[Speaker 1] (1:21 - 1:22)
You again?

[Speaker 1] (1:22 - 1:22)
Thanks

[Speaker 2] (1:22 - 1:23)
Oh, it's you.

[Speaker 1] (1:23 - 1:24)
for joining us.

[Speaker 2] (1:24 - 1:24)
How are you?

[Speaker 3] (1:24 - 1:25)
Good, how are you.

[Speaker 1] (1:26 - 1:26)
Alright.

[Speaker 3] (1:26 - 1:27)
Yes.

[Speaker 1] (1:29 - 1:29)
Okay.

[Speaker 2] (1:29 - 1:30)
Is everybody

[Speaker 1] (1:30 - 1:30)
How am I

[Speaker 2] (1:30 - 1:30)
all

[Speaker 1] (1:30 - 1:30)
going to do

[Speaker 2] (1:30 - 1:30)
set?

[Speaker 1] (1:30 - 1:30)
that?

[Speaker 2] (1:30 - 1:32)
Are we good?

[Speaker 2] (1:32 - 1:32)
Yes.

[Speaker 1] (1:32 - 1:33)
Yes.

[Speaker 2] (1:33 - 1:33)
Okay.

[Speaker 2] (1:33 - 1:34)
Okay, we're good, Nate.

[Speaker 3] (1:34 - 1:34)
Good.

[Speaker 2] (1:35 - 1:35)
Thank you.

[Speaker 1] (1:37 - 1:38)
Okay, thanks.

[Speaker 1] (1:39 - 1:43)
Alright, so we'll begin the regular select board meeting for Tuesday,

[Speaker 1] (1:43 - 1:45)
August twenty sixth. Uh we are being recorded.

[Speaker 1] (1:46 - 2:00)
Um we first on our agenda is a couple of follow-up questions for um the two remaining candidates uh for TAs. So we have Nick. Is it okay if I call you Nick? Nick Connors?

[Speaker 4] (2:00 - 2:01)
Yeah, it's what I prefer actually, yeah.

[Speaker 1] (2:01 - 2:03)
Okay great. It says your formal name here so.

[Speaker 1] (2:04 - 2:06)
Since you're here a second time we can get informal.

[Speaker 4] (2:06 - 2:06)
There you go.

[Speaker 1] (2:07 - 2:10)
Um so we just have a couple of follow-up questions.

[Speaker 4] (2:10 - 2:10)
Sure.

[Speaker 1] (2:10 - 2:13)
Um I think Danielle if you wanna

[Speaker 2] (2:14 - 2:15)
You can start.

[Speaker 5] (2:15 - 2:15)
Sure.

[Speaker 2] (2:15 - 2:16)
If you don't mind.

[Speaker 5] (2:16 - 2:17)
I don't mind.

[Speaker 2] (2:17 - 2:17)
Okay.

[Speaker 5] (2:17 - 2:19)
Hi, Nick.

[Speaker 4] (2:19 - 2:19)
Hello.

[Speaker 5] (2:19 - 2:19)
How are you?

[Speaker 4] (2:19 - 2:20)
I'm well, how are you?

[Speaker 5] (2:20 - 2:21)
Thank you.

[Speaker 5] (2:22 - 2:27)
So I want to, we're trying to understand a little bit more about your career moments.

[Speaker 4] (2:27 - 2:28)
Sure.

[Speaker 5] (2:29 - 2:39)
Could you share the main factor behind your decision to leave Milton with specific examples about why you might be looking to leave?

[Speaker 5] (2:40 - 2:41)
a recently acquired position.

[Speaker 4] (2:41 - 2:49)
Sure. So in short, I saw this as a tremendous opportunity. And as we discussed a little bit, and I don't want to rehash all of it,

[Speaker 4] (2:49 - 2:51)
but when Doug,

[Speaker 4] (2:51 - 2:53)
you had limited my answer to,

[Speaker 4] (2:53 - 2:59)
you know, not talking about professional development, not talking about the sort of geographic benefit to it,

[Speaker 4] (3:00 - 3:02)
this is a really unique opportunity I see.

[Speaker 4] (3:03 - 3:20)
Um, number one because it is a natural career progression for me and that was my hope and goal in going into Milton and it's something that I actually discussed with the T.A., Nick Milano. This certainly is a little bit ahead of schedule, I would think, um but I took the time to fill out the application,

[Speaker 4] (3:20 - 3:26)
I was hopeful that I would hear back from Rick that I would get a chance to speak to the selection committee and obviously be before you. Uh,

[Speaker 4] (3:27 - 3:31)
So it was my ultimate goal to get before you all and to have this experience.

[Speaker 4] (3:32 - 3:35)
And I want to be in this role.

[Speaker 4] (3:35 - 3:37)
I want to be a town administrator.

[Speaker 4] (3:37 - 3:46)
That's what I've sort of focused on career-wise towards the end of my time in the Baker administration and then obviously here in Milton when I've been in Milton. And over the time I've been there,

[Speaker 4] (3:46 - 3:54)
I've worked very hard on sort of building the skills, certifications, an experience that would be useful when I make that next step.

[Speaker 4] (3:55 - 4:07)
Um so that's that's why I'm here and that's why I applied and that's why I think this is a a good next step, but it's not something where I would be firing out a resume every time there's an opening uh anywhere, you know, north of the turnpike or something like that.

[Speaker 4] (4:08 - 4:10)
Uh it's a real specific opportunity

[Speaker 5] (4:10 - 4:10)
Mm-hmm.

[Speaker 4] (4:11 - 4:22)
with uh challenges and opportunities here in town that I think are almost you know generational, and to have the chance to be involved in that and to work with you all and and the residents is an exciting thing to think about.

[Speaker 5] (4:22 - 4:31)
And just to to probe a little bit deeper, so to the extent that you're comfortable letting us know this, how did that conversation go with Nick?

[Speaker 4] (4:32 - 4:36)
So in reality, the first day that I started, he said, I know you're not here forever.

[Speaker 4] (4:37 - 5:06)
Um the conversation when I told him that I was going from the selection committee uh to uh coming before you all uh with the other two finalists was for me much more uncomfortable. He was excited for me when I told him. Um I certainly dreaded walking across the hall, walking past uh the colleagues that I have in the the town administrator slash select board office. Um and he was very welcoming, very exciting, got a text when I was outside, good luck, let me know how it turns out, and he's going into our meeting.

[Speaker 4] (5:06 - 5:07)
meeting down there right now.

[Speaker 4] (5:08 - 5:15)
So it was a good discussion and certainly one that I sort of anticipated being more difficult than it was.

[Speaker 5] (5:15 - 5:15)
Of course.

[Speaker 5] (5:15 - 5:17)
And just as a follow-up question,

[Speaker 5] (5:17 - 5:27)
what makes you feel our town is the right long-term fit for you? And why should we feel confident in your commitment to staying and growing within our community?

[Speaker 4] (5:27 - 5:30)
Sure. So as I said when I was here a couple weeks ago,

[Speaker 4] (5:30 - 5:35)
my sort of affinity for Swampscote goes back to when I was in high school. It's 30 plus years ago.

[Speaker 4] (5:35 - 5:47)
ago I was sort of impressed with the community comparing it to where I grew up in Stoneham and it's something that since then we have come as I mentioned and I don't mean to rehash these things but you know Red Rock's mission on the bay it's a

[Speaker 4] (5:48 - 5:53)
It's a place that we have come because it's special to me, special to us, we enjoy it, it's beautiful.

[Speaker 4] (5:54 - 5:58)
All of that being said as I mentioned earlier in the this line of questioning,

[Speaker 4] (5:58 - 6:08)
there are generational opportunities that I think are really exciting. I think my experience and expertise on the public engagement and communication side particularly are

[Speaker 4] (6:08 - 6:16)
Something that is critically important and aligned really well with what is needed, as you look at decisions that you're making on things like the Hawthorne property,

[Speaker 4] (6:16 - 6:34)
uh ideas about what redevelopment uh on the economic side will look like in different portions of town. I think the work that I've done in public engagement, communications, uh and not just sort of firing information out but really finding ways to tease out um input and feedback uh specifically at DCR and DOER.

[Speaker 4] (6:34 - 6:45)
Is something that is really useful and would align well with what I think, although you all may disagree, what I think um the town could benefit from going forward, as you do take on those generational opportunities.

[Speaker 5] (6:46 - 6:47)
Excellent, thank you very much.

[Speaker 4] (6:47 - 6:48)
Sure.

[Speaker 2] (6:48 - 6:49)
Do you have Can a follow-up?

[Speaker 4] (6:49 - 6:50)
I can I follow up?

[Speaker 1] (6:50 - 6:52)
Please. You could tell in your eyes you wanted

[Speaker 4] (6:52 - 6:52)
Yeah,

[Speaker 1] (6:52 - 6:52)
to.

[Speaker 4] (6:52 - 6:55)
you can press my whole body language, right. Um

[Speaker 6] (6:56 - 7:08)
Go deeper with that, please. What experiences at DOE-R or D_C_R_ are most similar to what you see as the generational opportunities here, and why don't you kind of So, lay out

[Speaker 4] (7:08 - 7:17)
the part that I think I where I align there is the public engagement. And so at D_C_R_ we were constantly engaged with the communities that hosted our properties,

[Speaker 4] (7:17 - 7:23)
uh whether it's of an infrastructure project like redoing the arborway and J_P_ or looking at

[Speaker 4] (7:23 - 7:36)
that the development of a new facility or the rehab of an older one, those are things that require input from the community. It's not just that we had $100 million to spend on capital. We needed to make sure that we were aligning the work that we were doing

[Speaker 4] (7:37 - 7:41)
with our goals and priorities, but also with those of the communities that hosted our properties.

[Speaker 4] (7:42 - 7:46)
And so that meant finding opportunities to talk to elected officials,

[Speaker 4] (7:46 - 7:46)
volunteers,

[Speaker 4] (7:47 - 7:48)
appointed officials,

[Speaker 4] (7:48 - 7:49)
state,

[Speaker 4] (7:49 - 7:53)
local and certainly residents in all of the communities, finding new ways to engage them.

[Speaker 4] (7:54 - 7:58)
And so obviously COVID was one example where everyone pivoted to remote meetings.

[Speaker 4] (7:58 - 8:03)
We saw that as an opportunity coming out of COVID to also go beyond that and look at ways like running a

[Speaker 4] (8:03 - 8:24)
There was a playground in South Boston as an example that the folks that we were partnering with wanted to make sure that we did not just put the same old playground in the same sort of inner city setting and we went on Instagram with the different ideas and things that kids had drawn at the community meetings and the visioning sessions to say like which ones are the directions that you want us to go in.

[Speaker 4] (8:24 - 8:28)
It's looking for ways to engage people that are different,

[Speaker 4] (8:28 - 8:30)
new and using channels both technology

[Speaker 4] (8:31 - 8:44)
and in person that I think I can bring to the table and I have experience with both the things that worked really well and the things that didn't work and we redirected and learned from it and you know continued to to grow and continuously improve in that effort.

[Speaker 4] (8:46 - 8:51)
More broadly, if you look at things that are more complex that happen here in town or in other communities,

[Speaker 4] (8:52 - 9:12)
there's tools that are available now that folks probably haven't used before necessarily, like Google has a a project where you can upload a massive dense PDF and it will come up with a podcast that really sounds like a radio discussion between two uh two folks that dives into pretty great detail for a community where a lot of folks are commuting out.

[Speaker 4] (9:12 - 9:16)
This might be a different way that we are telling the story of everything from

[Speaker 4] (9:16 - 9:25)
you know a project and the decisions that are being made in the Hawthorne property to the financial policies and what the summit may want to do to collaborate on improvements or changes.

[Speaker 4] (9:25 - 9:38)
It can take the 107 pages and I actually did this to listen to it myself just so I wasn't throwing this idea out here without seeing it, but it took 107 pages of financial policies and turn it into what was basically a 30-minute podcast.

[Speaker 4] (9:39 - 9:45)
And it's in natural language and it's easily understood and it sort of teases out things that you can then go and learn more about if you'd like.

[Speaker 4] (9:45 - 9:59)
But that's part of my idea in terms of finding new ways to engage folks. It's never going to just be a fire hose. You need to find ways to get feedback from them, and that sometimes means sharing information in new ways as well. So it wasn't so much that

[Speaker 1] (10:09 - 10:09)
Does that answer your question?

[Speaker 2] (10:10 - 10:10)
Yeah.

[Speaker 2] (10:10 - 10:10)
That's

[Speaker 1] (10:10 - 10:11)
Okay.

[Speaker 2] (10:11 - 10:12)
good. Thanks.

[Speaker 3] (10:13 - 10:14)
Do you want to go next?

[Speaker 4] (10:14 - 10:31)
Sure. So I want to pivot a little bit to uh your management style, um both in terms of prioritisation uh of the innumerable things that are gonna be on your plate all at the same time,

[Speaker 4] (10:32 - 10:38)
And you can decide whether you want each of these as two separate things or kind of as one amalgam.

[Speaker 4] (10:39 - 10:44)
How do you create a great place to work for staff?

[Speaker 1] (10:46 - 10:51)
So the first part I will answer quickly because I think the second part is probably more important.

[Speaker 1] (10:51 - 10:55)
Prioritizing really comes from you all for me or anyone in this role.

[Speaker 1] (10:56 - 11:03)
That we look to you all for the priorities, and then we're working with staff to execute on the goals and objectives and priorities of the board.

[Speaker 1] (11:04 - 11:06)
And again, I'm sorry if I'm repeating things,

[Speaker 1] (11:06 - 11:08)
but it's something that I think is really important to highlight.

[Speaker 1] (11:09 - 11:11)
Even on things like appointments,

[Speaker 1] (11:11 - 11:14)
it is a recommendation to you all, and you all are deciding.

[Speaker 1] (11:14 - 11:22)
It's not a strong TA where it's just a point and do whatever you'd like and report out to you all. It's making sure that we are working in a way that

[Speaker 1] (11:23 - 11:26)
delivers to you all the best candidates for a position or anything like that.

[Speaker 1] (11:26 - 11:27)
Right. So, sure.

[Speaker 4] (11:27 - 11:29)
Were you going to go on to the second part?

[Speaker 1] (11:29 - 11:29)
Feel free to interrupt.

[Speaker 4] (11:29 - 11:32)
I had a feeling you were going to get that easy part,

[Speaker 4] (11:32 - 11:34)
but I want to go another level down there.

[Speaker 4] (11:34 - 11:34)
So

[Speaker 1] (11:34 - 11:34)
Yeah.

[Speaker 4] (11:34 - 11:35)
that's the,

[Speaker 4] (11:35 - 11:37)
of course we should give you priorities,

[Speaker 4] (11:37 - 11:42)
but still we're going to give you five or ten or whatever it is. There's going to be a hundred different possibilities, right,

[Speaker 4] (11:42 - 11:43)
beyond that five or ten.

[Speaker 4] (11:44 - 11:46)
There's going to be, you know, community input,

[Speaker 4] (11:46 - 11:47)
there's going to be staff,

[Speaker 4] (11:47 - 11:49)
there's going to be all sorts of pieces.

[Speaker 4] (11:49 - 11:50)
is flying at you.

[Speaker 4] (11:50 - 11:55)
How do you kind of what's your process for continuing to be in sync with the board,

[Speaker 4] (11:55 - 11:56)
be in sync with your department heads,

[Speaker 4] (11:57 - 11:59)
how do you think about that level of prioritization?

[Speaker 1] (11:59 - 12:00)
So in sync with the board,

[Speaker 1] (12:00 - 12:06)
again I'll start with you all, is ideally regular conversations both here.

[Speaker 1] (12:06 - 12:15)
When I'm preparing the information that you all need to make informed decisions as well as plans to execute so that when you are making a policy decision you sort of know where we're headed.

[Speaker 1] (12:16 - 12:23)
That's number one but also regular informal conversations whether it's text message phone call email I'm happy to meet.

[Speaker 1] (12:23 - 12:51)
um elected officials where they're at and how whatever works best um it can be over coffee it can be in the office it can be walking along you know the road somewhere it's whatever works best for each of you but i think that regular communication is vitally important particularly with the chair and vice chair but with all of you individually as well so that i can understand uh what everyone needs and wants um more broadly when you're talking about staff is that i think

[Speaker 1] (12:52 - 13:00)
Not to, you know, skip to the second part, but the number one part is the human resource side for me, because department heads are responsible for their departments.

[Speaker 1] (13:01 - 13:04)
There's the staff that it's obviously directly under the select board.

[Speaker 1] (13:06 - 13:06)
However,

[Speaker 1] (13:06 - 13:13)
I think it's really important that the number one priority are the things that are related to human resources and the needs and questions and concerns of staff.

[Speaker 1] (13:13 - 13:19)
It's not to the extent that I would completely throw everything else to the side, but that if that comes in, that.

[Speaker 1] (13:18 - 13:23)
And that's gonna get a quick look to see if it's something that is a hair on fire moment that needs to be addressed.

[Speaker 1] (13:25 - 13:28)
So that would be just the number one goal.

[Speaker 1] (13:28 - 13:29)
To be honest,

[Speaker 1] (13:29 - 13:32)
I can't tell you day to day what would be most important.

[Speaker 1] (13:32 - 13:37)
It really will be driven by deadlines and what else is going on. And so if there's something that's due for a grant,

[Speaker 1] (13:37 - 13:41)
that's gonna go to the top because it's time sensitive and needs to be addressed.

[Speaker 1] (13:42 - 13:44)
If it's gathering information for you all,

[Speaker 1] (13:44 - 14:00)
the board meeting's coming up on a Tuesday, that's gonna be a priority, and that would be almost the end of every week before making sure that the packet is prepared and uh things are posted in timely manner, so that you all have what you need in advance, again to make informed decisions on those these policy concerns. Um

[Speaker 1] (14:01 - 14:22)
And to go from there. The great place question, to me it's really about some of the same things. Again I apologise for repeating myself, it's having those conversations when I start, not just with department heads, but with just about everyone at some point in the very near term, so that I can understand not only the leaders that are appointed in department head roles, but informal leaders and within the staff,

[Speaker 1] (14:23 - 14:24)
understanding what

[Speaker 1] (14:25 - 14:30)
What motivates individuals is incredibly important to me, not because we can necessarily bend our priorities to them,

[Speaker 1] (14:30 - 14:40)
but there are certainly ways to be mindful of that when we're assigning work or assigning tasks and finding ways to engage someone in their work in ways that they may not have in the past.

[Speaker 1] (14:41 - 14:44)
And it's, to me, listening.

[Speaker 1] (14:44 - 14:47)
I'm not here to come out and just dictate everything all the time.

[Speaker 1] (14:47 - 14:48)
It's not about tasks.

[Speaker 1] (14:49 - 14:51)
It's about understanding what is motivating individuals,

[Speaker 1] (14:51 - 14:52)
getting to know them.

[Speaker 1] (14:52 - 14:59)
them in trying to align their interests and expertise with the goals, priorities, and objectives of the Board.

[Speaker 1] (15:00 - 15:04)
That is not perfect. It is not a panacea, but it is certainly my goal,

[Speaker 1] (15:04 - 15:08)
and I think that by having relationships with individuals,

[Speaker 1] (15:08 - 15:09)
understanding what motivates them,

[Speaker 1] (15:09 - 15:11)
knowing what's going on in their life,

[Speaker 1] (15:11 - 15:18)
they're engaged in a way that they may not have been in the past year with the folks in my office if I were to come and join.

[Speaker 1] (15:19 - 15:28)
And so it's about having those relationships and over time understanding how you can, you know, meet their interests and objectives and align them with what the board wants to get done.

[Speaker 1] (15:29 - 15:29)
Thank you.

[Speaker 4] (15:29 - 15:30)
Sure.

[Speaker 5] (15:30 - 15:36)
I have a quick question. When you're talking about management style and dealing with department heads,

[Speaker 5] (15:36 - 15:42)
how would you go about dealing with a department that possibly has a morale issue,

[Speaker 5] (15:42 - 15:42)
poor morale?

[Speaker 1] (15:43 - 15:54)
I think the first step is to do what I describe, which is not only talk to the department head and hear like, oh things aren't going well or I've been here for a while and but actually hearing from the individuals that are within the department.

[Speaker 1] (15:55 - 15:59)
It is not something that will immediately fix anything,

[Speaker 1] (15:59 - 16:12)
but understanding what those concerns are that are driving low morale or driving a lack of interest in the shared goals and priorities can only come from conversation and it's only it's from listening and learning from the staff.

[Speaker 1] (16:12 - 16:14)
It's not something that I think I could dictate.

[Speaker 1] (16:14 - 16:18)
You know, things should be better here, and I'm new here, so you should have a great time now.

[Speaker 1] (16:19 - 16:25)
It's really understanding what's bringing everyone to the table with those issues and concerns and seeing what can be done differently.

[Speaker 5] (16:26 - 16:27)
Okay.

[Speaker 6] (16:29 - 16:31)
Okay, um so...

[Speaker 6] (16:32 - 16:39)
Obviously municipalities leadership roles such as TA town manager or elective mayor they they they're different they

[Speaker 4] (16:39 - 16:40)
Yeah.

[Speaker 6] (16:40 - 16:57)
have a significant difference in authority responsibility and relationship to community and elected officials how would you briefly describe the key differences in your summation and based on your understanding how do you see the role of TA and swamp Scott

[Speaker 6] (16:58 - 17:02)
And how would you approach it working within the framework to best serve the board and the community?

[Speaker 1] (17:02 - 17:04)
So briefly,

[Speaker 1] (17:04 - 17:09)
like a mayor is making policy and operational administrative decisions both.

[Speaker 1] (17:09 - 17:11)
The TA and TM,

[Speaker 1] (17:11 - 17:21)
it's the strength of the role that is differentiated by town and even among TAs, they're strong and weak TAs. So there's sort of a spectrum there as well.

[Speaker 1] (17:21 - 17:26)
And it comes in many cases down to the appointment authorities and what exists and what.

[Speaker 1] (17:25 - 17:28)
what doesn't appointment and removal of different positions.

[Speaker 6] (17:28 - 17:28)
Mm-hmm.

[Speaker 1] (17:28 - 17:39)
My understanding, reading the charter, is sort of the weaker T_A_ side where I am preparing along with staff the information needed to make informed decisions on policy by

[Speaker 1] (17:40 - 17:58)
you all, and other elected and appointed uh boards. We are not making policy decisions. Um I think the phrasing I used when I was here before was there's sort of the nighttime government, the daytime government. We're executing. You all are deciding and pointing us in the direction that the community wants to be going. Um and when it comes to things like appointment,

[Speaker 1] (17:58 - 18:07)
it's working, you know presenting to you uh candidates for roles as an example that makes sense that we have gone through a process that we can articulate to you.

[Speaker 1] (18:07 - 18:23)
you in sort of this is how we pick the candidates, this is where we advertised, these are the types of questions we asked, this is how they were ranked if that's a level of information that you all would like in the public meeting. Um and we're just giving you all the information necessary for you to make an an informed decision along with a plan that

[Speaker 1] (18:24 - 18:50)
articulates the execution so that it's not just that you all are making this decision in a vacuum but you have an idea of what what will happen next on the town side and so that's something that requires effort on the employee side and the staff side to put that together in advance but I think it's really useful to give you the context needed so that again it's not a vacuum where it's like here here's all the data good luck it's data plus impact and what you can expect to see are the ways that

[Speaker 1] (18:51 - 18:53)
that I would like to move forward and roll like this.

[Speaker 1] (18:54 - 18:55)
Does that address your question? Or did I miss a piece?

[Speaker 6] (18:55 - 19:02)
No I think that I think the only other thing is how would you approach working within the framework to serve our residents? I think you answered that without

[Speaker 1] (19:02 - 19:02)
Okay.

[Speaker 6] (19:02 - 19:02)
being specific

[Speaker 1] (19:02 - 19:05)
Yeah, I mean, I ideally it's, you know, again,

[Speaker 1] (19:05 - 19:15)
listening and learning is a big part of it, but it's coming to elected and appointed boards with all the information that you all feel is necessary to make an informed decision and what the plan to execute.

[Speaker 1] (19:15 - 19:19)
So I think that that does kind of capture my view of it anyway. I'm sorry if it doesn't directly address the question.

[Speaker 1] (19:19 - 19:20)
That's true.

[Speaker 6] (19:20 - 19:20)
It does.

[Speaker 5] (19:23 - 19:29)
So you've expressed reviewing the Sarnscott financials, right?

[Speaker 5] (19:29 - 19:37)
I just wanted to know, how do you foresee balancing next year's budget without tapping into our unused levy?

[Speaker 1] (19:38 - 19:54)
To be honest I don't think I could answer that question right now without number one, the biggest driver would or the two drivers would be healthcare costs and special ed and outer district transportation and tuition. So to answer that question I honestly think would be almost uh

[Speaker 1] (19:57 - 20:02)
it wouldn't make sense to tell you right now what the best answer to that is without knowing those two critical factors,

[Speaker 1] (20:03 - 20:05)
that even as you look at the 10-year projection,

[Speaker 1] (20:05 - 20:06)
those are things that are.

[Speaker 1] (20:07 - 20:10)
Very difficult to forecast.

[Speaker 1] (20:10 - 20:11)
They've obviously,

[Speaker 1] (20:11 - 20:12)
health care as an example,

[Speaker 1] (20:12 - 20:25)
has jumped significantly within the GIC and even last year exceeded the initial guidance that was given in late 2024 when we got to 25 and it was actually finalized, it had gone up outside of the range.

[Speaker 1] (20:25 - 20:35)
So I wouldn't want to say that I have the answer for that without spending more time both with department heads and with you all as elected officials to understand the exact.

[Speaker 1] (20:35 - 21:04)
exact goals and priorities that you all would want to p to have at the top of the list as you figure out, you know, where can changes be made, what ca what variable can we isolate to understand what the impacts are on the priorities that you all have set. Um but, you know, with something like G_I_C_ the opportunities that exist in in Milton we're self-insured. Cooking company is an outside vendor that will sit down with any town, whether it's NGIC or out, and pencil out sort of what the impact would be of

[Speaker 1] (21:04 - 21:31)
trying to switch to say we do want to be self-insured or in our case we were trying to make sure we didn't want to consider going back and going into GIC so there's opportunities to isolate those variables and to see what what is out there but I think it would be it wouldn't be in the best interest of anyone for me to guess right now how it could be balanced next year without specifically those two and having a really good idea of what that impact will look like

[Speaker 2] (21:32 - 21:33)
Thank

[Speaker 1] (21:33 - 21:34)
That you. answer your question?

[Speaker 2] (21:34 - 21:34)
Yeah.

[Speaker 1] (21:34 - 21:34)
A little bit.

[Speaker 2] (21:35 - 21:35)
A little bit.

[Speaker 1] (21:35 - 21:35)
Yeah.

[Speaker 3] (21:36 - 21:36)
All of them.

[Speaker 2] (21:36 - 21:37)
Bye. Please.

[Speaker 3] (21:37 - 21:42)
Okay. So we're talking about potentially tapping unused levy capacity,

[Speaker 3] (21:42 - 21:42)
Nick.

[Speaker 3] (21:43 - 21:44)
What are your feelings on an underride?

[Speaker 1] (21:44 - 21:46)
On an under-ride?

[Speaker 3] (21:46 - 21:46)
Yeah.

[Speaker 1] (21:46 - 21:51)
I think if the community would like to move forward with it, then it's something that the town employees and staff would need to operate under.

[Speaker 1] (21:52 - 21:57)
I think that the work that you all have done to create excess levy capacity that's unused.

[Speaker 1] (21:59 - 22:10)
If something that if an under ride was not pursued provides opportunities and flexibility for the community should financial conditions change or should the sort of macro environment change,

[Speaker 1] (22:10 - 22:11)
but

[Speaker 1] (22:12 - 22:13)
As with an override,

[Speaker 1] (22:13 - 22:23)
I think what our goal is on the staff side is to be ready to operate under whatever scenario is put forward by elected officials and in a case like that by the community.

[Speaker 1] (22:23 - 22:32)
I don't think it's the role of my position or anyone in my position to be deciding or giving a personal opinion on what would...

[Speaker 1] (22:33 - 22:36)
what would be best in that regard is provide the information to make informed decisions

[Speaker 1] (22:36 - 22:40)
in both Milton and in uh Linfield to a lesser extent.

[Speaker 1] (22:41 - 22:58)
In Milton I built the website that was the prop two and a half override site so that people could see the actual impacts on their tax bills not just the you know DOR here within this range this is what your taxes would go up but it was type in your address and go and see what your impact will be and we're also very clear beginning in

[Speaker 1] (22:59 - 23:01)
In Milton we started talking about it in July.

[Speaker 1] (23:01 - 23:07)
Like immediately when the new fiscal year began we said we see a deficit in the projections, we're unsure of the number.

[Speaker 1] (23:08 - 23:12)
Everyone needs to be aware that this is something that could happen and we need to make difficult decisions about funding.

[Speaker 1] (23:13 - 23:19)
And then we continue to communicate that throughout the year as the number, because of healthcare costs and out of district special education.

[Speaker 1] (23:20 - 23:42)
It accelerated far beyond what we had it ended up being I think nine five or nine one and we thought it was going to be four point nine in the beginning so talking about it and communicating that and being able to answer questions both of elected officials and community members is something again that I think is vitally important it was a different model than was pursued in Linfield where it was sort of

[Speaker 1] (23:44 - 24:05)
discussed much later in the process that we had had an issue with the budget and so the model that I would follow is certainly the one we did in Milton which is come before you all as soon as we see that in the projection and if you look out in a 10-year projection if we see it two years out we could just say like this is something that's out there we can sit down and isolate individual variables there to say if this goes up X

[Speaker 1] (24:05 - 24:19)
the deficit goes away. If this goes down, the deficit is back. You know. So it's that ongoing discussion, but it's something where I th from my standpoint you could anticipate me being in on a regular basis. Um and a T_A_ reporter at some other part of the agenda to

[Speaker 1] (24:20 - 24:38)
To really be as transparent as possible, like these are issues that we see potentially out there on the horizon, so that you can see that those impacts are there and we can talk about it openly uh if there's any other decisions or discussions around funding or an under ride or anything else. But it people will be fully informed in those decision making processes.

[Speaker 3] (24:39 - 24:39)
Thanks Dave.

[Speaker 1] (24:41 - 24:41)
Um

[Speaker 1] (24:42 - 24:47)
You've definitely demonstrated financial fluency in your answer here,

[Speaker 1] (24:47 - 25:07)
but I think it would be helpful to kind of isolate out your level of responsibility in your past three positions for the finances of those organizations so that we can understand your general financial fluency versus your direct accountability for

[Speaker 3] (25:07 - 25:07)
Sure.

[Speaker 1] (25:07 - 25:11)
either being the financial leader or

[Speaker 1] (25:11 - 25:24)
supervising the financial leaders in the organization or if that was somewhat more tangential and you were part of the general financial strategic team but not the actual operational So in and Milton it's the strategic team.

[Speaker 1] (25:24 - 25:26)
We have a finance department,

[Speaker 1] (25:26 - 25:26)
we have an accountant,

[Speaker 1] (25:27 - 25:28)
we have a treasurer collector,

[Speaker 1] (25:28 - 25:31)
along with the TA we're all together talking about.

[Speaker 1] (25:32 - 25:36)
forecasts and decisions that need to be made or opportunities that may exist.

[Speaker 1] (25:37 - 25:40)
At D O E R and D C R, I was managing that process.

[Speaker 1] (25:41 - 25:55)
We had again, there were staff and finance, folks that were both managerial and collectively bargain that have been there for years, that worked very closely with us, again trying to align our priorities with the funds that were available and opportunities that may exist.

[Speaker 1] (25:57 - 26:00)
You know, when it comes to the financial forecasting,

[Speaker 1] (26:00 - 26:02)
both in Milton or in Linfield,

[Speaker 1] (26:02 - 26:03)
when we're talking about municipal specifically,

[Speaker 1] (26:03 - 26:09)
there's tools available for anyone on DOR's website,

[Speaker 1] (26:09 - 26:09)
rather,

[Speaker 1] (26:10 - 26:17)
excuse me, to do forecasting and that type of thing. What we've done in Milton and, you know, in part this is the relationship I've had with Andrew Flanagan,

[Speaker 1] (26:17 - 26:19)
who's the mentor relationship that I have,

[Speaker 1] (26:20 - 26:24)
is look at what Andover is doing as an example and he walked through how he has.

[Speaker 1] (26:24 - 26:26)
Because over time, and he's in his 10th budget there,

[Speaker 1] (26:26 - 26:37)
how he has over time refined that process to be able to isolate the things that are most impactful or most important to the elected officials for him that he works for in town.

[Speaker 1] (26:37 - 26:40)
And that would be something I would anticipate doing here as well.

[Speaker 1] (26:40 - 26:52)
It's working closely with the department heads who are closest to it, who have their priorities and goals that we've, you know, would collaborate on annually and working closely to put together that budget. But, you know, it was...

[Speaker 1] (26:52 - 26:56)
strategic in the current role and then managing the process over the previous two.

[Speaker 4] (26:57 - 26:58)
Thank you.

[Speaker 1] (26:58 - 26:58)
Sure.

[Speaker 5] (27:01 - 27:02)
Everybody good?

[Speaker 3] (27:05 - 27:05)
Good.

[Speaker 5] (27:05 - 27:05)
Great.

[Speaker 3] (27:06 - 27:06)
That's it.

[Speaker 5] (27:06 - 27:08)
Well that exhausts our list.

[Speaker 1] (27:08 - 27:08)
Great.

[Speaker 5] (27:08 - 27:10)
Have anything for us if you need?

[Speaker 1] (27:10 - 27:17)
I think the the only other thing that I would love the chance is that one of the questions that you asked and then came up in the deliberation was around the C_B_A_ work.

[Speaker 1] (27:18 - 27:29)
and I know you all discussed it a little bit last week and I just wanted to add a little more context to that I think there was one or two questions and then the third was directly do you

[Speaker 1] (27:29 - 27:33)
Have you run the collective bargaining

[Speaker 3] (27:33 - 27:33)
Right,

[Speaker 1] (27:33 - 27:34)
process?

[Speaker 3] (27:34 - 27:34)
yeah.

[Speaker 1] (27:34 - 27:35)
And I answered no to that.

[Speaker 1] (27:36 - 27:39)
What I think is really important is sort of the philosophy around it,

[Speaker 1] (27:39 - 27:41)
that if I were,

[Speaker 1] (27:41 - 27:43)
that you understand sort of where I would be coming from.

[Speaker 1] (27:43 - 27:50)
And it aligns with what I've said a lot in different answers throughout my time with you,

[Speaker 1] (27:50 - 27:56)
which is communicating information in context. And in this case, it would be with the collectively bargained partners.

[Speaker 1] (27:58 - 28:05)
The winning or losing or the success or failure of the negotiation does not come at the table when you're sitting there.

[Speaker 1] (28:05 - 28:06)
It's the relationship,

[Speaker 1] (28:06 - 28:11)
it's the building trust in advance of that and making sure that when we all sit down at that table,

[Speaker 1] (28:11 - 28:23)
the environment and the constraints that we're all working under are very clear to everyone so that, you know, the sustainability of the financial model for the town is clear to the folks that we're sitting down with.

[Speaker 1] (28:25 - 28:31)
For us there's flexibility that's maintained so that changes can be made if and when financial conditions change.

[Speaker 1] (28:31 - 28:38)
And then what I think is most important is an important part of this is the idea that any negotiation is focused on the retention of the employees.

[Speaker 1] (28:39 - 28:48)
are here, have invested themselves and we've invested in over time. We want to make sure that they are valued, feel valued and they feel fairly compensated,

[Speaker 1] (28:49 - 28:54)
understanding all that other information. So I just wanted to share that, you know, if I were in that position, it's not just a hard no,

[Speaker 1] (28:54 - 28:55)
which is sort of how I ended it.

[Speaker 1] (28:56 - 29:03)
But there has been more thought put into that and the experience that I've had is sort of the number two in Milton looking at comps, working through strategy,

[Speaker 1] (29:03 - 29:06)
being in the room and then discussing after.

[Speaker 1] (29:06 - 29:17)
afterwards uh what our next steps are are all things that i would bring to the table here although um the answer to the direct question may not have been as you know contextual when i was here last time so i wanted to make sure i shared that do

[Speaker 6] (29:17 - 29:17)
Thanks.

[Speaker 1] (29:17 - 29:20)
you have a follow-up feel like you do okay

[Speaker 6] (29:20 - 29:20)
Okay.

[Speaker 1] (29:20 - 29:23)
okay is

[Speaker 5] (29:23 - 29:24)
Okay. Thank you very much.

[Speaker 1] (29:24 - 29:25)
that it

[Speaker 5] (29:25 - 29:25)
That is it.

[Speaker 1] (29:25 - 29:25)
thank

[Speaker 5] (29:25 - 29:25)
Appreciate

[Speaker 1] (29:25 - 29:25)
you

[Speaker 5] (29:25 - 29:26)
you coming back.

[Speaker 1] (29:26 - 29:27)
sure thank you for having me again

[Speaker 5] (29:35 - 29:36)
Thank you.

[Speaker 5] (29:39 - 29:43)
All right. So I think uh

[Speaker 3] (29:44 - 29:46)
Please write it. We're not alive, right? I can see him.

[Speaker 5] (29:46 - 29:47)
We are alive.

[Speaker 7] (29:47 - 29:47)
We are alive.

[Speaker 5] (29:47 - 29:49)
We are alive, yeah. We are alive.

[Speaker 3] (29:49 - 29:50)
We are alive, yeah.

[Speaker 1] (29:50 - 29:50)
All of us.

[Speaker 3] (29:53 - 29:55)
Hello, come on in.

[Speaker 1] (29:55 - 29:56)
How you doing?

[Speaker 3] (29:56 - 29:56)
Great,

[Speaker 2] (29:56 - 29:56)
Hello.

[Speaker 3] (29:56 - 29:57)
how are you?

[Speaker 2] (29:57 - 29:57)
Oh,

[Speaker 2] (29:57 - 29:58)
you can see me? Oh, yeah.

[Speaker 3] (29:58 - 29:59)
Nice to see you.

[Speaker 2] (29:59 - 30:01)
Were you able to hear our conversation?

[Speaker 1] (30:01 - 30:03)
I had the I was tape recording it, yeah.

[Speaker 1] (30:04 - 30:05)
Is that right?

[Speaker 3] (30:05 - 30:07)
That's your strategy.

[Speaker 3] (30:08 - 30:08)
Oh.

[Speaker 1] (30:09 - 30:11)
There was a funny answer, but it wasn't a direct it.

[Speaker 2] (30:11 - 30:14)
No, I can't. I made sure of it.

[Speaker 4] (30:14 - 30:15)
You don't.

[Speaker 4] (30:15 - 30:15)
Ah.

[Speaker 3] (30:15 - 30:17)
It's a I you

[Speaker 1] (30:18 - 30:19)
I don't have the description.

[Speaker 3] (30:19 - 30:22)
gotta go back some tabs to find

[Speaker 3] (30:25 - 30:25)
Alrighty.

[Speaker 3] (30:28 - 30:30)
Thank you for joining us again.

[Speaker 4] (30:31 - 30:31)
Thanks for having me.

[Speaker 3] (30:32 - 30:35)
We are going to just ask a couple of follow-up questions,

[Speaker 3] (30:36 - 30:45)
30 minutes, and then if there's time, you're welcome to give us feedback or have a questions for us or clarify anything you said last time. It's totally fine.

[Speaker 2] (30:45 - 30:45)
Sounds

[Speaker 3] (30:45 - 30:46)
And

[Speaker 2] (30:46 - 30:46)
good.

[Speaker 3] (30:46 - 30:47)
we'll start with Danielle.

[Speaker 5] (30:48 - 30:49)
Hi Jason, how are you?

[Speaker 2] (30:49 - 30:50)
Good, how are you?

[Speaker 5] (30:50 - 30:51)
Good, thanks.

[Speaker 5] (30:51 - 30:55)
So we'd like to understand a little bit more about your career moves.

[Speaker 5] (30:55 - 30:59)
Could you share the main factor behind your decision to leave Marblehead?

[Speaker 5] (31:01 - 31:06)
With specific examples if possible, that's the first part of it.

[Speaker 1] (31:06 - 31:09)
Okay. Joseph Marblehead, you want my,

[Speaker 1] (31:09 - 31:09)
yeah.

[Speaker 1] (31:10 - 31:11)
I was cooked.

[Speaker 1] (31:11 - 31:12)
I was truly.

[Speaker 1] (31:13 - 31:28)
I had kind of gone through what it felt like at least one thing after another after another and it was kind of after COVID, it was an odd time because I just signed a new five-year contract with the town.

[Speaker 2] (31:29 - 31:32)
But soon after that,

[Speaker 2] (31:32 - 31:37)
I realized I needed a break from municipal government.

[Speaker 2] (31:38 - 31:41)
In the back of my mind, I always knew I,

[Speaker 2] (31:41 - 31:44)
or I always felt like I'd come back to it at some point.

[Speaker 2] (31:44 - 31:53)
But at that moment, it was time for me to take a break from my physical health, from my mental health, from my family.

[Speaker 2] (31:54 - 32:00)
Um, and so that's, that was the main driver for leaving Marblehead. It was, it was time.

[Speaker 2] (32:00 - 32:02)
I felt it physically and mentally.

[Speaker 2] (32:03 - 32:04)
Um, yeah.

[Speaker 5] (32:05 - 32:08)
Okay, so just to go a little bit deeper into that piece,

[Speaker 5] (32:08 - 32:16)
what makes you feel like swamp scot is going to be any different than what you might have experienced in Marblehead?

[Speaker 2] (32:17 - 32:21)
Geez, I don't, I don't know if it will be, I don't know if it will be.

[Speaker 2] (32:22 - 32:36)
I mean I can only base, base it on what I've, I mean I talked about last time the work I had done to research the position in the community and the folks I've talked to, the meetings I've watched.

[Speaker 2] (32:37 - 32:41)
I think I'm in a much different place than I was then too.

[Speaker 2] (32:43 - 32:52)
I am so grateful for where I am now because it allowed me to kind of rediscover my joy in the work and my passion for the work.

[Speaker 2] (32:54 - 33:03)
So I'm in a different place than I was at the end when I was kind of ready to move on.

[Speaker 2] (33:05 - 33:12)
But, you know, you never kn you never kn just like you never know if I'm the right fit or the right candidate out of the last two remaining.

[Speaker 2] (33:14 - 33:23)
You know, you never know until you're in the position. I I wouldn't have come come this far, I wouldn't have applied unless I thought it was the right fit,

[Speaker 2] (33:23 - 33:32)
it was a good fit, it was a place where I could make meaningful impact and that I could bring, I thought.

[Speaker 2] (33:32 - 33:37)
that my skills, experience, background would serve the community well.

[Speaker 2] (33:37 - 33:41)
Um I wouldn't have applied if that weren't the case. So

[Speaker 5] (33:41 - 33:52)
And why should we feel confident um in your commitment to being able to stay and grow within our community when you know you're you're you were just renewed in Dunstable, right?

[Speaker 1] (33:52 - 33:53)
Yep.

[Speaker 5] (33:53 - 33:53)
Or

[Speaker 5] (33:54 - 33:54)
a couple months ago.

[Speaker 5] (33:55 - 34:09)
So I'm trying to figure out how we can feel that you're going to be here for the long haul right that we can you know be comfortable in knowing that you know five ten years you know we're not going to have to do or three years we're not going to do this process again.

[Speaker 2] (34:09 - 34:09)
Yeah.

[Speaker 5] (34:09 - 34:10)
So if that's something you can speak to.

[Speaker 2] (34:10 - 34:11)
Yeah,

[Speaker 2] (34:11 - 34:11)
no,

[Speaker 2] (34:11 - 34:12)
that's a good question.

[Speaker 2] (34:13 - 34:15)
Is that really what I want? I mean, I want,

[Speaker 2] (34:15 - 34:16)
I don't.

[Speaker 2] (34:17 - 34:21)
I've kind of had a lot of, you see from my resume, I've had a lot of experience.

[Speaker 2] (34:21 - 34:22)
I have a varied background.

[Speaker 2] (34:23 - 34:31)
And it's up to this point, it's been, wow, this is a great opportunity that's kind of presented itself to me.

[Speaker 2] (34:33 - 34:34)
But,

[Speaker 2] (34:34 - 34:36)
you know, Rick was just saying,

[Speaker 2] (34:36 - 34:39)
well, you heard a lot greater than you used to be. Yeah, I am.

[Speaker 2] (34:40 - 34:41)
And so.

[Speaker 2] (34:42 - 34:51)
I wouldn't mind having a position where I, uh, you know, is m more stable, more long term than I have had in the past mostly

[Speaker 5] (34:51 - 34:51)
Yeah.

[Speaker 2] (34:51 - 34:54)
mostly because of that um so

[Speaker 5] (34:54 - 34:55)
Excellent. Thank you.

[Speaker 2] (34:55 - 34:55)
Yeah.

[Speaker 1] (35:06 - 35:08)
I think I had a follow-up last time, but

[Speaker 3] (35:08 - 35:09)
Oh, you can't remember it?

[Speaker 1] (35:09 - 35:10)
no, I can't remember

[Speaker 3] (35:10 - 35:10)
That's

[Speaker 1] (35:10 - 35:10)
it either.

[Speaker 3] (35:10 - 35:10)
okay.

[Speaker 3] (35:12 - 35:14)
Do you want to go on to the second question?

[Speaker 5] (35:14 - 35:16)
Maybe the follow-up will come

[Speaker 3] (35:16 - 35:16)
Oh,

[Speaker 5] (35:16 - 35:16)
to

[Speaker 3] (35:16 - 35:16)
it's you. taken.

[Speaker 3] (35:16 - 35:17)
Go ahead.

[Speaker 2] (35:18 - 35:19)
Oh, okay.

[Speaker 3] (35:19 - 35:19)
That's

[Speaker 2] (35:19 - 35:19)
But Danielle,

[Speaker 3] (35:19 - 35:20)
you.

[Speaker 2] (35:20 - 35:24)
did you um okay, you you covered it all. Okay, good.

[Speaker 2] (35:24 - 35:36)
So I want to ask about management style. Um I know we've talked about that a little bit last time, but in two different dimensions. One in terms of prioritisation and how you do that,

[Speaker 2] (35:37 - 35:43)
And then the other piece is about kind of creating a great place to work for staff.

[Speaker 2] (35:43 - 35:49)
You mentioned last time that you've kind of taken you learned some things in HR classes, whatever.

[Speaker 2] (35:49 - 36:03)
So just like to really first piece is probably a little bit easier, but the second piece I'd like you to really kind of expound upon that opportunity because I think there's no doubt that we have some opportunities here different transitions and everything.

[Speaker 1] (36:04 - 36:07)
thing to really kind of up our game in that regard.

[Speaker 2] (36:07 - 36:07)
Okay.

[Speaker 2] (36:09 - 36:11)
I'm a big, I'm a big list guy.

[Speaker 2] (36:11 - 36:15)
I have lists and I prioritize my list constantly.

[Speaker 2] (36:15 - 36:19)
But I think I mentioned at the last round too,

[Speaker 2] (36:19 - 36:28)
I have goals and objectives that I have on my desk that I refer to quite frequently that are a result of work between.

[Speaker 2] (36:30 - 36:57)
town administrator and the select board and we've kind of there's we've built some consensus around those and so I have that I have my list and I'm prioritizing my list as much as I can based on that that's how I do it and so I do my best on it's not perfect but I do my best because it's easily get it's easy to get distracted in this in this work but I do my best to

[Speaker 2] (36:58 - 37:13)
align what I'm doing with what we're trying to achieve and that's how I prioritize the work essentially it's not all that intricate or complicated it's pretty simple but it work it's it works for me yes

[Speaker 1] (37:13 - 37:16)
If you're about to go into the second part, let me push on the first part a little bit first.

[Speaker 2] (37:16 - 37:16)
please

[Speaker 1] (37:18 - 37:19)
It's great.

[Speaker 1] (37:19 - 37:21)
We have five or ten joint goals.

[Speaker 1] (37:22 - 37:23)
Great.

[Speaker 1] (37:23 - 37:24)
Maybe that's...

[Speaker 1] (37:24 - 37:47)
Twenty five, fifty percent of your time. It's all the department heads, there's community, there's commit committees, Mm-hmm. there's other things that are going to come up all the time. Talk more about how you manage that, how do you kind of work that with the select board, how do you work that with department heads. Because like you say it's great that you have a list, but but you're gonna be printing that thing out every single day,

[Speaker 1] (37:48 - 37:51)
uh it's gonna keep shifting around. So how does that work?

[Speaker 2] (37:53 - 37:57)
Um, similar to what I just, just said,

[Speaker 2] (37:57 - 38:05)
um, it's, it's not much different than that. I mean, you're constantly feeling pressure from people on, I need this done yesterday.

[Speaker 2] (38:05 - 38:05)
No,

[Speaker 2] (38:06 - 38:07)
I need this done yesterday.

[Speaker 2] (38:07 - 38:09)
And it's not possible.

[Speaker 2] (38:09 - 38:10)
Um,

[Speaker 2] (38:10 - 38:15)
you know, and not to mention like the goals and objectives that we set annually,

[Speaker 2] (38:15 - 38:19)
there's a lot of new work listed on those things. And once you do it.

[Speaker 2] (38:19 - 38:20)
You oftentimes,

[Speaker 2] (38:21 - 38:25)
now you're doing it every single year.

[Speaker 2] (38:25 - 38:29)
So not only are you working on future year goals,

[Speaker 2] (38:29 - 38:34)
but you've got to make sure that the last three years goals continually get met.

[Speaker 2] (38:35 - 38:38)
So you've really do got to be tight with the organization.

[Speaker 2] (38:39 - 38:43)
And if you stray too much from that,

[Speaker 2] (38:43 - 38:47)
you're not going to achieve what you really ultimately want to.

[Speaker 2] (38:48 - 38:50)
So, you

[Speaker 2] (38:52 - 38:55)
be honest, you be transparent with people, you let people know,

[Speaker 2] (38:55 - 38:55)
look,

[Speaker 2] (38:56 - 38:57)
I understand it's a priority,

[Speaker 2] (38:57 - 39:06)
it's on the list and we're going to get to it. I just can't tell you when or give them an estimate of when you think you can.

[Speaker 2] (39:06 - 39:13)
I always tell people, if you don't hear from me in a reasonable, whatever you would consider a reasonable time frame,

[Speaker 2] (39:14 - 39:22)
Contact me, call me, email me. Do not be afraid to do that because I c I can promise you it hasn't left the list,

[Speaker 2] (39:22 - 39:30)
but it's not it's always welcome to get a reminder. You know, so feel free all the time. Stop in, give me a call, shoot me an email.

[Speaker 2] (39:32 - 39:41)
But yeah, I mean it's it's not an easy. It's not an easy thing. It's there's always a lot of balls in the air There's always a lot of competing sometimes competing interests

[Speaker 2] (39:41 - 39:44)
sometimes competing priority priorities between the

[Speaker 1] (39:45 - 39:45)
between boards,

[Speaker 1] (39:45 - 39:47)
between committees.

[Speaker 1] (39:48 - 39:51)
You lean on the resources you have,

[Speaker 1] (39:51 - 39:55)
you work collaboratively with everybody,

[Speaker 1] (39:55 - 40:04)
and you push forward the most important items on the list based on those interactions.

[Speaker 2] (40:08 - 40:08)
or two.

[Speaker 1] (40:08 - 40:10)
Yeah. Oh, yeah.

[Speaker 1] (40:11 - 40:14)
Like I said at the last meeting,

[Speaker 1] (40:14 - 40:19)
this has become a real priority of mine,

[Speaker 1] (40:19 - 40:23)
and it maybe wasn't so much a priority earlier in my career.

[Speaker 1] (40:23 - 40:28)
I've realized it is in some ways selfish,

[Speaker 1] (40:28 - 40:31)
but in other ways I've realized the importance of it.

[Speaker 1] (40:33 - 40:33)
So.

[Speaker 1] (40:36 - 41:02)
I'm gonna repeat some you probably have some of this because I think I talked about it a little bit but you value people you support people you earn people's trust any way you can and and then you make sure one thing that's I think critically important is you make sure that you're tying everybody's work

[Speaker 1] (41:03 - 41:17)
back to what we're trying to accomplish, because everybody has a role and everybody has an important role in making sure that you're accomplishing the goals and objectives that you've set forth for the year.

[Speaker 1] (41:18 - 41:21)
And so, you know,

[Speaker 1] (41:21 - 41:22)
when someone does a good job

[Speaker 1] (41:23 - 41:26)
Make sure you make a big deal of it.

[Speaker 1] (41:26 - 41:31)
Make sure they know that you notice that they did a good job. I think that's really important.

[Speaker 1] (41:32 - 41:34)
I think constant feedback,

[Speaker 1] (41:34 - 41:37)
you know, I do that.

[Speaker 1] (41:38 - 41:46)
I probably could do that a little better actually. But, you know, not only during the annual review,

[Speaker 1] (41:46 - 41:52)
but constant feedback on their work input when it makes sense.

[Speaker 1] (41:53 - 42:20)
I have an open door policy so and when I say that most of the time literally open door my door is open into the hallway so people can come in whenever they want staff and the public I think that's important transparent communication is important celebrating the wins celebrating people's

[Speaker 1] (42:20 - 42:22)
You know, small things to big things.

[Speaker 1] (42:23 - 42:27)
Like I mentioned, we have a peer-to-peer recognition program where I am now,

[Speaker 1] (42:28 - 42:30)
which has been great.

[Speaker 1] (42:31 - 42:33)
You know, at each staff meeting,

[Speaker 1] (42:33 - 42:39)
most staff meetings I have, like, I start the meetings off with TED Talk.

[Speaker 1] (42:39 - 42:41)
I'm a big Celtics fan.

[Speaker 1] (42:41 - 42:48)
So, you know, we watch a lot of Celtics plays and Larry Bird. And so we do those things to kind of...

[Speaker 1] (42:49 - 42:51)
Kind of talk about leadership,

[Speaker 1] (42:51 - 42:51)
people's roles,

[Speaker 1] (42:52 - 42:53)
the importance of people's roles.

[Speaker 1] (42:55 - 42:55)
Jeez,

[Speaker 1] (42:55 - 42:56)
I could go on forever.

[Speaker 1] (42:57 - 43:03)
But those type of things have become the part of the work culture where I am now,

[Speaker 1] (43:03 - 43:04)
and I love it.

[Speaker 1] (43:04 - 43:05)
It's so important to me.

[Speaker 1] (43:06 - 43:07)
And I think people...

[Speaker 1] (43:08 - 43:15)
It's part of kind of, for me, my journey, it was part of like recognizing I just need to be authentic who I am.

[Speaker 1] (43:15 - 43:22)
And if it's talking about Larry Bird and, you know, when he stole the ball against the Pistons and how amazing that was,

[Speaker 1] (43:22 - 43:22)
that's who I am.

[Speaker 1] (43:22 - 43:23)
I love it.

[Speaker 1] (43:24 - 43:35)
And I can, if you want me to right now, I can link back every role and why and just each thing that happened and what it demonstrated about the people,

[Speaker 1] (43:35 - 43:36)
about the team.

[Speaker 1] (43:36 - 43:40)
and how it relates to our team.

[Speaker 1] (43:41 - 43:47)
It's just become part of what we do and people have really embraced it.

[Speaker 3] (43:49 - 43:49)
Thank you.

[Speaker 4] (43:50 - 43:51)
I have a question.

[Speaker 4] (43:52 - 44:00)
As far as your different departments, how would you manage a department if you learned that within that department they had a morale issue,

[Speaker 4] (44:00 - 44:01)
poor morale?

[Speaker 1] (44:03 - 44:07)
Um, so I'd, I'd

[Speaker 1] (44:09 - 44:10)
work with the department head,

[Speaker 1] (44:10 - 44:11)
um,

[Speaker 1] (44:11 - 44:13)
so try to understand, um,

[Speaker 1] (44:13 - 44:15)
from the department head,

[Speaker 1] (44:15 - 44:16)
uh,

[Speaker 1] (44:16 - 44:19)
what's going on. If I'm receiving feedback like that,

[Speaker 1] (44:19 - 44:24)
share the feedback and, um, and try to.

[Speaker 1] (44:25 - 44:48)
coach them up by hopefully observation but also set out a plan on on things that we could do to improve things and if that meant some you know involve HR too I'm I don't want to forget that and if that meant me getting involved in that that would be I would be

[Speaker 1] (44:50 - 44:52)
I'd be certainly be comfortable with that,

[Speaker 1] (44:52 - 44:54)
but I also would,

[Speaker 1] (44:54 - 45:03)
you know, I respect the role of the department heads and you have the department heads because you trust that they're able and capable of doing the job.

[Speaker 1] (45:04 - 45:07)
So I want to work through the department head on that.

[Speaker 1] (45:08 - 45:08)
But again.

[Speaker 1] (45:09 - 45:13)
To the extent I had a role in that and the department is comfortable with the role,

[Speaker 1] (45:13 - 45:31)
then I would, I would, I mean, like I said, it is, it has become something that I'm, I'm pretty passionate about because I think it's, you just see how important it is to the productivity of the organization as a whole.

[Speaker 1] (45:31 - 45:35)
And so it's certainly something I'd focus on.

[Speaker 4] (45:36 - 45:37)
Thank you.

[Speaker 1] (45:37 - 45:37)
Yeah.

[Speaker 4] (45:37 - 45:39)
Just to piggyback off that,

[Speaker 4] (45:39 - 45:39)
what you just said,

[Speaker 1] (45:39 - 45:39)
Yep.

[Speaker 4] (45:39 - 45:43)
what happens if the problem is with the department head?

[Speaker 1] (45:44 - 45:47)
Well, that would come, you'd find that out soon,

[Speaker 1] (45:47 - 45:55)
I think, you know. So as you were working with the department head and coaching the department head up, I think.

[Speaker 1] (45:56 - 46:01)
You know, that would come to light at some point, and I probably in short order.

[Speaker 1] (46:02 - 46:07)
So, and like I said, you have to be authentic to yourself.

[Speaker 1] (46:08 - 46:10)
So my way of improving,

[Speaker 1] (46:10 - 46:16)
you know, workplace morale might be different than someone else's way.

[Speaker 1] (46:16 - 46:18)
So you wouldn't want to...

[Speaker 1] (46:18 - 46:33)
force feed somebody hey you have to do X Y & Z it would have to be something that they're comfortable in their skin and they're comfortable in doing but if it if it turned out that you know what maybe the department had

[Speaker 1] (46:35 - 46:49)
For whatever reason isn't being effective then that's when as a leader you kind of you step in and not only help with the situation but also coach the department has as you as you go

[Speaker 4] (46:50 - 46:50)
Thank you.

[Speaker 5] (46:55 - 46:56)
In municipalities,

[Speaker 5] (46:56 - 47:03)
leadership roles such as TA or town manager and elected mayor are significantly different in terms of authority and responsibility.

[Speaker 5] (47:04 - 47:06)
I think we talked a little bit about that last time.

[Speaker 1] (47:06 - 47:06)
Yeah

[Speaker 5] (47:07 - 47:21)
So just how would you in your own words describe sort of the key differences between those positions and then based on your understanding how do you see the role of TA and Swamp Scott and how would you approach working within the framework to best serve?

[Speaker 5] (47:21 - 47:22)
the board and the residents.

[Speaker 1] (47:23 - 47:40)
That that's a good question and it's something that I kind of learned on the fly because I came from a city and then I went to a town without and I went from you know chief of staff to that long title I had and then

[Speaker 1] (47:41 - 48:07)
to ultimately to Marblehead and without any like training wheels so to speak I didn't have an assistant position where I kind of went in and learned how towns work and there were differences that I wish I had known going in that I learned as I went because it is so different city government in my opinion

[Speaker 1] (48:08 - 48:10)
is more nimble, you can get things done quicker.

[Speaker 1] (48:11 - 48:13)
And sometimes that's good and sometimes it's not.

[Speaker 1] (48:14 - 48:16)
I find with town government,

[Speaker 1] (48:16 - 48:17)
it's longer process,

[Speaker 1] (48:17 - 48:20)
it takes more process

[Speaker 1] (48:20 - 48:29)
and buy-in. And oftentimes it ends up in a better place because of that process and those who are involved.

[Speaker 1] (48:29 - 48:30)
As town administrator,

[Speaker 1] (48:31 - 48:32)
like I think I said.

[Speaker 1] (48:33 - 48:40)
You know, I am um I typically provide a recommendation to the board um if I think

[Speaker 1] (48:41 - 48:42)
It warrants a recommendation,

[Speaker 1] (48:43 - 49:05)
or if I'm asked, but I also ultimately understand that the decision a lot of the times is not mine, that it's the boards and I have a real respect for that and understanding of that and my feelings don't get hurt when you disagree with me or when my board disagrees with me.

[Speaker 1] (49:05 - 49:07)
It happens and that's okay.

[Speaker 1] (49:08 - 49:31)
So I see the role of town administrator as kind of trying to execute on a day-to-day basis what you're looking to accomplish and trying to do that within the parameters that you've set. And I also feel like my role is to support the board in all ways I can.

[Speaker 1] (49:32 - 49:37)
make sure that you're in the loop and understand what the heck is going on,

[Speaker 1] (49:37 - 49:39)
especially if it's

[Speaker 1] (49:41 - 49:45)
Make sure that you're aware it's communicated with you,

[Speaker 1] (49:45 - 49:54)
and if it needs your input, that you have an opportunity to provide input. And that's how I do the role.

[Speaker 1] (49:55 - 50:07)
But I view it as a there's a real need for a strong like it's a collaboration here it's a partnership if you're doing well I'm doing well and vice versa and

[Speaker 1] (50:08 - 50:11)
And that's part of the that's part of the role that I enjoy.

[Speaker 1] (50:11 - 50:25)
Public service is what it is what it actually it says it's you're working with the public you're working with boards and committees to get things done and if I if that wasn't part of the role I probably wouldn't want to be part of it because that's really part of it that I that I enjoy so.

[Speaker 2] (50:29 - 50:30)
Um.

[Speaker 3] (50:31 - 50:31)
Last question.

[Speaker 3] (50:32 - 50:39)
So you've expressed reviewing our financials, and I just want to know going forward,

[Speaker 3] (50:39 - 50:48)
how would you foresee balancing and dealing with our financials for next year with next year's budget without having to tap into our unused levy?

[Speaker 1] (50:50 - 50:54)
Have you made that decision already that you're not going to tap into it?

[Speaker 3] (50:54 - 50:55)
We haven't made that decision.

[Speaker 1] (50:55 - 50:56)
Okay. All right.

[Speaker 1] (50:57 - 51:03)
But assuming let's play that out, assuming that you want to avoid that,

[Speaker 1] (51:03 - 51:07)
it's tough decisions.

[Speaker 1] (51:08 - 51:10)
I mean, that's what happens in these situations.

[Speaker 1] (51:10 - 51:17)
You have to make, you're going to have to make decisions that some people may like and some people may not.

[Speaker 1] (51:19 - 51:23)
At the end of the day, you know, in Dunstable,

[Speaker 1] (51:23 - 51:25)
we don't have a finance director.

[Speaker 1] (51:25 - 51:30)
So what one of the things that I learned in Dunstable is how to.

[Speaker 1] (51:31 - 51:33)
put a budget together because I never,

[Speaker 1] (51:33 - 51:38)
I mean I had a seat at the table and I was active in budget preparation and creation,

[Speaker 1] (51:38 - 51:40)
but I didn't put it together.

[Speaker 1] (51:40 - 51:45)
And when I started and I found out that I was the one to put it together,

[Speaker 1] (51:45 - 51:45)
really?

[Speaker 1] (51:46 - 51:46)
Okay,

[Speaker 1] (51:46 - 51:47)
let's go.

[Speaker 1] (51:48 - 51:50)
So it was a learning experience to start.

[Speaker 1] (51:52 - 51:55)
But it's ultimately when you're putting it together,

[Speaker 1] (51:55 - 51:57)
it's not that complicated.

[Speaker 1] (51:57 - 51:59)
It's money in, money out,

[Speaker 1] (52:00 - 52:02)
and they have to balance.

[Speaker 1] (52:02 - 52:06)
So you go through the process,

[Speaker 1] (52:06 - 52:10)
you create a process that people buy into.

[Speaker 1] (52:11 - 52:13)
You communicate the parameters.

[Speaker 1] (52:14 - 52:18)
If you decide you don't want to tap into the levy, what that means to everybody's budget,

[Speaker 1] (52:18 - 52:20)
you communicate that.

[Speaker 1] (52:20 - 52:21)
This is the budget we need in,

[Speaker 1] (52:22 - 52:24)
and then you weigh your options after.

[Speaker 1] (52:26 - 52:30)
That's the only way to do it.

[Speaker 1] (52:30 - 52:31)
That's the only way I know how to do it.

[Speaker 3] (52:34 - 52:34)
Thank you.

[Speaker 4] (52:35 - 52:37)
A follow-up quickly,

[Speaker 4] (52:37 - 52:38)
Jason.

[Speaker 4] (52:38 - 52:42)
We're talking about not tapping our unused levy capacity,

[Speaker 4] (52:42 - 52:46)
but what are your feelings potentially on an under-ride?

[Speaker 1] (52:46 - 52:48)
An underride?

[Speaker 1] (52:48 - 52:48)
Oof.

[Speaker 1] (52:49 - 52:50)
And again,

[Speaker 1] (52:51 - 52:56)
these are community decisions. I always say this because we've gone through three override requests.

[Speaker 1] (52:56 - 52:58)
And so I always say,

[Speaker 1] (52:58 - 53:00)
here's my recommendation,

[Speaker 1] (53:00 - 53:03)
but this is a community decision ultimately.

[Speaker 1] (53:04 - 53:05)
If you want to do an override,

[Speaker 1] (53:05 - 53:08)
these are the things you can have. If you don't want to do an override,

[Speaker 1] (53:08 - 53:09)
these are the things you can have.

[Speaker 1] (53:09 - 53:11)
If you want to do an underride, same thing.

[Speaker 1] (53:12 - 53:12)
Look,

[Speaker 1] (53:12 - 53:13)
the value of an underride,

[Speaker 1] (53:13 - 53:14)
this is what you'll see.

[Speaker 1] (53:15 - 53:17)
This is what you're going to lose.

[Speaker 1] (53:18 - 53:21)
But I see those as,

[Speaker 1] (53:21 - 53:21)
look,

[Speaker 1] (53:21 - 53:23)
if you want to have those conversations,

[Speaker 1] (53:23 - 53:24)
absolutely.

[Speaker 1] (53:25 - 53:26)
And I,

[Speaker 1] (53:26 - 53:35)
like I said, I've made my recommendation over the last three years for balanced budget that required an override.

[Speaker 1] (53:35 - 53:40)
And the community disagreed twice and agreed once.

[Speaker 1] (53:40 - 53:44)
And the same would go for an underwrite if that's what the community wanted.

[Speaker 1] (53:45 - 53:56)
But, you know, like I th uh y if the community prioritises that over um over municipal services, then you have to de y that's your job is to deal with that.

[Speaker 5] (53:58 - 53:58)
Thank you.

[Speaker 1] (53:58 - 53:59)
Yeah.

[Speaker 3] (53:59 - 54:09)
There must have been a real challenge having to work with an override and balance your budget when yours your school budget is also tied to another community.

[Speaker 3] (54:10 - 54:11)
What was that like?

[Speaker 1] (54:12 - 54:13)
So yeah,

[Speaker 1] (54:13 - 54:16)
I mean the first year that I was there,

[Speaker 1] (54:16 - 54:18)
I think I talked about this a little bit.

[Speaker 1] (54:18 - 54:29)
We generally speaking, our timeline for our budget was well behind the charter requirements of the town of Groton and the school district.

[Speaker 1] (54:30 - 54:31)
And so...

[Speaker 1] (54:32 - 54:42)
And so we were basically, they kind of went through their process and said, okay, here's your assessment for schools because it's just a math, it's a 23% match of what Groton's paying.

[Speaker 1] (54:42 - 54:44)
And so they set their budget,

[Speaker 1] (54:45 - 54:45)
here's your bill,

[Speaker 1] (54:45 - 54:47)
23%, okay,

[Speaker 1] (54:47 - 54:49)
we budget that and then we got to figure the rest out.

[Speaker 1] (54:50 - 54:58)
And so to me that wasn't a great process for us. So how we figured it out was we're going to create a budget working group that I talked about before.

[Speaker 1] (54:59 - 55:05)
We're going to have everybody finance committee, it's called advisory board and done so select board,

[Speaker 1] (55:05 - 55:18)
me and school district superintendent finance school committee and Groton and we all came together. First year was a little was a little bumpy.

[Speaker 1] (55:19 - 55:19)
Um

[Speaker 6] (55:19 - 55:19)
Mm-hmm.

[Speaker 1] (55:21 - 55:35)
but we ultimately got to a point where we s we all agreed look this isn't like a one year problem. This is a f at least a three year problem. We see it. Um we're a minimum made community which I don't know if Salem's got is, but um

[Speaker 1] (55:36 - 55:37)
But minimum age,

[Speaker 1] (55:37 - 55:38)
Chapter 70,

[Speaker 1] (55:38 - 55:39)
was like really,

[Speaker 1] (55:39 - 55:42)
it still is a real problem where we are.

[Speaker 1] (55:43 - 55:53)
And so we saw the projections, so we went, we requested an override for three years to fund municipal and schools,

[Speaker 1] (55:53 - 55:56)
and it got.

[Speaker 1] (55:57 - 55:58)
It got beat pretty good.

[Speaker 1] (55:59 - 56:02)
It got, it was closer in Donecival than in Groton,

[Speaker 1] (56:02 - 56:03)
but it got beat in both communities.

[Speaker 1] (56:04 - 56:10)
And so this last year, we went for one year and it passed and Donecival didn't pass in Groton.

[Speaker 1] (56:10 - 56:16)
And so, so we have, we, and I mean, if you, if you look.

[Speaker 1] (56:17 - 56:39)
On the website if you look on our Facebook and social media we put a whole we had a whole communications and outreach strategy just for that and that was a major component I think of like people understanding where we were at with you know we did something called kitchen conversations where we came to people's homes.

[Speaker 1] (56:40 - 56:41)
I had community discussions.

[Speaker 1] (56:42 - 56:44)
I did coffees at the local cafe.

[Speaker 1] (56:45 - 56:48)
We had social media constant campaign.

[Speaker 1] (56:48 - 56:50)
We had forums, we had workshops.

[Speaker 1] (56:51 - 56:56)
I mean we really did all that we could to get the word out and to engage with people about the budget.

[Speaker 1] (56:57 - 56:59)
But yeah, it's it's it's

[Speaker 1] (57:00 - 57:13)
The way to make that work is developing close working relationships with the school district and the town of Groton in order for everybody to understand this is where our finances are, this is where the school's finances are,

[Speaker 1] (57:13 - 57:14)
and this is where the town of Groton's are.

[Speaker 1] (57:15 - 57:27)
And how do we merge all of those together so that we're not putting one at such a disadvantage as the other. So yeah, maybe all of us are going to have to make some.

[Speaker 1] (57:28 - 57:44)
tweaks and some decisions but it's not so much that we're decimating like you know certain services in one town or in schools so yeah that was a that was a process for sure to get it working the way we wanted it to

[Speaker 7] (57:47 - 57:50)
So, to follow up. So the years when the override didn't pass,

[Speaker 7] (57:51 - 57:53)
school budgets set.

[Speaker 7] (57:54 - 58:01)
Does the school budget then get adjusted when it didn't override or is all the pain flow back to the town side?

[Speaker 1] (58:02 - 58:15)
So the first year the override failed by six votes and so we ended up cutting on the municipal side and fully funding schools on the first year.

[Speaker 1] (58:15 - 58:17)
Second year.

[Speaker 1] (58:18 - 58:23)
The discussion really was and the override was truly for the schools.

[Speaker 1] (58:23 - 58:24)
That was the request.

[Speaker 1] (58:25 - 58:28)
The municipal side in both communities was able to balance.

[Speaker 1] (58:28 - 58:32)
If you kind of proportioned out the revenue coming in and the expenses,

[Speaker 1] (58:32 - 58:37)
town side in both communities were essentially balanced,

[Speaker 1] (58:37 - 58:42)
but the school growth was far more than our revenue growth.

[Speaker 1] (58:44 - 58:47)
So because that got failed,

[Speaker 1] (58:47 - 58:52)
ultimately the schools actually absorbed the reductions and they had to reduce 27,

[Speaker 1] (58:52 - 58:54)
I think, positions.

[Speaker 1] (58:57 - 59:06)
And so this year there was a combination of minor school reductions and minor reductions in Groton.

[Speaker 1] (59:06 - 59:07)
I don't want to call it minor,

[Speaker 1] (59:07 - 59:09)
but, you know.

[Speaker 1] (59:09 - 59:14)
the financial cost of them were both minor in comparison.

[Speaker 1] (59:15 - 59:17)
So they both had to make some,

[Speaker 1] (59:17 - 59:24)
they had to tighten their belt a little bit and we were able to fund a budget as it was proposed because ours passed.

[Speaker 7] (59:25 - 59:34)
Did the public fault municipal government in Dunstable for the teacher?

[Speaker 2] (59:46 - 59:50)
They didn't, as far as I know, in either community,

[Speaker 2] (59:51 - 59:57)
because it was so clear what the need was and what the ask was.

[Speaker 2] (59:58 - 1:00:00)
That when it failed,

[Speaker 2] (1:00:00 - 1:00:05)
and it was kind of communicated like this through the process that,

[Speaker 2] (1:00:05 - 1:00:12)
hey, it's going to mean either these reductions in the schools or these reductions on the town side.

[Speaker 2] (1:00:13 - 1:00:14)
And honestly,

[Speaker 2] (1:00:14 - 1:00:23)
the reductions on the town side were just not, they weren't possible because we're already so lean that to do it would have been.

[Speaker 2] (1:00:24 - 1:00:26)
I mean, just almost,

[Speaker 2] (1:00:26 - 1:00:29)
it would have made it very difficult to just function,

[Speaker 2] (1:00:29 - 1:00:30)
you know.

[Speaker 2] (1:00:32 - 1:00:33)
So no,

[Speaker 2] (1:00:33 - 1:00:34)
but there wasn't a lot of that.

[Speaker 2] (1:00:34 - 1:00:39)
I mean, there was disappointment from the school community.

[Speaker 2] (1:00:41 - 1:00:44)
And I think also maybe because...

[Speaker 2] (1:00:46 - 1:00:54)
We really put so much effort into making sure people knew what was in front of them and what they were voting on and what the impacts were potentially.

[Speaker 2] (1:00:55 - 1:01:06)
There was a lot of work put into that that I think people appreciated the work that was put in kind of collaboratively, maybe that helped.

[Speaker 2] (1:01:06 - 1:01:07)
But no,

[Speaker 2] (1:01:07 - 1:01:09)
there wasn't a ton of that pushback.

[Speaker 3] (1:01:11 - 1:01:11)
Who

[Speaker 4] (1:01:11 - 1:01:14)
Who did all that comms work, the communication work?

[Speaker 2] (1:01:14 - 1:01:18)
The comms work for the budget stuff was mostly me.

[Speaker 2] (1:01:21 - 1:01:27)
But there's an assistant to town administrator and select board,

[Speaker 2] (1:01:27 - 1:01:30)
and she does really good at it too.

[Speaker 2] (1:01:31 - 1:01:32)
So she does a lot of it.

[Speaker 2] (1:01:32 - 1:01:33)
She's excellent.

[Speaker 2] (1:01:36 - 1:01:40)
We built that when I first started, we didn't even have we had no social media presence.

[Speaker 2] (1:01:40 - 1:01:43)
So we built that, which is, again,

[Speaker 2] (1:01:43 - 1:01:46)
that's another kind of I don't want to say small thing,

[Speaker 2] (1:01:46 - 1:01:55)
but it's something that's had, you know, put some focus on it and it's had huge impact. So people really appreciate it.

[Speaker 4] (1:01:59 - 1:02:00)
Hi.

[Speaker 4] (1:02:00 - 1:02:00)
Well,

[Speaker 4] (1:02:00 - 1:02:03)
we're out of time, but if you wanted to.

[Speaker 4] (1:02:03 - 1:02:09)
Offer us anything. I don't know if you have anything you wanted to circle back on from last time or if

[Speaker 2] (1:02:09 - 1:02:09)
I

[Speaker 4] (1:02:09 - 1:02:09)
you,

[Speaker 2] (1:02:09 - 1:02:13)
don't. I just want to thank you for the opportunity and appreciate,

[Speaker 2] (1:02:13 - 1:02:17)
I know everybody's been doing due diligence because I've heard from a lot of friends.

[Speaker 4] (1:02:17 - 1:02:17)
Great.

[Speaker 2] (1:02:17 - 1:02:19)
So I really,

[Speaker 2] (1:02:19 - 1:02:22)
so I know you're doing due diligence. I really appreciate that.

[Speaker 2] (1:02:22 - 1:02:28)
And whoever you pick, I wish you and the community luck.

[Speaker 4] (1:02:28 - 1:02:29)
Thank you very much,

[Speaker 5] (1:02:29 - 1:02:29)
Yes.

[Speaker 4] (1:02:29 - 1:02:29)
Rachel.

[Speaker 2] (1:02:29 - 1:02:31)
Thank you. Appreciate it.

[Speaker 4] (1:02:42 - 1:02:43)
All right.

[Speaker 1] (1:02:43 - 1:02:46)
Are we going to ask our esteemed group here to vote community

[Speaker 4] (1:02:46 - 1:02:47)
Well, we don't

[Speaker 1] (1:02:47 - 1:02:47)
input?

[Speaker 4] (1:02:47 - 1:02:50)
have public comments, so we are not.

[Speaker 4] (1:02:51 - 1:02:52)
Thank you for the suggestion,

[Speaker 4] (1:02:52 - 1:02:53)
though.

[Speaker 4] (1:02:54 - 1:02:57)
But we are going to go along to our discussion on the finalists.

[Speaker 4] (1:02:59 - 1:03:00)
So unless

[Speaker 4] (1:03:01 - 1:03:03)
anybody needs t two minutes.

[Speaker 4] (1:03:04 - 1:03:05)
Oh, okay.

[Speaker 6] (1:03:05 - 1:03:06)
I

[Speaker 4] (1:03:06 - 1:03:06)
Wha you wanna

[Speaker 6] (1:03:06 - 1:03:06)
do

[Speaker 4] (1:03:06 - 1:03:06)
take a break?

[Speaker 6] (1:03:06 - 1:03:08)
have a questi oh, you're gonna take

[Speaker 7] (1:03:08 - 1:03:08)
Oh,

[Speaker 6] (1:03:08 - 1:03:08)
a two

[Speaker 7] (1:03:08 - 1:03:08)
go

[Speaker 6] (1:03:08 - 1:03:08)
minute

[Speaker 7] (1:03:08 - 1:03:08)
go

[Speaker 6] (1:03:08 - 1:03:08)
break?

[Speaker 7] (1:03:08 - 1:03:08)
go ahead.

[Speaker 6] (1:03:08 - 1:03:22)
I do have a question before, so I just wanna know, just for full transparency, if anyone on this board has had any communication with either of these two candidates, whether it be email, telephone, or meeting?

[Speaker 1] (1:03:23 - 1:03:23)
Not for me.

[Speaker 4] (1:03:24 - 1:03:24)
Not for me.

[Speaker 1] (1:03:25 - 1:03:30)
I mean, I received as uh a outreach from one of the candidates, but I did not respond.

[Speaker 8] (1:03:31 - 1:03:31)
Oh, not for me.

[Speaker 6] (1:03:32 - 1:03:32)
Not for me.

[Speaker 4] (1:03:33 - 1:03:33)
Great.

[Speaker 1] (1:03:34 - 1:03:35)
How about for you?

[Speaker 6] (1:03:35 - 1:03:39)
The same as you, but I had no no presentation.

[Speaker 4] (1:03:41 - 1:03:41)
Fantastic.

[Speaker 4] (1:03:43 - 1:03:44)
Okay, so

[Speaker 4] (1:03:45 - 1:03:48)
everybody knows what our objective is here tonight.

[Speaker 4] (1:03:50 - 1:03:53)
Who wants to get started? I started last time, so

[Speaker 1] (1:03:53 - 1:03:57)
Oh, I'll just say that I thought they were both terrific.

[Speaker 1] (1:03:58 - 1:04:02)
Really, I think we have two great candidates.

[Speaker 1] (1:04:04 - 1:04:08)
And for me tonight it got harder, instead of easier,

[Speaker 6] (1:04:08 - 1:04:08)
Yep.

[Speaker 1] (1:04:08 - 1:04:09)
actually.

[Speaker 1] (1:04:10 - 1:04:13)
And it's, the

[Speaker 1] (1:04:15 - 1:04:18)
last thing I want to do is have yet another meeting, but

[Speaker 1] (1:04:19 - 1:04:29)
I actually, frankly, could use five minutes even just to really read over this and digest this. I don't want to feel like I'm just talking because I need to talk, which is what I'm doing right now.

[Speaker 4] (1:04:29 - 1:04:29)
You are?

[Speaker 1] (1:04:29 - 1:04:31)
Um but

[Speaker 6] (1:04:31 - 1:04:32)
Take a five minute break?

[Speaker 1] (1:04:32 - 1:04:33)
but

[Speaker 4] (1:04:33 - 1:04:34)
Yeah, we could take a five minute break.

[Speaker 1] (1:04:34 - 1:04:34)
I

[Speaker 4] (1:04:34 - 1:04:34)
That's

[Speaker 1] (1:04:34 - 1:04:34)
think

[Speaker 4] (1:04:34 - 1:04:34)
fine.

[Speaker 1] (1:04:34 - 1:04:37)
for me it would be helpful just to kind of process this a little

[Speaker 4] (1:04:37 - 1:04:37)
Okay,

[Speaker 1] (1:04:37 - 1:04:37)
bit.

[Speaker 4] (1:04:37 - 1:04:38)
let's take ten minutes.

[Speaker 6] (1:04:38 - 1:04:39)
Five minute dog process break.

[Speaker 1] (1:04:40 - 1:04:40)
Yes,

[Speaker 4] (1:04:40 - 1:04:41)
Why don't we take

[Speaker 1] (1:04:41 - 1:04:42)
hopefully it's helpful to everyone

[Speaker 4] (1:04:42 - 1:04:42)
yeah, why

[Speaker 1] (1:04:42 - 1:04:42)
else.

[Speaker 4] (1:04:42 - 1:04:44)
don't we t why don't we take ten minutes.

[Speaker 2] (1:04:44 - 1:04:45)
Yeah. It works. Seven fifteen.

[Speaker 4] (1:04:45 - 1:04:47)
We'll take t ten minutes. We'll come back at seven fifteen.

[Speaker 4] (1:04:47 - 1:04:54)
and obviously we won't be discussing amongst ourselves, this will be by ourselves.

[Speaker 9] (1:04:54 - 1:04:54)
Yeah.

[Speaker 4] (1:04:54 - 1:04:57)
Uh and we'll see you guys in ten minutes.

[Speaker 6] (1:04:58 - 1:04:58)
Sounds good.

[Speaker 9] (1:04:59 - 1:05:00)
Time out.

[Speaker 1] (1:14:03 - 1:14:04)
Sorry, I shouldn't

[Speaker 2] (1:14:04 - 1:14:04)
Okay.

[Speaker 1] (1:14:04 - 1:14:05)
have. I shouldn't have.

[Speaker 2] (1:14:06 - 1:14:07)
We're back.

[Speaker 2] (1:14:07 - 1:14:13)
We've all gathered our thoughts, and now we have very interesting things to say.

[Speaker 3] (1:14:15 - 1:14:16)
You want to just go down the row?

[Speaker 3] (1:14:16 - 1:14:19)
Or are we going back to, start with you Mary You Ellen.

[Speaker 2] (1:14:19 - 1:14:20)
want, yeah, go ahead.

[Speaker 3] (1:14:21 - 1:14:23)
I didn't say this end.

[Speaker 2] (1:14:23 - 1:14:23)
Oh,

[Speaker 3] (1:14:23 - 1:14:23)
No,

[Speaker 2] (1:14:23 - 1:14:23)
you said

[Speaker 3] (1:14:23 - 1:14:24)
no, I

[Speaker 2] (1:14:24 - 1:14:24)
down the

[Speaker 3] (1:14:24 - 1:14:24)
will.

[Speaker 2] (1:14:24 - 1:14:24)
row.

[Speaker 3] (1:14:24 - 1:14:26)
I will, I will, I will, I will.

[Speaker 3] (1:14:26 - 1:14:26)
Oh, I will.

[Speaker 3] (1:14:28 - 1:14:29)
So

[Speaker 1] (1:14:29 - 1:14:30)
This came in.

[Speaker 3] (1:14:31 - 1:14:45)
for me, yes, tonight made it a little bit harder. Both candidates once again did a really good job. I think you know for Jason Jason um serving in Marblehead

[Speaker 3] (1:14:45 - 1:15:07)
gives him more exposure out there. And when you're in that position during COVID, during a very, very serious deficit, having to do big jobs, it makes you also a little bit more vulnerable and the target of people being able to make comments about your work or not your work.

[Speaker 3] (1:15:08 - 1:15:13)
So I did spend quite a bit of time talking to people.

[Speaker 3] (1:15:14 - 1:15:40)
Residents in Marblehead, and I got a great review on on him. I did speak to Senator Lovell's, Lovell's, where he worked. Um great review. Um reached out to three out of select board members. Great review. Um

[Speaker 3] (1:15:41 - 1:15:52)
A department head of the safety department head was a mediocre review. Another safety department head, two of them were very, very high.

[Speaker 3] (1:15:53 - 1:16:08)
T.A. assistance was very good. Um so for me, their both great candidates, but I'm I'm leaning more towards Jason because of Jason's experience. And I feel that

[Speaker 3] (1:16:10 - 1:16:22)
It's what the town needs right now, is the experience. Um if they're both even, that would be that would be different. And I don't I don't think they're even. I think that he has more experience in all the aspects of what it's gonna take.

[Speaker 3] (1:16:23 - 1:16:29)
So that would be um that would be my that's where I'm leaning towards Jason.

[Speaker 4] (1:16:32 - 1:16:33)
Tag?

[Speaker 1] (1:16:33 - 1:16:34)
We can go to Daniel and David.

[Speaker 4] (1:16:34 - 1:16:34)
Sure,

[Speaker 1] (1:16:34 - 1:16:34)
I think I've

[Speaker 4] (1:16:34 - 1:16:35)
Daniel.

[Speaker 1] (1:16:35 - 1:16:36)
already talked a little bit of it.

[Speaker 3] (1:16:38 - 1:16:41)
So I think, to Mary Ellen's point,

[Speaker 3] (1:16:41 - 1:16:43)
this is an incredibly tough decision,

[Speaker 3] (1:16:43 - 1:16:45)
made even more difficult tonight.

[Speaker 3] (1:16:46 - 1:16:59)
I, too, have done an awful lot of research. I've talked to a lot of people. But I caution that when you talk to people that have acted as references or people that have been former employers,

[Speaker 3] (1:16:59 - 1:17:01)
it's very subjective,

[Speaker 3] (1:17:01 - 1:17:02)
right? So you have to really,

[Speaker 3] (1:17:02 - 1:17:03)
I personally.

[Speaker 5] (1:17:04 - 1:17:29)
tend to get more of my information from the candidate themself, so I base a lot more um how I judge people in what they actually their answers and you know, compare them to one another. Um both exceptional candidates. We're really lucky to be even having this discussion and having this choice. Um I personally find myself leaning towards Nick Connors. Um and I

[Speaker 5] (1:17:31 - 1:17:44)
You know, Marblehead was a big question for me, right, so it was a big lingering concern for me. I have heard some different opinions of what came out of that experience for Mr Silva.

[Speaker 5] (1:17:44 - 1:17:59)
And, you know, we probably will never know the actual truth of it, right, so we just have to get gather as much information as we can and and make an informed decision. And the way I do that, if all things are considered equal, in one

[Speaker 5] (1:18:00 - 1:18:04)
Um I've heard some potentially negative things about or things that are not as great.

[Speaker 5] (1:18:05 - 1:18:22)
I would rather I I consider that a disadvantage. So I would I would hedge towards the one that doesn't come in with any type of negative connotation or or potentially negative connotation. Um I also think that um I was pretty impressed by Mr Connors.

[Speaker 5] (1:18:23 - 1:18:25)
due diligence about the town of Swampscott,

[Speaker 5] (1:18:25 - 1:18:32)
and really digging into what's going on here right now, what our priorities are, what our pressing issues are,

[Speaker 5] (1:18:32 - 1:18:36)
um and really taking the time to exhibit that he understands where we're at.

[Speaker 5] (1:18:38 - 1:18:47)
So I I was quite impressed by that. I too have spoken to a lot of people in Linfield, a lot of people in Marblehead, Mr Connors lives in Linfield,

[Speaker 5] (1:18:47 - 1:18:55)
he's on the Finance Committee there. Um I have spoken to a lot of people in Marblehead where Mr Silva has worked. So I have really done as much

[Speaker 5] (1:18:55 - 1:19:22)
Digging so to speak as possible, but I really do rely on my gut and I really rely on listening to the responses of the candidates themselves. And I feel like Mr Connors is eager to be a T-A and is coming into that with a fresh perspective in terms of not having maybe a jaded experience or an experience that has coloured his outlook about the position itself.

[Speaker 5] (1:19:23 - 1:19:24)
And I find that refreshing.

[Speaker 1] (1:19:25 - 1:19:29)
I do also think because he has a law degree,

[Speaker 1] (1:19:29 - 1:19:34)
he has worked for the Department of Environmental at the state level.

[Speaker 1] (1:19:34 - 1:19:39)
He has worked for DCR at the state level, which function very similar to a small municipality.

[Speaker 1] (1:19:40 - 1:19:42)
So the experience piece,

[Speaker 1] (1:19:42 - 1:19:46)
you know, while I feel like experience is important,

[Speaker 1] (1:19:46 - 1:19:50)
it's not the only piece of the puzzle for me. And I think in light of.

[Speaker 1] (1:19:50 - 1:19:51)
The last TA that we had,

[Speaker 1] (1:19:51 - 1:19:58)
we really do owe it to ourselves to focus on someone that can communicate,

[Speaker 1] (1:19:58 - 1:20:00)
repair a relationship with residents,

[Speaker 1] (1:20:00 - 1:20:01)
with staff members,

[Speaker 1] (1:20:02 - 1:20:05)
all-encompassing. And I feel like Mr.

[Speaker 1] (1:20:05 - 1:20:09)
Connors displayed that to me, so that's where I'm leaning.

[Speaker 1] (1:20:09 - 1:20:12)
I've never wanted to say, you know, rule anybody out,

[Speaker 1] (1:20:12 - 1:20:15)
but that's my initial take.

[Speaker 1] (1:20:15 - 1:20:16)
That's how I feel.

[Speaker 2] (1:20:19 - 1:20:20)
Back to you, Doug.

[Speaker 3] (1:20:20 - 1:20:22)
Oh, I'm happy to do it then.

[Speaker 2] (1:20:22 - 1:20:22)
Oh great,

[Speaker 4] (1:20:22 - 1:20:22)
Yeah.

[Speaker 2] (1:20:22 - 1:20:23)
David, go ahead.

[Speaker 3] (1:20:23 - 1:20:23)
Yeah.

[Speaker 2] (1:20:23 - 1:20:25)
I thought we were flip-flopping.

[Speaker 3] (1:20:25 - 1:20:25)
Oh, wow.

[Speaker 4] (1:20:26 - 1:20:26)
Oh.

[Speaker 3] (1:20:27 - 1:20:28)
Do whatever whatever you would like.

[Speaker 2] (1:20:28 - 1:20:28)
No.

[Speaker 3] (1:20:28 - 1:20:30)
Um no, so yeah tonight

[Speaker 5] (1:20:31 - 1:20:38)
Tonight was definitely reflective of the difficult decision that this board has in front of us.

[Speaker 5] (1:20:38 - 1:20:43)
I think we heard from two incredibly talented candidates,

[Speaker 5] (1:20:43 - 1:20:53)
both have experience in a variety of roles,

[Speaker 5] (1:20:53 - 1:20:59)
both I believe can be successful in our great town, our little quaint little seaside beach.

[Speaker 5] (1:21:00 - 1:21:10)
community of Swampskit Massachusetts I think you know we saw the level of preparation from both of these candidates I think mr.

[Speaker 5] (1:21:10 - 1:21:27)
Connors was extremely well prepared both last week and and and this week definitely making making the decision for us the five of us up here pretty difficult he answered our questions he he really provided a lot of

[Speaker 5] (1:21:27 - 1:21:46)
a lot of thorough follow-up and was anticipatory of the questions that we were that we were going to ask him so certainly a lot of a lot of preparation and and really thought went into one into his his interviews both of them

[Speaker 5] (1:21:47 - 1:21:49)
And I think, you know, to Danielle's point,

[Speaker 5] (1:21:49 - 1:21:50)
I think he's hungry.

[Speaker 5] (1:21:50 - 1:22:01)
I think he certainly wants to come in and do a great job and really embrace our community and really take us to the next level if given that opportunity.

[Speaker 5] (1:22:02 - 1:22:09)
And I feel confident that he can do that. When I look at Jason,

[Speaker 5] (1:22:09 - 1:22:11)
you

[Speaker 5] (1:22:12 - 1:22:15)
know, he has proven that he can.

[Speaker 5] (1:22:16 - 1:22:20)
tackle the role. He's worked in Marblehead, he's currently working in Dunstable,

[Speaker 5] (1:22:20 - 1:22:24)
he has a variety of experience and expertise.

[Speaker 5] (1:22:25 - 1:22:27)
He's certainly connected at the state level,

[Speaker 5] (1:22:27 - 1:22:33)
but really I think to Mary Ellen's point earlier,

[Speaker 5] (1:22:33 - 1:22:36)
it comes down to that experience and all else equal,

[Speaker 5] (1:22:37 - 1:22:41)
you have someone who has proven.

[Speaker 5] (1:22:42 - 1:22:57)
that they can run a municipality and you know to me I think that's incredibly important I love the I love the fact that Jason Silva has worn many hats he's he's worn hats he's been the fine his director

[Speaker 5] (1:22:59 - 1:23:01)
You know, he's been a chief of staff.

[Speaker 5] (1:23:01 - 1:23:07)
I think both candidates really said, you know, we're looking to the board for direction,

[Speaker 5] (1:23:07 - 1:23:08)
for goals and objectives,

[Speaker 5] (1:23:08 - 1:23:14)
and we really want to make sure that we're going to follow the guidance of the board.

[Speaker 5] (1:23:15 - 1:23:18)
So I think it's important for us to be able to provide that guidance,

[Speaker 5] (1:23:18 - 1:23:26)
provide those guardrails, and to really ensure that we have success with whomever the...

[Speaker 5] (1:23:26 - 1:23:34)
the next town administrator in Swampskitt is you know at this at this very moment just giving the given the experience of mr.

[Speaker 5] (1:23:34 - 1:23:37)
Silva I would certainly lean to mr.

[Speaker 5] (1:23:37 - 1:23:37)
Silva

[Speaker 3] (1:23:41 - 1:23:42)
You want me to go first?

[Speaker 2] (1:23:42 - 1:23:43)
I sure do.

[Speaker 2] (1:23:44 - 1:23:49)
It's the privilege of the chair and I very rarely get to utilize it so you're up Jack.

[Speaker 6] (1:23:55 - 1:23:57)
Yeah, as I said, you know, they're both great.

[Speaker 6] (1:23:57 - 1:23:59)
And I really,

[Speaker 6] (1:23:59 - 1:24:04)
the lead for me is that I'll be happy either way we go.

[Speaker 6] (1:24:04 - 1:24:08)
I really sincerely that's not a dodge,

[Speaker 6] (1:24:08 - 1:24:19)
but I think, you know, obviously they have slight, you know, differences or strengths and differences in that regard, but I just, I think we're going to be in good shape with both of them.

[Speaker 6] (1:24:23 - 1:24:27)
Beyond the experience with Jason,

[Speaker 6] (1:24:27 - 1:24:34)
I have to say that I think I loved his kind of great place to work answer.

[Speaker 6] (1:24:35 - 1:24:41)
Probably the cherry on top was, I don't know how the staff will feel about watching Celtics videos,

[Speaker 6] (1:24:41 - 1:24:52)
but I think actually that did encapsulate a lot for me about his level of commitment. I don't think he was just.

[Speaker 6] (1:24:52 - 1:24:56)
Just saying that he learned something from the past,

[Speaker 6] (1:24:56 - 1:24:58)
I think that he,

[Speaker 6] (1:24:58 - 1:25:00)
whether that was, you know,

[Speaker 6] (1:25:00 - 1:25:19)
there was a deep, deep story there or one or two people that were cranky or had a bad experience. I think there was some deep learning that happened there and that his answer to that which, you know.

[Speaker 6] (1:25:20 - 1:25:30)
It's hard to get anything done if you're not able to work very well with the people you work with.

[Speaker 6] (1:25:30 - 1:25:36)
And so I think his deep answer there,

[Speaker 6] (1:25:36 - 1:25:37)
I have like...

[Speaker 6] (1:25:37 - 1:26:05)
12 different things written down in that category from his answer and I think Nick gave a great answer about that as well but it you know he Jason said tonight he said previously that that was an area that was really important to him and it showed I mean clearly he's got the financial chops he has the experience so you know I kind of give him you know some edge in those categories

[Speaker 6] (1:26:05 - 1:26:24)
is as well and then it wasn't just about the staff I like the what he talked about in terms of really getting out in the community and having you know he talked about the kitchen conversations and the cafe talks and that that level of

[Speaker 6] (1:26:25 - 1:26:26)
really engaging.

[Speaker 6] (1:26:27 - 1:26:51)
You know it was interesting to hear that because I could easily read him as a person that would be more comfortable somewhat sitting in the office and working with this prioritization lists and actually running the financials and kind of working a little bit behind the scenes but then he gave you know very specific not like oh I think it's a really good idea to be out in the community.

[Speaker 6] (1:26:51 - 1:27:00)
and you know engage people but really talked about how he's how he's done that it I do

[Speaker 6] (1:27:02 - 1:27:17)
think that Nick's communication skills are excellent I love some of the ideas he had about using AI and engaging the community but you know you probably could you know

[Speaker 6] (1:27:18 - 1:27:20)
Still his ideas and other people can do them too,

[Speaker 6] (1:27:20 - 1:27:28)
but I think you know he's got more that natural inclination to be the the one out and you know communicating with staff

[Speaker 6] (1:27:29 - 1:27:38)
with the community but he doesn't quite have the exact same experience it may be just as good DCR do ER

[Speaker 6] (1:27:42 - 1:27:53)
But I suppose, you know, a little bit where Mary Ellen and David are coming down, you know, that, you know, having done it a couple times in different environments does count for something.

[Speaker 6] (1:27:54 - 1:27:56)
I'm going back to Jason,

[Speaker 6] (1:27:57 - 1:27:57)
obviously,

[Speaker 6] (1:27:58 - 1:28:08)
you know, I think, again, they're both very strong, but I suppose if push came to shove, I'd probably go.

[Speaker 6] (1:28:09 - 1:28:14)
With Jason but I mean just want to say be really happy either way

[Speaker 2] (1:28:18 - 1:28:30)
Well, push will come to shove because you will have to vote eventually on a first sort of a first candidate and a second candidate. But I guess it's funny that you said fresh,

[Speaker 2] (1:28:30 - 1:28:30)
Danielle,

[Speaker 2] (1:28:30 - 1:28:33)
because that's what I wrote on the top of Nick's interview today.

[Speaker 2] (1:28:33 - 1:28:34)
I wrote fresh.

[Speaker 2] (1:28:35 - 1:29:01)
Just felt and actually Doug made a comment as we were walking out in just the last interview or the first round of interviews that like Nick did his homework because he was talking right to you when he answered one of those questions like he had a vulnerability a humility about him like you could tell he wanted it he wanted to be here he wanted this opportunity he knew that it meant something it meant it means something to us it means something to him it just felt

[Speaker 2] (1:29:03 - 1:29:05)
Again, echoing all the things we've all said,

[Speaker 2] (1:29:05 - 1:29:12)
that there are a lot of benefits to both of them. Either of them could sit in this seat and do a great job.

[Speaker 2] (1:29:14 - 1:29:19)
I feel like some of the issues that we're looking at and some of the

[Speaker 10] (1:29:19 - 1:29:20)
things that we're looking at,

[Speaker 1] (1:29:21 - 1:29:21)
well,

[Speaker 1] (1:29:21 - 1:29:25)
all of the feedback that we got from the survey,

[Speaker 1] (1:29:25 - 1:29:28)
you know, was about transparency, communication,

[Speaker 1] (1:29:28 - 1:29:29)
and finances.

[Speaker 1] (1:29:30 - 1:29:31)
So like.

[Speaker 1] (1:29:31 - 1:29:32)
Best case scenario,

[Speaker 1] (1:29:32 - 1:29:34)
you would have one that had it all.

[Speaker 1] (1:29:34 - 1:29:44)
I feel like we have one that is more stronger on the communication, perhaps transparency side of things, because they,

[Speaker 1] (1:29:44 - 1:29:55)
in my opinion, have a more fresh outlook and, you know, they're coming at it from different angles and they're trying new things and they've had this community engagement experience and so they're not.

[Speaker 1] (1:29:56 - 1:29:58)
They don't have a fear of failing.

[Speaker 1] (1:29:58 - 1:30:01)
They're like, that's the impression I got from Nick.

[Speaker 1] (1:30:02 - 1:30:09)
But then the strength in the finances and having put together a budget,

[Speaker 1] (1:30:09 - 1:30:11)
having worn many hats, like you all have said,

[Speaker 1] (1:30:11 - 1:30:12)
that comes from Jason.

[Speaker 1] (1:30:12 - 1:30:20)
So it's like they truly are sort of neck and neck. And if you if we.

[Speaker 1] (1:30:25 - 1:30:42)
value if we value them all the same I actually don't value them all the same I'll just say that I don't value them all the same and the reason I don't is because I feel like one one is more easily learned than the other and

[Speaker 1] (1:30:43 - 1:30:46)
We could get great staff or have mentors or understand,

[Speaker 1] (1:30:46 - 1:30:49)
you know, ways to bring them up to speed on finances.

[Speaker 1] (1:30:49 - 1:30:54)
I don't even really think that's that necessary for Nick.

[Speaker 1] (1:30:54 - 1:31:07)
I think that his work in Lynfield and his work at the state level actually is going to give him a perfectly well-equipped background for this. I think...

[Speaker 1] (1:31:08 - 1:31:13)
Jason tried to explain to us that he learned over time that some things are more important than others.

[Speaker 1] (1:31:13 - 1:31:19)
And I think that was very vulnerable of him and I appreciate him explaining that to us because we all did due diligence.

[Speaker 1] (1:31:19 - 1:31:26)
We all knew that, you know, there was some question of the comings and goings of Marblehead and whatever happened, however that flushed out.

[Speaker 1] (1:31:26 - 1:31:29)
And I feel like we got a very satisfactory answer.

[Speaker 1] (1:31:30 - 1:31:46)
It's very understandable between COVID and, you know, all the stress and the conditions of the finances in Marblehead and all of those things that you would come to a conclusion of burnout and having to have a new start.

[Speaker 1] (1:31:48 - 1:31:52)
I just think then if...

[Speaker 1] (1:31:54 - 1:31:59)
The former can be learned and the latter can't, then maybe for me I'm leaning a little bit more Nick.

[Speaker 1] (1:31:59 - 1:32:00)
But again,

[Speaker 1] (1:32:00 - 1:32:11)
I feel like both of them could perfectly do the job and meet the needs that we need, but just want to be honest in my opinion.

[Speaker 2] (1:32:13 - 1:32:15)
I do want to say too,

[Speaker 2] (1:32:15 - 1:32:21)
what developed into a slight red flag for me was

[Speaker 2] (1:32:23 - 1:32:27)
The jumping around from municipality to municipality for short stints.

[Speaker 2] (1:32:27 - 1:32:33)
So, whereas the situation that we're in with Jason,

[Speaker 2] (1:32:33 - 1:32:37)
he recently signed a contract in Dunstable,

[Speaker 2] (1:32:37 - 1:32:45)
but at the same token, he's applied for a couple of TA jobs last year, this job this year.

[Speaker 2] (1:32:45 - 1:32:52)
So to me, I can't get it out of my head that why is this going to be his last long-term permanent stop.

[Speaker 2] (1:32:53 - 1:33:12)
And how can I best judge that, right? I can only judge it by past experience and if I look at that, I look at a three year stint in Marblehead, a two year stint in Dunstable that was an early renewal with a significant increase only done three or four months ago.

[Speaker 2] (1:33:13 - 1:33:18)
So how do I know that the same isn't going to happen to us here in Swampscott at the end of maybe year two?

[Speaker 2] (1:33:19 - 1:33:22)
If we can't give him X or whatever the situation is,

[Speaker 2] (1:33:22 - 1:33:22)
right,

[Speaker 2] (1:33:22 - 1:33:24)
how do I know that that long-term,

[Speaker 2] (1:33:24 - 1:33:31)
that we're his last long-term stop or potentially like at least a longer stint than two or three years,

[Speaker 2] (1:33:31 - 1:33:32)
right?

[Speaker 2] (1:33:32 - 1:33:36)
I don't want to see us put a lot of time,

[Speaker 2] (1:33:36 - 1:33:37)
effort in.

[Speaker 2] (1:33:38 - 1:34:03)
money into somebody that may not be here for the long haul now granted no one could potentially be here 20 years right but you know five ten sure that's realistic right that's hopeful you know when I when I spoke to the question about Marblehead and why he left I mean he was really honest and I appreciated it he said he was cooked okay so to me if you're cooked

[Speaker 2] (1:34:03 - 1:34:06)
after being a TA in a couple of municipalities,

[Speaker 2] (1:34:06 - 1:34:09)
what does that say to me about when you come here,

[Speaker 2] (1:34:10 - 1:34:20)
right? Because we are a high pressure, pressure cooker environment. Let's not, let's not mistake it, let's not like pretend like we aren't, right? We're the same as Marblehead, if not different,

[Speaker 2] (1:34:20 - 1:34:21)
right?

[Speaker 2] (1:34:21 - 1:34:23)
A little bit, a little bit more aggressive,

[Speaker 2] (1:34:23 - 1:34:32)
let's say. So how is that going to translate for someone that was clearly taxed by having a similar situation in a town right next to us?

[Speaker 2] (1:34:33 - 1:34:34)
So I worry about that.

[Speaker 2] (1:34:35 - 1:34:38)
If that's a, for me, that's a concern.

[Speaker 2] (1:34:39 - 1:34:47)
You know, and again, I'm focusing on that aspect, maybe a little bit more than the experience piece because, you know, to Katie's point,

[Speaker 2] (1:34:47 - 1:34:48)
yes,

[Speaker 2] (1:34:48 - 1:34:50)
we could bring somebody in to mentor Nick if we had to,

[Speaker 2] (1:34:50 - 1:34:52)
but he is, he's an assistant TA.

[Speaker 2] (1:34:53 - 1:34:57)
I mean, it's not like we're talking about, you know, he's, you know.

[Speaker 2] (1:34:59 - 1:35:17)
a clerk, right, in in a in a town hall, he's he's the sec, he's the number two in a town that's almost double the size of us, right. He's been there a year and a half so not long term. But if you think in that year and a half he hasn't figured out what it takes to be a T_A_ I mean, I d I think that would be short-sighted of us to to say that um

[Speaker 2] (1:35:17 - 1:35:37)
Yes, Jason has more experience, but Jason has experience, you know, in a city like Salem as a chief of staff, right, for a long time, or Joan Lovely's office is a whole different animal than an appointed town administrator of 15,000 people, right. So to me his relevant experience is Marblehead and Dunstable. That's where I really see it.

[Speaker 2] (1:35:37 - 1:35:44)
Two situations where you got two years and you got three years that you left the neighboring town.

[Speaker 2] (1:35:44 - 1:35:45)
Um,

[Speaker 2] (1:35:45 - 1:35:45)
and,

[Speaker 2] (1:35:45 - 1:35:48)
you know, because of a high pressure situation.

[Speaker 2] (1:35:48 - 1:35:51)
So I, you know, those, those things being,

[Speaker 2] (1:35:51 - 1:35:53)
you know, when I weigh that out,

[Speaker 2] (1:35:53 - 1:35:59)
my head is going to lean towards the one that's giving me negative, less negative to consider in my view.

[Speaker 2] (1:36:01 - 1:36:02)
You know, the last interview,

[Speaker 2] (1:36:02 - 1:36:04)
the first round of interviews,

[Speaker 2] (1:36:04 - 1:36:06)
I think the very first thing he said to us is,

[Speaker 2] (1:36:06 - 1:36:07)
I'm not looking for a job.

[Speaker 2] (1:36:09 - 1:36:11)
I'm not here looking for a job. I was, you know.

[Speaker 2] (1:36:12 - 1:36:14)
asked or recruited to come here,

[Speaker 2] (1:36:14 - 1:36:20)
which I want someone to tell me that this is definitively where they want to be,

[Speaker 2] (1:36:20 - 1:36:21)
right?

[Speaker 2] (1:36:21 - 1:36:34)
That's how, that that's, maybe it's old school, maybe it's you know um not how everybody thinks, but I expect when people come and interview that they're gonna, they're almost gonna sell me on why they want to be here,

[Speaker 2] (1:36:34 - 1:36:39)
right? So um, well I I think you definitely you know

[Speaker 2] (1:36:40 - 1:36:46)
had some great answers and I, I again, we wouldn't go wrong either way. Those were things that stood out for me.

[Speaker 2] (1:36:47 - 1:36:49)
I can't quite get past those.

[Speaker 3] (1:36:52 - 1:37:02)
I guess probably the thing that I wish the most is that we would not have a three to two vote on this.

[Speaker 3] (1:37:03 - 1:37:04)
So

[Speaker 3] (1:37:07 - 1:37:09)
But there's a couple of things I just want to say, Danielle,

[Speaker 3] (1:37:10 - 1:37:11)
with regard to what you said.

[Speaker 3] (1:37:15 - 1:37:25)
It may be that we have another pandemic and that swamp scot ends up in a total financial mess.

[Speaker 3] (1:37:27 - 1:37:33)
But I think the confluence of those two things happening in the next three to five years.

[Speaker 3] (1:37:34 - 1:37:40)
Like what happened in Marblehead is relatively low probability.

[Speaker 3] (1:37:41 - 1:37:46)
And I do think, at least from the conversations I have,

[Speaker 3] (1:37:46 - 1:37:48)
which are not as extensive it sounds like as you and Mary Ellen,

[Speaker 3] (1:37:48 - 1:37:57)
you know, that people do acknowledge that that was a really, really uniquely challenging situation.

[Speaker 3] (1:38:00 - 1:38:05)
You know, it's not like he's, you know, running away from Dunstable.

[Speaker 3] (1:38:05 - 1:38:07)
You know, I think he,

[Speaker 3] (1:38:07 - 1:38:09)
as far as I understand it,

[Speaker 3] (1:38:09 - 1:38:13)
there was an outreach made to him and he's responded to it.

[Speaker 3] (1:38:16 - 1:38:18)
You know, Nick's moved around.

[Speaker 3] (1:38:18 - 1:38:20)
You know, people move around.

[Speaker 3] (1:38:20 - 1:38:23)
I don't hold that against anybody.

[Speaker 3] (1:38:27 - 1:38:33)
You know, we do have someone who you could say has, with Jason,

[Speaker 3] (1:38:33 - 1:38:38)
you know, he's now got five and a half,

[Speaker 3] (1:38:38 - 1:38:41)
six years, whatever total of town administrator experience,

[Speaker 3] (1:38:41 - 1:38:44)
and still is ready to sign up again.

[Speaker 3] (1:38:45 - 1:38:51)
And we have Nick who, you know, has been an assistant TA, you know, for

[Speaker 3] (1:38:53 - 1:38:54)
I don't want to misquote,

[Speaker 3] (1:38:54 - 1:38:54)
of

[Speaker 2] (1:38:54 - 1:38:56)
Since May of 24th, year and a half.

[Speaker 3] (1:38:56 - 1:38:57)
year, year and a half.

[Speaker 3] (1:38:58 - 1:39:02)
And you know, wants to take a shot at, you know, being a TA.

[Speaker 3] (1:39:03 - 1:39:04)
Yeah,

[Speaker 3] (1:39:04 - 1:39:11)
I think that's great. And I totally agree with you about like his hunger and freshness, you know, what both of you have said, there's no doubt about that,

[Speaker 3] (1:39:11 - 1:39:14)
that there's there's an energy level there that comes from someone.

[Speaker 1] (1:39:18 - 1:39:23)
And I think, you know, in a parallel nonjudgmental way,

[Speaker 1] (1:39:23 - 1:39:29)
it's like you see in Jason like someone who's done the job for six years and knows what it's really about.

[Speaker 1] (1:39:29 - 1:39:36)
And this isn't like just going out and, you know, trying something new like I know what this is going to be like.

[Speaker 1] (1:39:37 - 1:40:05)
I've done it for six years I know all the meetings I'm gonna have to have I know all the things they're gonna fly at me I've done the negotiations I built all the budgets and I still want to do it and so I don't in in some ways I kind of feel like those are they kind of neutralize they're not necessarily you know pro or con either way I mean they could see them both as a pro so

[Speaker 1] (1:40:05 - 1:40:18)
I just don't want to, I guess I want to offer up just a slightly different interpretation of, you know, their backgrounds and where that comes to.

[Speaker 1] (1:40:18 - 1:40:24)
But I'm going to come back to my initial point, and it may be impossible,

[Speaker 1] (1:40:24 - 1:40:28)
but I think it's kind of like...

[Speaker 1] (1:40:29 - 1:40:41)
You know, the big growth opportunity for this board for us to, you know, if there is some way, and, you know, maybe there isn't, but at least with our kind of, you know, initial cards that we're flipping over here.

[Speaker 1] (1:40:45 - 1:40:58)
I I don't know, I love for us to somehow think outside the box about a way that w you know we can do this in a different way than the you know a three to two vote. Uh maybe that's just you know um being a Pollyanna.

[Speaker 1] (1:40:59 - 1:41:03)
Um but that's I love for us to you know talk

[Speaker 2] (1:41:03 - 1:41:03)
All

[Speaker 1] (1:41:03 - 1:41:03)
that through.

[Speaker 2] (1:41:03 - 1:41:03)
of

[Speaker 2] (1:41:07 - 1:41:11)
Well you said you'd be okay with either one, Doug, so you could certainly change that and make it

[Speaker 2] (1:41:12 - 1:41:12)
You know.

[Speaker 1] (1:41:13 - 1:41:13)
Three to two the other way.

[Speaker 2] (1:41:13 - 1:41:13)
Yep.

[Speaker 1] (1:41:13 - 1:41:14)
Yeah.

[Speaker 2] (1:41:15 - 1:41:41)
Well, I just I do have a comment because um you know often um you know being in that role as a town administrator um I used to always make comments that this isn't brain surgery um to our last town administrator but I did always say how it was an incredible challenge of dealing

[Speaker 3] (1:41:42 - 1:41:44)
with so much of the public.

[Speaker 3] (1:41:44 - 1:41:47)
And when you're in that role,

[Speaker 3] (1:41:48 - 1:41:49)
it is really,

[Speaker 3] (1:41:49 - 1:41:50)
really challenging.

[Speaker 3] (1:41:51 - 1:41:56)
And I did follow the finances in Marblehead at that time.

[Speaker 3] (1:41:56 - 1:42:10)
And that was grueling. And I was just reading about it in the paper and talking to friends of mine on the Marblehead Finance Committee. For them to have to come up with that money and scramble as quickly as they did and not make an issue and

[Speaker 3] (1:42:11 - 1:42:40)
cause more harm to the schools was really significant and you know Marblehead is different than Swampscott they you know they're a little bit more set in their ways than I think we are I think we're a little bit more progressive than than they are at times and I think that it was a challenge and you know I commend somebody for saying you know what

[Speaker 3] (1:42:41 - 1:42:47)
My health comes first, and this is not a good idea for my health or my family.

[Speaker 3] (1:42:47 - 1:42:56)
And I did look at all of these resumes and I was concerned about how often people move from position to position.

[Speaker 3] (1:42:56 - 1:43:07)
But when I looked here at, when I looked at Nicholas Connors, I mean, one and a half years and then his job before that was one year job before that.

[Speaker 3] (1:43:08 - 1:43:09)
was three years.

[Speaker 3] (1:43:09 - 1:43:11)
I mean, he's moving too.

[Speaker 3] (1:43:11 - 1:43:22)
And that seems to be what happens is people just move and move and move. And maybe he'll be here a long time or maybe not.

[Speaker 3] (1:43:22 - 1:43:35)
But I think that for me listening to him say that, you know, I'm happy where I am, I'm doing well where I am, and I received a phone call to look at this and I looked at it and

[Speaker 3] (1:43:36 - 1:43:50)
He lives in Beverly, and I don't I don't hold that I don't hold that against him. I mean I have had positions where I received a phone call and I ended up making a move and it worked out great for me. So things happen.

[Speaker 1] (1:43:53 - 1:43:56)
Process question? Clarification. Um

[Speaker 4] (1:43:56 - 1:43:57)
I would have given me. I

[Speaker 1] (1:43:57 - 1:43:57)
Well

[Speaker 4] (1:43:57 - 1:43:59)
think I have a go ahead.

[Speaker 1] (1:43:59 - 1:44:03)
Well, you are the chair. Now, um so um

[Speaker 1] (1:44:06 - 1:44:16)
We clearly have two candidates that we all, seems largely feel pretty good about both of them. And uh we do need to start negotiations

[Speaker 5] (1:44:16 - 1:44:16)
Mm-hmm.

[Speaker 1] (1:44:16 - 1:44:30)
with one. Um and so um we are required to do an actual vote in public about our first choice?

[Speaker 3] (1:44:30 - 1:44:30)
Yes.

[Speaker 5] (1:44:30 - 1:44:31)
Yes.

[Speaker 1] (1:44:31 - 1:44:31)
Yes.

[Speaker 5] (1:44:31 - 1:44:31)
Yes.

[Speaker 1] (1:44:31 - 1:44:31)
Okay.

[Speaker 2] (1:44:31 - 1:44:32)
Mm-hmm.

[Speaker 5] (1:44:32 - 1:44:32)
Yeah,

[Speaker 1] (1:44:32 - 1:44:32)
I just

[Speaker 5] (1:44:32 - 1:44:32)
so

[Speaker 1] (1:44:32 - 1:44:33)
just want to clarify that.

[Speaker 3] (1:44:33 - 1:44:33)
No.

[Speaker 5] (1:44:33 - 1:44:34)
Listen, I

[Speaker 6] (1:44:36 - 1:44:50)
Don't I think we're out we were all giving initial opinions and if we all said the candidate we like if the will of the board is Jason Then we can't convince the will of the board to be Nick like I'm not going to stand on circumstance and vote

[Speaker 6] (1:44:50 - 1:44:52)
to make it a 3-2 vote like it's

[Speaker 6] (1:44:53 - 1:44:53)
if

[Speaker 6] (1:44:54 - 1:44:55)
You all again.

[Speaker 6] (1:44:56 - 1:44:59)
I saw stuff in both of them. I liked I saw stuff in both of them that

[Speaker 6] (1:45:00 - 1:45:02)
Will work itself out

[Speaker 6] (1:45:03 - 1:45:07)
Just my gut was leaning towards one candidate and so,

[Speaker 6] (1:45:07 - 1:45:18)
you know, I think there is an importance to it, whether it's unanimous or just, you know, for one or whatever it is.

[Speaker 6] (1:45:19 - 1:45:19)
But,

[Speaker 6] (1:45:19 - 1:45:26)
you know, we wouldn't be doing our job if we didn't sort of try to convince you all that our position was right and you the same.

[Speaker 6] (1:45:26 - 1:45:29)
So I don't fault anybody for doing that.

[Speaker 6] (1:45:31 - 1:45:35)
But I don't think you really have to worry about that specifically,

[Speaker 6] (1:45:35 - 1:45:36)
the 3-2 issue,

[Speaker 6] (1:45:36 - 1:45:40)
unless we draw more people to our side.

[Speaker 6] (1:45:46 - 1:45:53)
But yeah, we do have to, we are going to have to make a clear public vote for who the first position candidate is.

[Speaker 6] (1:45:54 - 1:45:59)
And obviously we are very lucky to have a great second position candidate,

[Speaker 6] (1:45:59 - 1:46:00)
whatever that works out to be.

[Speaker 6] (1:46:01 - 1:46:08)
And then in executive session, we'll talk about salary ranges and people we're designating to negotiate contracts.

[Speaker 6] (1:46:08 - 1:46:10)
And if we can't get within the range,

[Speaker 6] (1:46:10 - 1:46:12)
then we can move on to the second candidate.

[Speaker 6] (1:46:13 - 1:46:17)
It sounds like the majority of us would be happy either way,

[Speaker 6] (1:46:17 - 1:46:27)
so I would just say at this point it is simply a top runner and obviously we lose a little bit of leverage to have to do that because

[Speaker 6] (1:46:29 - 1:46:44)
You know, in a sort of corporate setting you would draw out job offers and see who took them and get more bang for your buck. We're not able to do that here um in the confines of municipal hiring. So um so that's just the position we're in.

[Speaker 6] (1:46:45 - 1:46:47)
We just have to grit our teeth and bear it.

[Speaker 6] (1:46:51 - 1:46:53)
So there's no more to offer.

[Speaker 6] (1:46:55 - 1:46:55)
Hello?

[Speaker 3] (1:46:55 - 1:46:57)
So then I would make a motion.

[Speaker 3] (1:46:58 - 1:47:06)
to select Jason Silva as our first candidate and Nicholas Connors as our second candidate.

[Speaker 1] (1:47:06 - 1:47:06)
Second.

[Speaker 6] (1:47:08 - 1:47:11)
I'll do a roll call vote just so it can be really clear for the minutes. So Mary Ellen.

[Speaker 6] (1:47:12 - 1:47:14)
Oh, you made the motion, so you're an I.

[Speaker 3] (1:47:14 - 1:47:15)
Yes.

[Speaker 6] (1:47:15 - 1:47:15)
Doug?

[Speaker 1] (1:47:17 - 1:47:17)
Aye.

[Speaker 6] (1:47:18 - 1:47:18)
David?

[Speaker 1] (1:47:18 - 1:47:19)
Aye.

[Speaker 6] (1:47:19 - 1:47:19)
Danielle?

[Speaker 3] (1:47:20 - 1:47:20)
No.

[Speaker 6] (1:47:21 - 1:47:23)
Katie is an I, so with great regret,

[Speaker 6] (1:47:24 - 1:47:24)
Katie is an I.

[Speaker 6] (1:47:25 - 1:47:46)
So we will now then move to, well, we'll entertain a motion to close out the meeting and we'll move to executive session to talk about the contractual details and then we will reach out to the candidates post that conversation.

[Speaker 6] (1:47:48 - 1:47:49)
So I'll entertain a motion to adjourn.

[Speaker 7] (1:47:49 - 1:47:49)
So moved.

[Speaker 2] (1:47:49 - 1:47:50)
Second.

[Speaker 6] (1:47:50 - 1:47:51)
All in favor?

[Speaker 7] (1:47:51 - 1:47:52)
Aye.

[Speaker 2] (1:47:52 - 1:47:52)
Aye.

[Speaker 6] (1:47:52 - 1:47:52)
Aye.

[Speaker 3] (1:47:52 - 1:47:52)
Aye.

[Speaker 4] (1:47:52 - 1:47:53)
Aye.

[Speaker 6] (1:47:53 - 1:47:54)
Thank you everyone for joining us.

[Speaker 7] (1:47:54 - 1:47:55)
Thanks.

[Speaker 2] (1:47:55 - 1:47:56)
Just going to sit here.