the order of that? >> That's a good question. >> Put a lot of time into that one. >> That's a that's a good question. um well, I'd have to, you know, see what
see what each each problem is and figure it out. And if I wasn't un if I was unsure about what should be prioritized, um I'd probably reach out to to one of you gentlemen on the select on the select
board to get some feedback um to to get your take. Um because I know you guys are the CEOs of the town and pretty much the town administrator follows your directive. Um so I would not go ahead and do anything without
probably running it by any one of you. Um >> thank you. Uh do you have any questions? >> Questions? Um no. I mean, this is Look, I I know it's been a a a long process, but I
appreciate the process, and I think it was good to go through this exercise. Um, you know, cuz I want to make sure that the the right person is sitting in this in this seat or, you know, Jaime's seat, you know, for the town. And if it's not me, then it's somebody else. Um, and, you know, whatever your
decision, whatever your decision is amongst, you know, you three gentlemen, I'll respect that. And uh no matter what the outcome is, I will uh continue to serve um my role on the fincom uh like I have
uh with respect and dignity and um cuz I I I still enjoy it. I I still I still enjoy the process. You know, last night was our first meeting and I was like, "Ah, all right, here we go again." Um it started off a little slow but then once we start started talking about the stuff
the fire came back and I you know I started started speaking a little bit and um you know people who who know me I mean when I started off on this finance committee I was pretty quiet and unassuming. Um Kevin can probably attest to that because he was on the fincom
with me and um I've I've kind of grown over the years where I'm much more outspoken now and probably more so than probably more so now the last several years now that I've been the chairperson. Um so out of necessity um I mean overall it's this has been a it's
been a great experience serving on this on the committee in town. It's uh you you attain such a wealth of knowledge about municipal government more so than you would probably attain going to any college. You know, doing doing this, getting right in the weeds and in the
thick of it, um is probably the best knowledge that anybody can get. Um and and I think all three of you gentlemen can attest to that. Um because you've all, you know, you've served for so many years on this on the select board. Kevin, you've served for so many years,
uh FINCOM and select board. Um, and Bob, you're you're newer to it, but I think you've done an outstanding job since you've been in that role. Um, you know, you've you've taken on that role of answering everybody's questions on social media, which is not which is not
easy to do, but you do a you do a great job doing that. I appreciate that. >> You can see your passion and your answers, and uh that goes a long way, I think, for the residents. >> I hope so. >> Great. Well, look, Mr. Yeah, >> I I just want to um thank Mr. Boucher. I
I did get very late in the day um the the screening committee some of your responses on the candidates responses to the questioners that they did. And I can say this, I I respect your honesty and answering those questions. Um I breezed through it relatively quick, but I did
obviously understand what I was reading about some of your responses and I respect that honesty. And I also um would like to thank you for your service to this community for the last 20 years. You have been on that fin um you've dedicated a good portion of your life as most of us have um with with an
exceptional job that you've done and with all fincom members. So congratulations to that regardless of the outcome of whatever we're doing moving forward with this position. Mike, um you're a dear friend. I have a high level of respect for you. Just continue doing what you're doing. I I I share the
same sentiments, Kevin. Um there'll never be any animosity no matter what the uh no matter what the outcome or decision is. Uh because I know you gentlemen are in a tough spot, too. You know, >> you might have animosity if you got the job.
>> But yeah, so it's it's it's been a it's been an interesting ride and you know, where wherever you know, whatever the outcome is, um you know, it's whatever is meant to be is meant to be. It's >> last thing I'll say, Mike, since you're,
you know, you're conserving the town, I think this process, it's kind of indicative of of of where of >> of the town and how it's run is you got a very active board, right? And so, as I
mentioned before, when you've got three people that are active and involved in the day-to-day, you know, in some subconscious way, like, all right, we'll get to a town administrator, but we we're we're keeping things afloat now, right? So, I think that's kind of an is an indicative
um an indicator of what you see is what you get here. >> Absolutely. >> Whether the process was long or short, uh flawed, perfect or not, it is what it is. And that's what, >> hey, this is >> that's what you'd be getting into. >> This isn't an easy thing to do and it shouldn't and it shouldn't be easy. Um,
and I don't think residents realize how much work you gentlemen put in um to what goes to make this town run and uh the behind thescenes work, the phone calls uh that you get probably after hours. Um, I see I've seen it um
personally and um I thank I thank each and one each and every one of you for for what you do for our town. Um, it goes a long way. So, thank you, Mike. Appreciate it. >> Thank you. >> Thank you. >> Thank you. Thank you, brother. Thank you. >> Thank you.
>> And shout out to shout out to Jamie Kelly. um one of the best town administrators I've had the opportunity to work with since I've been on the fincom. Let yourself out. >> Y I think that door is locked. >> No, you can go out. >> Oh, you can walk out. Come out. You can
go out. You can't let Margaret. No. Bring in the next candidate. It's not what I meant. >> One for each question. Mr. E. >> All right. >> Good afternoon everyone. I to see you all. How are you? Good afternoon. Good
to see you. >> Thanks for being here. >> Thanks for inviting me. Hope you're all well. >> Um, so what we do is we're going to go around Robin. >> Okay. member of the board has uh questions. Um but we'll introduce
ourselves. David Ronard, chairman of the board. >> Kevin Gospel, >> Bob Hingley, >> and you know uh Jamie Kelly. Um so Ian Abram, thank you for being here and um putting yourself um into the process. Um just want to thank you for your
understanding. I know it's gone, it's been a long time. process has probably gone much longer than you anticipated, but as I um mentioned earlier, um you know, we were an active board and the three of us and Jamie Kelly and Jamie V,
we've been, you know, we're active daily, right? So, when you're in the middle of it and you're in the dayto day, um you're like, well, we'll get to there, right? And appreciate your patience. Um, I mentioned in closing to our previous candidate sort of what you
what you how this process has gone is what you kind of see what you get with with kind of a cushion in the town running right where things haven't missed a beat even though it's imperfect. Um, so with that said, if you could introduce yourself, tell us a little bit about you and then I've got a
question to kick it off and then we'll go through the process. >> Sure. So, good afternoon. Thank you, Mr. Chairman, members of the board. Jamie, good to see you all. Um, thank you for the opportunity. Uh, again, my name is Ian Abbrew. Um, I am a 40-year-old
lifelong South Coast Massachusetts resident. Uh, where I've lived in New Bedford my entire life. Um, I, uh, that's where I am currently raising my two children, Adrian and Hunter, 9 and 5 years old, married to my wife, Samantha. Um, I am a product of the New Bedford
public school system where I uh was honored to have graduated from New Bedford High in 2004. From there went on to Bridgewwater State, now University. It was college back then. I guess I'm kind of showing my age a little bit. Um, I received my degree in communication arts and
science. Um, from there, I'm not going to go over my entire job history cuz you have my resume and it'll be kind of long, but just some highlights. Um, after college, uh, I was very proud of my work. uh being spent with the One South Coast Chamber of Commerce. It was formerly the New Bedford area Chamber of
Commerce where I oversaw all our government affairs, public policy work, business development affairs where I help small businesses grow, open, start up, and thrive. Uh and then in concert with that, I've been an elected member of the New Bedford City Council now for 10 years,
having served in various leadership capacities as city council president, first vice president, second vice president, uh as well as chairman of various committees. Um, and of course under plan B of the city charter of the city of New Bedford, uh, we oversee all
of our budgetary issues, ordinances, mayoral appointments to boards and commissions, as well as setting up the tax rate and being responsive to constituent service, which I know you all can understand and you can appreciate as well. So, that's a little bit about me at 30,000 ft. We can get
more into it throughout the interview, but that's kind of a quick snapshot of who I am personally and professionally. >> Great. Thank you. Um, just to start off, I want to make sure you understand that the job is not an 8 to4 9 to5 proposition. You're at the you're sort
of uh at the the the call of the the board and whatever else is going on in town. If you got a you know snowstorm or hurricane or you've got pipe leaks or you know you got a pipe breaks in the parting ways building, phone's always on. You understand what the salary range
is? >> I do, Mr. Chairman. Thank you. I just want to make sure that we're all on the same page there. Um, if you were successful, what would your uh first 90 days uh look like? I always feel like in >> in this world 90 days is always a good benchmark. People judge uh leaders by
their first 90 days. What would that look like? >> Well, obviously we're going to be right in the thick of budget. Okay. And we're going to be developing that budget. I know it's in the process right now with the finance committee. That work has already begun and it's been undertaken. We're going to look at the budget. We're going to have to work collaboratively as
a board, myself, the finance committee uh to kind of see where we're at um from this year and where we're going to try to go for this upcoming year. Obviously, I know our budget this year for FY26 was around 37 million. So, as we develop that budget, you know, we got to figure
out um sort of where our budget terry revenue short gaps may be. I know there's about a $1.2 $2 million uh gap and lack of shortfall of revenue that we have to try to make up and try to figure out where we can develop new revenues from whether through local receipts,
responsible economic development. discussions around where this community and where it's towns people and under the direction of this board where you folks want to take this town and how you want to grow our tax base all while not um infringing on the sanctity and the charm and the beauty of this town which
is very important to the town's people to all of you and to me as well but most importantly I think too when working in concert with all of you and the finance committee and as we develop our budget for fiscal year 27 I've got to listen Um, it's very easy
for me to do this, but I think it's important for me throughout the 90 days to do a lot of this, meeting with our department heads, meeting with stakeholders in the community, business leaders, and of course following your direction as the appointed and elected select board um under your direction and
serving under your um your policy priorities and how you think and how you feel this town should be ran. I'm sure you already saw, you may have already looked. Uh the governor released her fiscal 27 budget a few days ago. Uh I don't know if you saw the cherry sheet proposal. The house and senate still
have to mark it up. Um hopefully they don't mark it up by much, but it's about $400,000 more than you received this past year, which isn't bad, but hopefully we can advocate for more going forward. And I think my relationship or relationships with members of our state delegation certainly can help. Having
done a lot of work with them uh throughout my career. So I think it's going to be a collaborative effort. There'll be a lot of things we have to do. Uh, but I look forward to the challenge and I think I'm up for it. >> Great. Thank you, Mr. Gas. >> Can you can you just go back to what you
just said about our revenue going up 400,000 from state 8? >> Yeah. Last year I had it a combined 1. So, excuse me. Last year was 9.1 from the state charity sheet. This year it's 9.58. >> Yeah, I don't think that's correct. Well, that's according Well, that was
according to the Commonwealth's website I pulled. So, >> we just got an increase of proposed increase of 100 >> after the increase of all the assessments. >> Right. >> Yeah. Right. >> So, >> okay.
We wish we were getting $400,000 more. >> Well, that that's what we're looking at right now, but again, it could get marked up. Um, that's the charity sheet that came out two days ago that I just saw. 9.58 million and 7.46 of that would be chapter 70.
>> The second page has the money they're charging us. >> I saw that as well for the mosquito and for the >> back off assessments, right? >> Yes. Correct. Yeah. >> That's over $500,000. So, what's your experience with public safety entities and managing staff in a
previous role? Well, as a new Bedford city councelor, obviously we oversee all the city's ordinances uh and operations of those set ordinances um working with the mayor in collaboration. Uh we are not the executive branch of government in New Bedford. We the we we are the administr
we we are the legislative branch. So as far as overseeing police departments, fire departments, things of that such are the fiscal agent. We for lack of a better term, we wield the checkbook. So we set their budget. They come before us during the budget every year and throughout the budgetary process we can
show we can sh up or sort of tighten up any operational issues or concerns that we may have to achieve our collective budgetary needs which we've been able to do. For example, this past year uh we cut $15 million out of our fiscal year
26 operating budget and you know some thought that the world was going to cave in uh here with the city of New Bedford. Uh but it didn't happen. We ended up actually finishing up this fiscal year um uh you know with a 4 point about to finish it up with about a $4.6
million uh surplus which is going to be in free cash which is actually a great thing for us. So what I'm getting at is we were able to responsibly manage our budget all while generating a surplus in revenue that can obviously uh help towards other initiatives and
programming here with the city. Um so um under plan B of the city charter I think you might know that you know uh following New Bedford uh government and how it works um our fiduciary responsibility is not the executive branch of overseeing police and fire and
the city departments our our responsibilities for under our fiduciary role is of a legislative financial manner again all transferable skills but we don't we're not in the day-to-day overseeing Hey, what's going on with the staffing issues or whatever.
When these concerns come up, they come up in our finance committee or our ordinance committee meeting. We file the appropriate motions and that's where the work really gets done and that's where the work I've been doing for the last 10 years. >> Thank you. >> Thank you.
>> Nice to see you, Ian. >> Good to see you, Bobby. >> Um, it's obviously scaled down version of what you're currently used to. Um, it's a it's a small town that has a lot of big voices, as I've explained to you
in the past in our conversations here. Um, not always from the public. A lot of times it's from departments here. And it's very important to understand every department in every municipal building on property or off property, so to
speak. Yeah, >> there's going to be a lot of day-to-day decisions that you would have to make as a town administrator. There's also a lot of decisions that the board has to make. >> How would you balance taking the initiative with knowing when something would need to come in front of the
board? >> Well, I've always prided myself on being a transparent person and I serve at your pleasure. I serve at the board's pleasure. Now, I realize that you all have day jobs and I can't come to you with every single question. Uh, at the beginning I probably would because I want to beseech your knowledge and don't
think that, you know, I'm being overzealous by doing that, but I would want to do that because I'd rather do it correctly and get the correct information and your guidance as opposed to maybe assuming that I might have the answer and maybe do something that might not be in the best interest of what your
policy initiatives are or what's in best interest for the town. So, the question you asked is when would I know when to make a decision? >> Correct. Well, obviously you hired me to be a coach and I'm here to be a coach. You know, as a sports analogy in a way, right? I kind of look at this in a way
where it's you hired me to be the coach. You're the general manager and the town's people who run town meeting and our town uh you know, our town meeting members, they're the owners. They're the stakeholders. We're here for them. We're here to help and serve them to make sure that we are running this town efficiently. You hire me to be a coach.
You hire me to make sure that the town is running smoothly. And I'm going to do that because I understand people and I've been great at dealing with people throughout my entire life, managing staff through my small businesses, managing staff at the Chamber of Commerce, overseeing my staff, excuse me, in the city council office. So, I
have a great feel for interpersonal communication and dealing with people and handling situations. There's going to be times where I'm going to have to come to you for support. I'm going to have to come to you for help when they get to that point where I feel maybe it's been escalated and I'm going to really need your backup
and I'm going to need your counsel, but I'm not going to be bothering you every single day 7 8 10 times a day for every little question because at that point throughout that 90 days when I'm going to be asking a lot of questions and I'm going to be beseeching your knowledge at
that point I'm going to be up and running and I'm going to be fully immersed and engaged and ready to go to answer those questions or concern. concerns that may come up here in the town and like I had said to the chairman earlier um throughout that 90 days. It's important for me to break bread with our
department heads and I would you know lean on you folks to help make those introductions for me to help connect me to help with that better connectivity so that I can get more fully immersed in with uh the folks that are running the town the people who are the boots on the ground the real stakeholders of this
community. So, I think that's kind of how I would approach it and that's kind of my philosophy. >> Perfect. >> I I'm a bottom up. I'm not a top down kind of a person. I'm a very boots on the ground transparent person. That's the way I've always been. >> Thank you. >> Thank you. >> Um I think for me, you know, the
candidate I'm looking at is somebody who has experience, right? Real world experience, the ability to adjust on the fly. Um, and we, you know, I think with these jobs, well, people tout their town
administrator experience, and that can be a double-edged sword. You know, like it's great to have somebody who has 20 years or 30 years of town administrator experience, but you're also inheriting some habits that may not be great for the town or be great for the environment
they're working on. So I think tell me how you would want to draw on your working knowledge right and then secondly temperament is really important to me the ability to handle stress handle crisis so share with me like how
you would draw on your experience and not be a case of this is the way I've always done it this has to work >> and then talk to me about how you how do you handle crisis and stress >> I think the fact and that's a great question I think the fact that I wasn't born here and I didn't go through school
here in the town even though I know a million people in the cushion and the fact that I'm not part of any type of faction if you will or any type of um uh alliance politically or whatever the case may be in the town I think that's actually an advantage to me because I'm coming in with a clean and and clear set
of for eyes in this in a way because my only objective is going to be to make sure that this town is functional running well and running efficiently under your direction as a select board My only agenda is and will always be to make sure that this town is running up
to its optimal strength and abilities and capabilities. But as far as transferable skills, I feel as though I have them. I mean, I was city council president really during the heart of the CO 19 pandemic. Myself, I I won't take all the credit, but myself and the mayor
and other colleagues of mine, my finance chairman at the time, we oversaw the rebuilding of New Bedford through the American Rescue Act. that was over $63 million and not counting the $20 million we received from the county overseeing uh and working with our federal partners
and our state partners to develop the buckets of funding and how we rebuild New Bedford for economic development regrowth and rebounding health and wellness infrastructure for lead let lead and sewer replacement water uh lines in New Bedford. Uh how we rebuilt
New Bedford as it relates to our schools and helping them get back up to running again. getting kids back from from a extended period of time of remote learning. Um that's to your question about handling stress. That was quite a stressful position because there's never a panacea for something like that.
There's no silver bullet where this is the perfect package and how you can rebuild a community like New Bedford where I'm still am one of 11 plus the mayor 12 12 people are responsible for the health and wellness and safety of
101,000 people. I take that very seriously and I've been doing that for a while. I mean, our budget is about $600 million for fiscal year 26 and that's a budget that we deliberate through our finance committee and then through our budget process, through our cutting
process and then we set a budget. So, as far as handling stress, that's something that I've been able to handle pretty well, I would say. Uh, because I'm a collaborative person working handin glove with uh coun former counselor Brad Mark one who was the finance chairman at
that time, the mayor, working with department heads, but most importantly, we had these listening sessions where I would engage the stakeholders, small business owners, uh, folks in the health community about how we can rebound a city like New Bedford. And I'm happy to say a lot of that work, we're bearing
fruit on that now. We're having a lot of new housing developments that are coming online in the city where a certain percentage of them are linked to um to workforce housing and we have market rate opportunities. So, um that was not an exercise for the faint of heart, but
I enjoyed it and it was stressful at times, but it was work that was important work. We got it done and I loved it and I would do it again in a heartbeat. Um, so as far as that go and as far as transferables, of course, ideally I would say that if I was in
your shoes as an elected select board member, of course you would you would say I would want someone who has 10, 15, 20 years experience at town administrator, I would say that too. Uh, wearing cuz I I've been in that seat. I currently am in that seat wearing another hat. So I get it. I also think
too someone like myself has those transferable skills that can that has room to grow, room to learn and I want to learn. I want to soak it up but can also understand the lingo uh the players at the state and federal level uh to be
able to get things going on day one working with all of you and then after that soak it in, keep continuing to do my job and then once we finally collaborate and set the new fiscal year budget, hit the ground running. That's going to be really the the beginning of the refresh for me and working with this
board. I know you won't be here at that time, Mr. Chairman. Um but um that's something that I would look forward to doing and I think I could do that and I I know I could do it very well. >> What major issues do you see the town facing now and in the next few years?
>> Well, I think revenue. I mean, obviously we want to continue to advocate for smart economic growth and smart economic development. budgetary constraints always a concern to a municipality like a cushion. I would say that um when you look at something like uh our revenue source of the town when twothird of
twothirds of the revenue comes on the back of property taxpayers that's obviously concerning to me. Um, I want to try to figure out ways to leverage whether it's um, and I know some of the work that's been done here with Route 240 and I know that's a state conversation about economic development
for that area next to PJ Keating, but you look at like the Main Street area which is under state control. Um, and I know that uh there's been some talk about uh eventually a capital improvement project to dele I think things like that eventually. Um,
um, cuz I know there's lead pipes underneath. So I know that sometimes discussions like that um need to be had as far as economic drivers, economic development for a town like a Kushnet um you know state aid uh was only about 25% of the revenue that came in. So
continuing to maybe advocate for state aid to be increased here. I think that's important. Um I think making sure that the community is obviously um you know we have to understand the role of a town administrator and it's a couple of
points that I want to drive in uh selectman Gasper as far as being a good town administrator in my opinion. We're going to obviously run the day-to-day operations of the town. make sure working with you under your leadership under your advice and counsel
that we're overseeing the general government operations on the town. That's number one. Number two, we need to support um impactful policy in my opinion uh that is under your direction of the board of selectment to make sure that those town priorities whether it's
for fis better fiscal management smart growth economic development within the parameters of what the town's people want smart growth like I said um appropriate growth um that's important number three uh you know uh being the the chief procurement officer lawful
ethical purchasing uh and procurement of contract contracts and and and services. You got to make sure we're doing that correctly. And then lastly, uh we've got to have a close working relationship. Me to you, you to me, our finance committee, our town's people. That's important, too. So, I think those are
all issues that we can talk about with the town. But I would say proper fiscal management is very important to me, and I know it's very important to you all as well, being as fiscally um you know, mindful as possible. kind of play back to a couple of the
conversations we've already had. >> And I'm taking notes, by the way. I'm not being rude. I'm just taking notes. That's what I do during meetings. So >> So you brought up your American Rescue Plan amounts and dollar amounts. You said what 53 million plus 20 from the
>> It was 64 from the feds and then the we have received a trunch of just about 21 million from the county. >> So obviously it's spread out proportionally among communities and we received a lot less than that. >> Sure. Do you think it'd be a hindrance coming from a city with a large budget
where dollars like that can be spread out over multiple projects to the hindrance of being in a small town like a Kushnet where our I guess you could say revenues such as that are a lot smaller and they have to be priority
projects. Knowing what you go through now with a $600 million budget, walking into a $39 million budget, and knowing that the cuts go a lot harder when you have really small budgets, knowing that cost
of living is going up, people are paying more for every bill they walk into, fixed costs are going up, and the amount of people willing to serve or join a municipal government operation just as employees
is becoming harder and harder because private sector work pays better, has better benefits >> healthwise, not necessarily all the time, but do you think your experience in New Badford would hinder you walking into a small community, being able to
adapt to a much lower revenue stream and the ability to facilitate that across the community? >> I don't believe so. um because um it would allow me the opportunity to be really hyperfocused on what really matters to the town's people and under
the direction of this board. Um I've you're correct about the American Rescue Act, the trunch and the buckets of money that monies that we received. That was definitely quite an undertaking. But um I have no problem being hyperfocused and
as I am with all of my budgetary and operational uh initiatives working uh with the city of New Bedford. Um you know, I've had no issues doing that and I have no issues doing that here. I think I think um there's a couple of
things with that. I think um when you're looking at things like the revenues that might come into the town, whether through local receipts, whether you're looking through property taxpayers or state aid, I think there's a couple of things we would have to continue to look at. I mean, um reserve planning, I know
that's already been happening, budget cuts. Um there's a lot of things that I think that we need to be really focused on. Um and I know you're already focused on that. this board's already been focused on a lot of these are areas and I want to continue to do that great work. Um targeted capital investments
when like I just talked about whether it's public safety infrastructure when when and if appropriate. Um re-engage and engage the town residents for their important impact. I think, you know, I think something I would like to do within the 90 days too is I would like
to have these coffee hours with town residents and stakeholders, whether we would have them here or throughout other parts throughout the community, maybe the the Tuttle Post, where I could listen to some of the town residents as well to hear some of their concerns, concerns that I could bring back to you at the board. I know you're on the
ground anyway. You're receiving the calls. You're getting the emails, especially you, Bobby. you know, I see you on the accush page and and and from one guy who's very engaged on social media, I tip my cap to you for doing that. >> Well, thank you. >> Um, but I want to hear >> comes with its own problems like,
>> but I want to hear you. I want to hear their concerns because maybe they might open up to me and say something they're not going to say to you because I'm not the elected official. So maybe there's a concern I can bring back to you and say hey there are concerns concerns here as it relates to this department this budget you know reserve planning state
aid questions whatever the case may be. So, um, it's a very fluid process, but I think, um, I think I, you know, I would have no problem being hyperfocused. And you're right, a cut for a town like a Kushnet in a certain department, it cuts deep. You feel it. You feel it in New
Bedford, but especially, um, you'd really feel it in a town like a Kushner, and I'm respectful and cognizant of that. I'm also respectful and cognizant that you have an aging population in the town and folks are looking to save their dollars and they're looking to stay in their homes and they want and they
expect an appropriate level of a quality of life. Um and it's our job to make sure that we do the best we can. They have that set quality of life. >> Thank you. Thank you. >> We're um Any questions of us? >> No, I um
I'm pretty abressed I think on what the next steps or step might be. I know I'm one of a couple that you're speaking with. Um, and then at that point, it's up to you, the board, to figure out what your next step or steps might be, whether one of us three or whatever you
might want to do. So, I think that's pretty clear, right? That's kind of where we're at in this process, right? >> Y >> ideally, um, Mr. Chairman, or through you or any of the the select board members, I would assume that you would like someone sooner rather than later because budget's coming and right. Is
that is that a fair question? Okay, >> great. Thank you. Well, as I mentioned before, um you know, thank you for your being part of this process. Thank you for uh understanding, you know, it didn't go as uh as expeditiously as we
had hoped. We have we ran up against the holidays and as I mentioned before we literally have been head down dayto day um dealing with issues and and working with you know Jamie Kelly was out on medical leave and so we've been >> grabbing people from different
departments to uh to make things run. But I am proud to say that we did not skip a beat to the >> to the uh to the outside. You know like a family when you're pulling together like a family dinner. Nobody knows the chaos that goes on. they just see a nice meal. So, I'm I am proud to say that
despite that, I I still believe that we continue to deliver on behalf of our residents. So, >> well, I just want to say, Mr. Chairman, too, I mean, I'm well aware of what I would need to do politically and professionally if we were to go forward. So, I am prepared to do what I have to do if we decided to agree to go forward.
So, just for the record. So, uh there'd be no conf there's no conflicts. I I know what I have to do. would have to do and I am prepared to do that if need be. Um, I'm looking to continue to grow my career and ascend my career in public service and I think this would be a
great fit for me and for all of us alike. I think I think we could do some great things together. So, but I just wanted that for the record so people don't think that I'd be trying to serve two masters or any type of conflict. I >> just just for the record, >> right? I think as all of us as electeds,
I re I respect your role as an elect current elected official, so I didn't want to put you on the spot for that. So, I wanted I appreciate you raising it uh proactively on your own. >> Well, I think you're going to find it. I I think Selectman Hinckley would, you know, maybe agree. He sees me on social media. I'm a very transparent person. >> Very much so.
>> And I wanted to do that here for all of you and for the town's people who are watching or listening this uh meeting on cable access. They they need to know cuz people in a cushion, they know who I am for the most part. I mean, you can hit New Bedford with a stone from here. So, um, you know, I want them to know I'm
not going to be going back ping ponging back and forth. I'm I'm ready and, uh, mentally and emotionally, I'm I'm ready to make that move. So, we decide to go forward. But either way, I appreciate the opportunity very much to be in the mix. It really is an honor. So, I do appreciate that. Thank you.
>> Right. Thank you. All right. >> Thank you. Have a good night. >> Thank you very much, gentlemen. >> You as well. >> Be well. >> You as well. >> Mr. Can I call for a brief recession? >> Yes. >> You're back um for our last interview of
the day with Miss Heather Chu. Um Heather, before we start off, I'll just go through I know you know us, but David Ward, chair of the board, the selectman, >> Kevin Gasper, >> Bobley. >> Um thank you for for doing this. Um again, I want to thank you also for
understanding the process that it took a little bit longer than we had had hoped. um you know ran up against the holidays but also you know Jaime's medical leave got to you know gactic board and we're all head
down getting through each day by day and so to get to not to say that this was an important issue but when you're in the middle of something it's hard to you know deviate and get onto a big issue like this so I think with Jamie now back
give us it's given us the race uh to do that. So, with that said, uh we'll go around we'll go around Robin. Um but before we start off, I just want to make sure that you understand that this job is not just an 8 to 4, 9 to 5 job. It requires evenings on call so on and so
forth and you've also understand the salary range and all of that. So, with that said, uh if you could introduce yourself, tell us about you and your experience and >> Sure. >> So, this is seems a little redundant. You guys know me. Um, my name is Heather Chu. I belong New Bedford resident.
Served as your council on aging director for a little over 12 years. Stepped away for a while just to kind of build my skill set and find my niche in the world. Um, Bishop Sting grad Spartans because I know you are also. Um, I hold a degree in public administration from Southern New Hampshire University. I'm
currently attending Northeastern University for my masters in public administration. So, Jamie and I have had many conversations. Town administrator has always been my long-term goal since around 2020. So yeah, six years. Um and so here we are again. I won't regurgitate my resume too. I know it's
in front of you, but please let's start the questions. >> Great. Thank you. Um as I started off with the other candidates, so I think you know in in government 90 days is always a good benchmark, right? So what would you look to do in your how would you approach your first 90 days? What
how would you uh >> go about it? And what would you view as a successful 90 days? >> So I love this question. question. I feel like the softball if I can approach for a second. I actually brought you a 100 day plan. >> Oh, okay. >> Softball. Thank you. >> You're welcome. Obviously, this isn't
completely comp comprehensive. Kind of how I think my first 100 days would look. Um my first 30 days, I'd like to look at where we are in the current budget. Obviously, you're in budget season. Your finance committee is meeting now. Getting ready for the next fiscal year. Um I'd like to right off
the bat start a meeting cadence with your department heads. Um I'd like to meet with them as a group quarterly and with them individually one on- one every other week just so that we have that um sacred time sacred space so that we can keep those lines of communication. I
think what's happened is you've been so busy putting out fires. You haven't time had time to be proactive. So I think keeping those lines of communication open with department heads will allow us to be more proactive instead of reactive. I also you know what guys I want to address the uncomfortable truth in the
room. you've been very empower very very transparent about how you feel about us as candidates that maybe we aren't prepared. So I think that I need to come to the table with a plan. Um I think my foundation is strong educationally knowing the town but I also think that working with MMA they have town
administrative boot camp if you will. There's a class in Middleboro. It's one day class covers the foundations the things you might need to know in those first 90 days. I would go ahead and I would sign up for that. So I think coming in and being very proactive in those first 90 days and keeping those lines of communication open right from
the start is going to be very beneficial to both of us. >> Great. Thank you, >> Mr. Gasper. >> It's question time. It is. >> And I'm a little nervous. I'm sorry. I apologize. >> Don't don't be nervous. >> Uh can you explain what is chapter 70
funding in Mass? >> Sure. Chapter 70 was established to promise every child in Massachusetts a fair and equitable education in the state. Unfortunately, the formula that was developed hasn't kept up pace with what our costs are, especially with the cost of transportation and special
special education rising. Um, I believe you're receiving just under $12,000 per pupil for education, which is definitely not keeping up with your costs. Um, I think that we need to take a hard look. That's 60% of your budget roughly. And I
think that's I think part of the problem and not not to be addressing problems but I think that we need to be transparent in what we need to do. I think we need we have a very you versus us mentality unfortunately from the town side to the school side. It was always always been that way. I think that occurs in many cities and towns. I think
we need to start fixing that and we need to work collaboratively and we just need to come at it together. Not where we're trying to figure it out on town floor like last year or in the eighth hour it's like what are we going to do? I'm going to stack the deck of town meeting to get what I want. That doesn't work. That makes you look bad. That makes them
look bad. I think it's time for that to stop and for everybody to come to the table together. >> Thank you. >> You're welcome. >> Hi, Heather. >> Hi. >> This is um more of a personality question. >> Sure. >> What do you feel is a healthy
relationship between the board of selectman and the town administrator? I think a healthy relationship is for you to be approachable but not always accessible. I think that I need to learn to be independent and come to you and be transparent. You need to know what you
need to know right away in order before it becomes an issue. But I also think that I need to be able to stand on my own two feet and be able to handle the day-to-day without being micromanaged and handheld. But I also think it's working with each of you to understand what your legacy projects are, what your
you you haven't in a long time had a meeting where you set a strategic plan. Again, because you've been so busy putting out fires, you haven't had a chance to say this is what I'd like to accomplish this year. So, I think it's working collaboratively. And Mr. Kelly, not to throw you under the bus, but Mr. War, I'll use that monument thing. I
appreciate that you took the hit for that for everything that played out with that, but as a town administrator, I would expect you to say, "This is what I want to accomplish with this monument. It's my job. Is it legal? Is it ethical? Are we doing procurement properly? So, it's my job to make that happen legally and ethically and to kind of just take
your vision and put it into reality. >> Well, thank you for that. But I didn't even know we had a name Dan Monument until >> Well, but I appreciate I appreciate that. >> But it's hard to be in your chair and say, "Hey, listen. I own this." >> You know what I mean? When you weren't the only player on the field. >> Thank you.
Um All right. So one of the I think big issue that we deal with is um you know healthcare. >> Yeah. >> Uh health insurance that responsibility uh for our employees um you know you know working as our council on aging
director you had some visibility there. So I just want to get a sense of what your experience is in that in that world and how you look to apply that. It's a big it's a big piece of it, right? Is make making sure our employees are happy, >> but also we got to recognize
>> what the cost is and you know there better plans and better way to do things. So if you can talk about that. >> Sure. I think that's always going to be painful. Costs aren't never going to go down in healthcare especially. I mean we're utilizing it more and more. So I think in one aspect you're offering wellness programs to your employees.
We're offering flu shots. We're doing wellness clinics. where kind of that fun fluffy stuff that you know what I mean it's big deal isn't costing our health to get our health insurance but I think it's also coming up and giving incentives okay if you're not going to use our health insurance maybe you get a little bonus that was something that we
did one of my previous employers so I don't think you're ever going to stop it from going up but I just think it's being again clear transparent communicating to your staff that it's going to go up we're working in your best interest these are the plans and I think sometimes what happens too is people come down and they say yep your insurance is going up and there's
nothing you can do about it. I think maybe laying it out for your staff, saying like these were our options. This is what we had to choose from. This was the lesser of the evils. So again, I think it's we really lacking in clear, concise, transparent communication with our staff. And I think that's been part of the big problem. So that's one thing
that I would definitely change. It may still not like at the end of the day that your insurance is going up 12%. But if you have catastrophic claims or in my previous employer, we had 12 babies in one year. I mean, that didn't help our case. It's It's inevitable that it's going to go up.
>> Having babies is a good thing, isn't it? >> Absolutely. I've got three. Thank you. >> Uh how would you approach addressing a budget deficit >> in one area or just overall? Anyway, okay.
>> Budget deficit. >> Budget deficit. So, I think right we're we're relying on um our local receipts, our tax levy, and our state aid. state aid is like chapter 70 obviously hasn't kept up. I think it's working very closely with our state delegation to see where you know we can find additional
money. I think it's being very strategic getting out there working with MMA and other groups to look for grants that maybe we've never even heard of before. So I think it's just really to have that ear to the ground and listening and finding out and building those relationships to see where additional funding may be available. I think it's
moving the master uh plan forward and not letting that sit on a shelf once it's done. I mean, let's face it, our we don't have a lot of businesses in town. We need to start to attract more business. We need to kind of steward those relationships and welcome them with like, you know, with big arms. And so, I think there's a lot of things you
can do. I don't think it's ever going to be perfect, but I think there's a lot of untapped potential. >> Thank you. What kind of system or routine will you put in place to make sure certain things don't fall through the
cracks? Obviously, to elaborate a little bit more on what I'm asking is you could have a plan every day. >> Yep. >> And by 8:02, >> yes, >> everything goes to the wind. >> We need to make sure that the original
plan still gets handled while you're helping us put out fires, >> right? So from an organizational standpoint, what is your process? >> So I am a post-it girl. I love postits. But no, I think you need to be very
strategic and you need to be able to identify what are true fires and what are perceived fires by other people. Um I think you can have three department heads at your door at one time and everybody thinks it's on fire. And I think it's being able to have those conversations to kind of just determine how you need to strategize and
prioritize that. But I think it goes back also to talking to your department heads and having that clear one-on-one communication that you have whatever the cadence is just so that you know what's on the horizon so that maybe you can put it out while it's still kind of smoldering and it's not quite a fire yet. So I think it's just being it's
true it and if you know and I think you also have to empower your staff. You need to know they need to know that you trust them and that you're approachable. they can come to you for anything, but that you're not always going to be available and that sometimes they need to be independent and kind of figure it out and and be able to determine what they should be figuring out themselves
and what they need to be transparent about and come to you right away with. >> Thank you. >> You're welcome. >> Um, so for me, experience and temperament >> really important, right? So, you've got some real world experience and I I love the fact that you've you're looking to
better yourself and you're doing the hard work and you're going back to school and you're getting the certifications. You're always So talk about how you would apply the experience, right, that you're acquire that you're acquiring. You don't have you're not coming in with a set way of always done it this way. And
>> yeah, >> and >> um how do you handle stressful situations? How do you handle like a air quotes crisis situation um or something that's like conflict, right? >> So I think the best thing to say to you is that I step up. I work best into
chaos and I'll use my work with the town during COVID. Um, now I live in New Bedford. I dedicated all my time to a cushion it during the pandemic. I was an emergency management volunteer. I earned my EMT certificate so that I could be able to give vaccinations when we started that. So, I just think it's by
stepping up. I'm not afraid to get in the trenches. I would never ask someone to do a job that I wasn't willing to do myself. And I think it's just by keeping a cool head. And as a council on aging director and also the outreach worker for so long there were many crisis situations that came across our desk and
you know we were just able to you know dig in get it resolved. You may fall apart a little after when you get home but I think it's just copperheads prevail in situations like that. >> Great. Thank you. >> How many union contracts have you negotiated the past six years? >> I have not.
>> Thank you. You're welcome. random departments decide that something could possibly benefit them. It's not budgeted. It could be a good idea, could be a bad idea, needs to be vetted. Ultimately, it comes to the point where we all
determine maybe through various individual discussions that it's probably a good idea. How do you work with the department to deal with something that's not budgeted, but you think it may be a good idea? >> So, I don't I think that I work very
closely with you to determine what you feel what your priorities are and where we're where we're headed. Um, I think again it goes back to communication with your department heads trying to anticipate when those things are coming up. A lot of these things you can anticipate as you're going into budget season. Obviously, not everything, but I
think it's just again keeping your ear to the ground. Are there extra resources? Reach out to your state delegation. Is there a grant for this? I think it's just you can't just sit in your office and make things happen. You need to build those relationships. You need to be able to steward them. And whether it's with your department heads
or your funding sources, I think that's going to be your best bet to be successful. >> Thank you. >> You're welcome. >> I'd like to build off the question u >> Kevin asked about union contracts. So, you haven't done it, right? But what would be your approach because the the town administrator, >> right? Absolutely.
>> Is a big piece of that puzzle, right? And and so not the lead negotiator but involved in the process. So just give me some insight on how >> Yeah. No, absolutely. I I don't think that you can go in with that bull in a china shop mentality of this is our number, this is what we have, we're sticking to it. I don't think that's how you get off on a good foot. I think you
obviously you know what your numbers are. You know what at the end of the day where you need to land, but I think that you go in and you work collaboratively with the people at the table. You listen, you negotiate, you find a common. You don't just kind of dig your heels in and that's it because you're never going to earn a good reputation and you need to work with these people
long term. So, you just need to build on the you need to set a good foundation and I think you just need to keep the lines of communication open. You need to be creative and I just think you continue forward there. >> Kevin, I have no further questions, Mr. Chairman.
>> All right, Bob. What would this board be most frustrated with you at the helm? What was I should rephrase that what would frustrate us the most about working with you? >> My level of transparency. It will stay on my gravestone. I don't ever want to
testify on my own behalf. So, I will I will never hide anything from you. Um I will sometimes tell you things you may not even want to know, but just because I don't it's my job to keep you from getting blindsided. I don't want you to read about it on social media where you have to defend yourself. I don't want
you to hear it out on the street. Oh, this happened in your why didn't I know that. I think it's all about transparency. And again, you may not want to hear what I have to say, but you will never get blindsided if I have this job. >> Thank you. Um, I'm curious about you said you're at Nor Eastern. >> Yes.
>> Tell me about I want to learn more about that. >> So, right now I am taking fundamentals of public administration and development of public policy. I have to tell you it's very overwhelming at 49 years old to go back to school with kids. But um I just think it lays the groundwork. Part of my problem sucker is I don't have the
experience to get a job like this and that's difficult. So I just think by building on my knowledge base I'm making a lot of nice contacts. I had originally been um accepted to SUFFK which was where I was going to go but that was a three night inerson commitment in Boston. I can't do that especially if I'm looking for a new job. That's why I
ended up at Nor Eastern. But I just think if I can put as many tools in my toolbox as possible and build get build those relationships, get that strong foundation, that'll help me make be successful. >> That's great. Um, I think that's uh, you know, it's an important mindset to have,
right? It's just constantly wanting to better yourself and to grow. >> And that's why I have my MCPO, too. I've only used it twice, but again, it's a tool in the toolbox. So what's the what you're learning in the book versus what you've learned either being you know like going to town meeting
>> running a department >> being part of the being in the arena like what is there >> is it real world or like what's more important real world what you're learning in the book >> I think real world because I mean in the book it's great it's the foundations but it doesn't account for all those nuances
or those niches like when I was in the school department for a year and I was going out to bid on things and yeah you learn the foundation of that in school. You technically you do A, you do B, which leads to C. Let's face it, it never it always branches off. Someone throws you a curveball, but it's it's nice to have that foundation to at least
kind of know the terms. >> Yeah. I mean, a little off script and dating myself, Kevin, you'll probably remember the movie. I don't know if Bob, if you saw it, but >> Rodney Dangerfield's back to school, right? When he's the professor, they're talking about try how to get a permit,
right? It means the professor is saying, "Well, you he goes, no, no, no, no, no." Right? you know, so I always get a kick out of that. And uh I think all of us have gotten a uh I don't want to PhDs in in uh government just doing this job and
sitting here and serving the public. So good stuff. Um I don't have any further questions, gentlemen. Do you have any Heather, do you have any questions of us? >> Um so I'm just going to leave you with this. When Representative Hendricks nominated for me for the Commonwealth Heroin Award, which I won while I was here, he called it a no-brainer. So I'm
hopefully you'll take the same mindset. Um, I do have a question about the process. It's been a long process like you said. Where what do you see the timeline as being to make a decision? >> I don't know. I mean, we'll have to deliberate. I mean, I going into this, we had three different
candidates, three different skill sets. I can just speak for myself and I was going to say this as I've been taking down my notes. Um obviously we'll the board will deliberate but I would like to meet with the search and the search committee who did I think a lot of the
really diving into the weeds and you know reviewed the responses but you know we met with the chairman who spoke on behalf of the committee but I really would like to speak with that body as a whole and talk to each member who interviewed you and get their gut. I
mean, I think that'll be really helpful to me to make a final decision. Um, and so that's something that, you know, maybe wasn't part of the the plan here, but after seeing the three of you who again brought I thought some all of you
did a fantastic job, brought different approaches, >> um, it's really made me think long and hard. Um, so I know I don't know how my colleagues feel, but I'd like to meet with the search committee again because you know when the committee they they
make they recommend people >> sometimes is unanimous consent, sometimes is this that and the other thing. So I really want to dive into that. Um, so that's kind of where what I would like to do moving forward. >> Great. That's all I have for questions.
>> Thank you. I think. >> Thank you. >> You as well. >> Have a great night. >> You too. >> All right. Um, gentlemen, I thought that was a good process and thankful that we went through it. Appreciate everybody
participating. Um, any thoughts, questions, or concerns, Mr. Chairman? >> Yeah, I've said it numerous times. I'm going to say it one more time without being disrespectful to any of the three that we just interviewed. We had more to
interview, but today with Drew, um, keeping the advertised for all of our open positions, something that's still to this day not done. I don't know how we plan on doing this moving forward. Um, but I think that we
need to be better at staying on top of our openings, job openings, and a keep them advertise. I've talked about the MMA. It's good for 30 days. Wait a day or two, repost it, you're back at the top, you're visible again. We've been
distinguished for months. And I think that's very >> You're talking about the town administrator position. >> All of our positions. >> Okay. But I I appreciate that, Kevin. >> All of our positions. But I think with this town administrator role, if you're
suggesting that you want to continue to advertise for this role, I don't I'm not in favor of that. I think we've got a process and if at the end of the day, at the end of that process, the board feels that they want to ad
continue advertising. Um, but I would, you know, then then that's the purview of the board and I realize I'm in a difficult position because I'm outgoing, right? I was joking around with Bob. I feel like I'm, you know, at the end of my rope. I don't
like to use the term, but I'm I'm trying to get all my affairs in order and leave things in an orderly fashion. It's fine. >> Um, so, you know, I personally I was enlightened by these three candidates. Um, and I'd like to learn more about how the research committee felt about them
um, in more in depth. I mean, I think, you know, you had people I got texted I put a lot of time into this, so I want to take advantage of the people who put that time in at the end of that at least help me have a more informed position either yay or nay or to move on.
>> Mr. Chairman, if I may, um, I appreciate both ideas. What I will go back and reference, and once again this has nothing to do with the candidates, going through our old meetings and trying to figure out stuff. What Select McGass is talking about was
actually made a motion months ago and it wasn't so much to put a stop to this process. I think back when we started all these open candidacy, Mr. Gasper actually made a motion that anytime there's an open
position, it remains posted. And I don't think it's so much taking away from the three candidates, which I I had I felt great about all three of them. I get along with all three of them, and I would never disparage what they went through. But I think on principle,
having a motion set in stone months ago that said all jobs need to be posted if they're not filled, I'd have to agree with Select McGasper on that. simply because we need to be consistent. And I think during this whole process and learning about this whole process and how it kind of slowed
down in general and I know with Jamie going out on medical, me having basically December on the sidelines dealing with day jobs and stuff like that, I wasn't even really can't keeping on top of it. I'm fully in support in general until that position is filled and a hire is
made. No matter what department it is, whether it's a custodian, town administrator, you name it, it should be posted on job websites because no matter what, somebody might see a job, realize that we're going through this process, and find another one of
our jobs that they're actually more qualified for. And it once again, it's not to disparage any of the three candidates. I think it's about consistency and I think it's helpful just to get it out there because I've been approached personally no matter what job it was.
Hey, how come this isn't posted and I'd have to I mean I seconded the motion because I felt that way months ago and I I think we should stay consistent with that anyway. >> Okay. So I just want to make sure I'm clear because and if I'm wrong I'm wrong. I'll go back to the go back to the minutes, but I thought with regarding the town administrator
position, we agreed because we had a search committee and we had all that stuff, Kevin asked that we continue it to be posted and we did that through November. And I remember talking with Mr. Dacon
>> and we said that we were going to keep it open for that period of time, close it and then get to the interviews of the finalist. That's what I thought I heard and I thought that's what we voted on. But if I'm if I'm incorrect, then look, you know me well enough that if I'm
incorrect, I'll go back and you know, I'll I'll admit that. But I was under the perception >> that because we put this syrups committee, it was their expectation that they did their interviews,
>> they provided names, and then it was up to us to to interview those. And then if we didn't come to a consensus, then either have them do it again or figure something else out. But if you guys want to post it, keep it posted. That's fine.
Um I do I will just offer this up. This is my gut. When you're the town administrator position is probably the is the most important one. when you have mass advertisements on town accountant,
part-time accountant, part-time this, full-time that, part-time this, full-time that. It gives a perception of like, okay, what's going on over there? And why would I want to take this job? So, that's just something to consider.
um that I think we got to be, you know, we've got a we have a building inspector, we have somebody who's a town who's who's the assistant town accountant functioning that role. Um this is the big job here, the town administrator job. And I think once
you're able to fill that position or make some type of decision, then the rest can fall into place. That's my position. But I'm one of three with also an expiration date on this chair. So, I'm also very respectful of that. >> I think if you look at MMA, as I've
watched MMA, there's been consistency in some towns where they have, like you just alluded to, three or four positions in their town. It's that time where people are retiring now. And there's plenty of examples out there where they have three or four. Um, look, we have vacancies. You can't fill a vacancy
without advertising for that vacancy. I I've been a stickler about this for years, not just the last few months. You got to keep the advertisement running. I think if we kept the advertisement running consecutively and we had more resumes coming in, the screening committee would be doing what they do.
And you know, again, nothing to say anything about the three interviews we just did, but we had two other ones um that were interested individuals. The time frame lapsed, they dropped out of it. Um shameful, I thought, cuz I thought they were two interested individuals on top of the three that we
already had. um can't fill positions if it's not advertised. So again, >> those two candidates I would have no problem. I'll call them personally and see >> the problem is too late. One's taking a job and the other one's already said he's withdrawn. >> But that's fine. >> So it is what it is.
>> Mistakes have been made. I would rather not continue to make the same mistakes over and over and over. That's all. >> So I'm trying to get my head around that though. But So do you guys want to We We need to do something with these three candidates. So, I've asked that we meet
with the search and screen committee. I I think that's I don't find that to be an unreasonable request cuz I'd like to hear from every single one of those >> members who participated in that process and interviewed these people how they truly felt. And if there's, you know,
I'd like to at least I'll have a clear conscience in knowing that whatever decision is made, if it's one of the three or no none of the three on the board, then okay, then we can deal with the next deal with that, but then the process is closed. Maybe I'm too linear
in my thinking, but that would be my preference. >> Yeah, >> Mr. Chairman, I I completely respect where you're coming from in this. I'm going to look at it from the opposite end of this. And I'd love I I I totally agree with sitting down with the search committee and discussing it. And I think
that's a very very smart way to approach this and really get candid with everybody and have more input than just us. Ultimately, we're the ones that are going to make the decision. And whether it's one of the three or none of the three, I'm always thinking worst case of what
could happen if something happens where it's not one of the three. And obviously we don't even have this on for discussion to talk about the in candidates and come to a decision on this. But I don't want to have to wait another two weeks to go through and the effort to repost at that point. And I'm
not looking at it once again and I I can't stress this enough. This isn't to disparage any of the three. This is knowing like what my schedule's like, what your schedule's like, and what budget season's going to do to us shortly. Mr. Kelly, we're start we have to have the discussion with his role
coming up. I think I would feel much more comfortable if every position was was was listed and it it's really not to disparage honestly to sound perfectly honest with me. My basis on
this is to save time and if it does have to get to that point if we end up hiring one of the three, we just take it down. And I can see where you're coming from with multiple positions open. But I think by now everybody knows the situation we're in and I think they're
understanding it. And I think us just having the option is better than nothing. >> That's fine. I I I will not get in the way of that. I you know, I'm one of three. I always say that. Um, but I'd like if I can get a motion to do that to
repost the town administrator position along with all the other ones. Um, cuz again, I think the town I want to just double check. I'm I'm pretty certain we said it would run through the end of November and we stopped that and so not
to renew it. >> If I recall, we didn't actually say not to renew it. We had the discussion that we would let it ride, the current posting ride and we would discuss it in the future. you know, unfortunately, we never actually discussed it, but that's nobody's fault. We just didn't get to that point. And I think, >> you know, and I'll take partial
responsibility for December. I told you guys in November that December was going to be really hard for me. And uh you know I think just with everything else going on I normally would have broughten it up then and I just didn't because I was so overwhelmed with day job home
life and this that um you know it kind of slipped my mind and you know like you said in these meetings how we were kind of head down hyperfocused trying to get everything else done. Um and I have to stress this once again. I'm going to say it over and over again. This is not
disparaging towards any of the candidates. I think, God forbid, if this doesn't go the way it's, you know, in the right direction, we won't have to sit there and wait a couple weeks for another meeting to repost and and make motions like that. So, I would make a motion to repost for the town
administrative position and all other open positions in town. >> I'll second that. All those in favor? >> All right. And and the let me let me just touch base on what Mr. Hankley, he did a very good job, I think, of explaining that, right? It's not to disparrage any of the three candidates,
right? We we still afford ourselves that opportunity. You can speak to committee members. I'll speak as I already did speak to some of them, but I'll indulge a little bit more with them and speak to them. Mr. Inkley can do the same thing over the three that we have left remaining out of the five um that was
picked by the screening committee, right? And then we need to have a discussion about the candidates in executive session on the contract um negotiations. So, we have an opportunity to discuss that amongst ourselves um and see where we're at with those three. And
if we decide to go with one of the three, we don't worry about any of the new resumes that came in for anybody. We hire and we say, "Have a nice day." I mean, it's that simple. But I agree with Mr. Inkley. We're not We got nothing out there. We're not filling positions. We
have people that need help in offices and we're not getting that help because we're not advertising. That's that that's just my point. Again, that's Mr. think we did a very good job explaining that. Um I I I don't see the harm in readvertising these positions and getting that going and you know why
close the door on future opportunities. >> Okay. >> I don't I don't get it. >> Can I just to make sure? So we got a motion to repost the town administrator position along with other positions this way regardless what was said in o in November it's immaterial. Um but we're
looking to meet next week. I'm unavailable to meet on the 3rd like we would normally meet. We looking at the 10th. Is that the 10th? >> The 10th would have been the following date that I requested earlier. >> Yes. So on February 10th, um would you
gentlemen be okay if we were to I I would like to bring in the search committee and have an executive session talk to talk that through with them >> um as a board and then just have a candid conversation. Right. We're we're advertising. Do we want them to continue
to be part of the search committee? Like, do I just want to make sure that we're all on the same page? >> Yeah, I'm okay with that personally. >> Great. We'll do that, Mr. Chairman. >> Yes. >> I would defer to the town administrator that's sitting right over there to our left still currently to make sure he
checks with town council to make sure that's an option for the board. >> Why I just want to make sure why why wouldn't it be? There's only certain reasons you are able to go into executive session and I'm not so so sure that's going to be one of them and I'm just asking to double check it
>> or open session. Either one, whatever. I mean I just to talk about these candidates I think it would be >> I'll call town council to see. >> Sounds good. All right. Next thing is we've got uh an executive
session under Mass General Law Chapter 30A subsection 21 A3 to discuss strategy with respect to collective bargaining DPW union local 1249 or litigation if an open meeting may have a detrimental effect on the bargaining position of the
public body and the chair so declares and the board will not return to public session at the conclusion of the executive session. Is there a motion? >> So moved. >> Second. >> All those in favor? Roll call vote. Mr. Gasper. >> Yes. >> Mr. England. >> Yes. Yes.