HomeMy WebLinkAbout2024-08-28 SB Packet - Released SELECT BOARD MEETING
Wednesday,August 28, 2024
Select Board Meeting Room, 1625 Massachusetts Avenue, Lexington, MA 02420
9:00 AM
AGENDA
EXECUTIVE SESSION
1. Exemption 8 with Respect to the Consideration of Applicants for Town Manager
ITEMS FOR INDIVIDUAL CONSIDERATION
1. Preparation for Interviews of Town Manager Candidates
2. Interview Town Manager C andidates
• Antic ip ated Interview S c hedule
Margot F leischman 9:30am
S teve Bartha 11:OOam
Tony Mazzucco 12:30pm
3. D elib eratio n and P o tential Vo te to S elec t New To wn Manager
4. Discus sion o f S chedule and S tep s for New Town Manager C ontract
ADJOURN
1. Antic ip ated Adjour�lment S:OOpm
Meeting Packet:https://lexington.novusagenda.com/agendapublic/
T he next regularly scheduled meeting of the S elect B oard will be held on Monday, S eptember 9, 2024
at 6:30pm via hybrid participation.
Hea�ing Assistance Devices Available on Request �
All agenda time and the order of items a�approximate and � � � �,(�„
subject to change. Recard�d by LexMedia
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDAITEM TITLE:
Exemption 8 with Respect to the Consideration of Applicants for Town Manager
PRESENTER:
ITEM
NUMBER:
D o ug Luc ente, C hair
E.1
S UMMARY:
Category: Executive Session
Should it be necessary, the Select Board will enter into executive session under Exemption 8: Consideration of
Applicants for Town Manager as needed.
SUGGESTED MOTION:
Move to enter into enter into Executive Session as needed under Exemption 8 with Respect to the
Consideration of Applicants for Town Manager and to reconvene in open session. Further,As Chair l declare
that an o p en meeting may have a d etrimental effec t o n the nego tiating p o s itio n o f the To wn.
FOLLOW UP:
DATE AND APPROXIMATE TIME ON AGENDA:
8/28/2024
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDAITEM TITLE:
Preparation for Interviews of Town Manager Candidates
PRESENTER:
ITEM
NUMBER:
Board Discussion
I.1
S UMMARY:
Category:Discussion
T he S elec t B o ard will review and finalize the p rep aratio n fo r the up c o ming interviews o f c and id ate s fo r the
Town Manager po sition. This s es sion will involve discus sion o f the interview proc es s, including the structure
and c o ntent o f the ques tio ns to b e as ked, as well as lo gis tic al arrangements.
SUGGESTED MOTION:
FOLLOW UP:
DATE AND APPROXIMATE TIME ON AGENDA:
8/28/2024
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDAITEM TITLE:
Interview Town Manager C andidate s
PRESENTER:
ITEM
NUMBER:
Board Interview
I.2
S UMMARY:
T he S elec t B o ard will c o nduc t ind ividual interviews with fo llo wing c and id ate s fo r the p o s itio n o f L exingo tn
Town Manager.
Margot Fleischman 9:30am
S teve Bartha 11:OOam
Tony Mazzucco 12:30pm
SUGGESTED MOTION:
N/A
FOLLOW UP:
DATE AND APPROXIMATE TIME ON AGENDA:
8/28/2024
ATTACHMENTS:
Description Type
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MARGOT FLEISCHMAN
July 4, 2024
Mr. Alan Gould
66 Main Street, Suite B
Plymouth, N H 03264
Dear Mr. Gould,
I am pleased to submit for consideration my application for Town Manager in the Town of Lexington. I
have reviewed the job requirements and community profile and believe that my unique experience
serving both in elected office and as a professional municipal manager makes me an ideal candidate
for this position.
As both a municipal manager and a long-serving chief elected officer in my home community, I have
extensive experience with data-driven decision making, strategic goals setting, and best practices in
municipal government. I have a granular understanding of how local and state government systems
work, and a track record of successful policy development and implementation, including
approximately 100 article presentations made to Town Meeting.
Having served for four terms on the Select Board in the Town of Bedford—a neighboring community
that shares many characteristics with Lexington including exceptional financial stability, respect and
appreciation for the town's history, and a highly educated and engaged populace— I understand how
good municipal management promotes the continued success of a well-run community. Having served
three times as Chair of the Bedford Select Board, I am intimately familiar with the relationship
between the Select Board and the Town Manager. And having served for a total of seventeen years in
elected office, I am responsive to community needs and accustomed to conducting effective
constituent services with professionalism, tact, and empathy.
Professionally, I recently concluded my role in the outgoing mayoral administration in the City of
Melrose, where I served as Director of Strategic Initiatives and Communications and Chief of Staff to
former Mayor Paul Brodeur. My primary responsibilities in Melrose were to execute the mayor's
priorities, to create effective internal and external communication, and to support the city's staff in
accomplishing their goals. I supervised the six department heads of the Community Services Team, the
Director of Economic Development, and the staff of the Mayor's Office, and routinely made myself
available to other department heads for internal coordination, problem solving, and mentoring. I was
also responsible for the management and oversight of the city's $8.4 million ARPA (American Rescue
Plan Act) budget.
My greatest management strengths are my ability to convene and coordinate efforts across
departments and to engage knowledgably in any policy area. This has allowed me to work effectively
on a broad range of issues including planning and zoning, energy and sustainability (including Net Zero
policy development, adoption, and implementation), transportation, affordable housing, capital
planning, Community Preservation, and economic development. Across all policy areas, I have worked
to center inclusion into municipal practices, ensuring that initiatives do not create or perpetuate
inequitable access to information, services, or opportunities.
To all of this work I bring a deep commitment to creating and maintaining strong relationships in order
to achieve policy goals. I enjoy working with municipal staff, regional counterparts, elected officials at
the local, state, and federal levels, and community stakeholders to advance initiatives and execute
projects. I maintain an open and collaborative leadership style and I always strive to bring out the best
in my colleagues and to make our shared work as productive and enjoyable as possible.
As a seasoned professional with both expertise in and a genuine affection for town government, I am
ready and able to meet the needs of a community that is seeking highly competent and innovative
leadership. With its highly effective workplace culture, exceptional professional staff, and interesting
challenges and opportunities, the Town Lexington presents a singular opportunity. Simply put, the
chance to serve as the Town Manager in Lexington would be an honor and privilege, truly the highlight
of my career.
Thank you for your consideration, and I look forward to hearing from you.
Sincerely,
w
��
Margot Fleischman
Fleischman - 2
MARGOT R. FLEISCHMAN
PROFILE Dynamic, creative, and articulate professional with a demonstrated history of leadership
in municipal government and nonprofit organization management.
O BJ ECTIVE A meaningful public- or private-sector leadership position that leverages decision making,
strategic planning, public policy, community engagement, writing, and public speaking
skills.
E D U CAT I O N Harvard U n iversity, A.B. magna cum laude with highest honors
EXPERIENCE
Chief of Staff& Director of Strategic Initiatives and Communications 202 I-2024
Office of the Mayor, City of Melrose MA
Reporting to the Mayor, responsible for planning, implementing, and communicating initiatives and programs for
the City of Melrose. Set strategic priorities and directed staff time and financial resources to execute initiatives.
• Supervised the six department heads of the Community Services Team, the Director of Economic
Development, and the Mayor's Office staff.
• Supported all department heads by providing interdepartmental coordination, formal and informal feedback,
strategic planning, and problem solving.
• Served on the Workforce Development Committee to implement employee compensation and classification
plan, hear job classification appeals, and make recommendations to the Mayor about all staffing requests.
• Participated in the recruitment and hiring process for key staff inembers such as the Police Chief and Building
Commissioner.
• Implemented best practices and coordinated decision-making regarding capital planning and asset
management.
• Interfaced with state and federal elected officials and their staff to secure funding for critical projects and
i n itiatives.
• Managed the City's $8.4 million ARPA budget, responsible for creating and administering ARPA project
proposal and approval process, project tracking, and reporting.
• Oversaw Mayor's Office communications to ensure that community members received critical notifications
and public service announcements, information about City initiatives, and opportunities for civic engagement.
• Prepared the Mayor's public remarks and presentations, including the annual State of the City Address.
Select Board Member(Elected Office) 20 I 2-2024
Town of Bedford MA
Together with four other Select Board members, acted as the chief executive of Bedford's municipal government.
• Supervised the Town Manager, defining and monitoring performance goals across all areas of responsibility.
• Reviewed and approved Town Meeti ng warrants and presented articles to Town Meeti ng.
• Set property tax and water/sewer rates.
• Made appointments to boards and committees.
• Responded to constituent concerns.
• Communicated with the public and interacted with the news media.
• Represented the Town at official and ceremonial functions.
Leadership roles: Chair (2014-15, 2017-18, 2021-22); Clerk (2013-14, 2020-21); Town Manager Search
Screening Committee (2018).
Fleischman - 3
Board Member/President 20 I 3-202 I
Communities for Restorative Justice (C4RJ)
Led the Board of Directors of Communities for Restorative Justice, a growing 501(c)(3) nonprofit organization that
works in partnership with police departments, district attorneys, and community members to provide alternatives
to the traditional criminal legal system.
• Supervised and supported the work of the Executive Director.
• Conducted month ly Board meeti ngs and coordi nated Board i n itiatives.
• Reviewed budgets, set priorities, and drafted pol icies.
• Built relationships with key partners, including police chiefs, district attorneys, and state legislators.
• Served as a primary public face of the organization, interacted with news media.
Leadership roles: President(2016-2021), Vice-President(2015-16); Personnel Committee(2015-2021), Finance
Committee (2016-2021); Strategic Plan (2019); Employee Handbook (2015); hiring committees for Executive
Director (2014), Program Directors (2015, 2018, 2020), Development Director(2020).
Programs Administrator 2007-20 I 4
Unitarian Universalist Partner Church Council
Reporting to the Executive Director, responsible for the programming needs and day-to-day functioning of a
membership-based 501(c)(3) nonprofit organization with a mission to develop and sustain relationships between
North American and international Unitarian Universalist congregations.
• Administered an educational scholarships program for needy students in overseas partner communities.
• Provided billing and office support for an international travel program.
• Collaborated on design and deployment of six annual appeals.
• Facilitated communications with membership: coordinated virtual conference program, assisted in the
production of bi-monthly newsletters, created marketing and promotional materials.
• Coordinated with consultants, staff, and volunteers on website redesign and social media presence.
• Faci I itated annual goal-setti ng exercises for the Board of Di rectors.
• Staffed month ly Board meeti ngs, acti ng as Record i ng Secretary.
• Managed casual employees, organized staffing of an exhibition booth at an annual convention.
OTHER PUBLIC SERVICE
Board and Committee Appointments, Town of Bedford
• Planning Board (Chair, 2009-10) 2007-20 I 2
• Community Preservation Committee 2007-2024
• Energy and Sustainability Committee 20 I 2-2024
• Fiscal Planning and Coordinating Committee 20 I 4—I 5; 20 I 7—I 8
• Net Zero Advisory Council 20 I 8-20 I 9
• Safe Routes to School/Healthy Bedford Task Force 2009-2020
• Transportation Advisory Committee 2005-2024
• Violence Prevention Coalition 20 I 3-202 I
Regional Participation
• MBTA Advisory Board 20 I 5-2024
• Metropolitan Area Planning Council (MAPC) 20 I 5-2024
• Middlesex3 Coalition, Transportation and Workforce Development subcommittees 20 I 3-2020
• Minuteman Advisory Group on Interlocal Coordination (MAGIC) 20 I 5-2024
• Middlesex District Attorney's Anti-Bias/Anti-Hate Taskforce 2020-2024
PROFESSIONAL DEVELOPMENT
• MMA-Suffolk University Municipal Finance Management Seminar 2022
• Transportation for Massachusetts (T4MA) Transportation Leadership Academy 20 I 7-20 I 8
AWA RD S Ph i Beta Kappa
LAN G UAG ES Spanish (conversationally fluent)
Fleischman - 4
Margot Fleischman—Essay Responses
Q.1 As a former elected official,my extensive work with energy,sustainability,and climate resiliency is a
matter of public record and extends back over a decade of consistent engagement with these issues.I have
hands-on experience developing and implementing energy policy at the municipal level as well as a track
record of collaborating regionally and conducting advocacy with state agencies and public utilities to support
these efforts.I have drawn from my experience several noteworthy examples:
As the Select Board member on Bedford's Energy and Sustainability Committee(ESC)from 2012 to
2024,I had a direct impact on that community's progress towards its energy goals.The charge of ESC consists
of reviewing and updating the joint town/school energy policy,including policies guiding the purchase and
replacement of vehicles and new construction or major renovations for all municipal buildings;monitoring the
town's municipal energy use;promoting community-wide sustainability efforts to reduce waste and encourage
composting;and engaging residents and businesses in efforts to reduce fossil fuel use through energy
efficiency assessments and building systems electrification such as heat pumps.
In 2012,the Massachusetts Clean Energy Center in partnership with the Department of Energy
Resources launched the Solarize Massachusetts Program with the goal of increasing the adoption and reducing
the cost of solar photovoltaic systems. In 2013,through the work of the ESC and my advocacy on their behalf,
the Bedford Select Board agreed to join the Town of Lexington in this program to encourage residents of the
two towns to install roof-top solar using an approved vendor.I felt strongly that as a proponent of the Solarize
program,I should"put my money where my mouth was"and I participated as one of the first in Bedford to
contract for a solar installation on my home.The experience of working with the program as both a policy
maker and consumer gave me the knowledge to be a more effective advocate for residential solar and to
communicate concepts such as net metering and Solar Renewable Energy Credits(SRECs)to the public.
Starting in 2016,along with one staff designee I represented the Town of Bedford in the Multi-Town
Gas Leaks Initiative spearheaded by the Metropolitan Area Planning Council(MAPC)that sought to bring
municipalities and the utility companies into closer alignment on approaches to reducing dangerous methane
emissions caused by leaking gas pipes under municipal streets.The group's efforts included creating more
effective lines of communication between the municipalities and utilities regarding roadway work and more
tools to address the environmental and economic impact of chronic methane leaks on street trees.
In 2017,I led the Town of Bedford's efforts to reengage with Community Choice Aggregation.
Bedford's Town Meeting had voted in the late 1990s to authorize aggregation,but the energy market at that
time was not yet mature and the town never took action on that authorization.On account of the"staleness"of
the Town Meeting vote,working with the Department of Public Utilities(DPU)proved to be challenging.The
then Town Manager and I collaborated to move our aggregation documents through the DPU approval
process,including appearing together at the DPU hearing on our case.Ultimately,the town was approved to
enter into an aggregation,and when the first bids from our energy broker were received in late 2018,I was part
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Margot Fleischman—Essay Responses
of the three-person team,consisting of the Town Manger,the Facilities Director,and myself,who evaluated
the bid responses and chose our energy supplier and rate.In the subsequent round of aggregation in late 2021,I
advocated for increasing the percentage of renewables offered in the default rate(which has now reached
100%)and the required community education materials sent to all Bedford electricity ratepayers went out
above my signature as Chair of the Select Board.
Also in 2017,I developed and presented to Bedford's Annual Town Meeting a general bylaw
amendment to reduce the use of thin-film plastic bags in retail establishments.When it passed at Town
Meeting,Bedford joined 51 communities in the Commonwealth in taking action to reduce the unnecessary
plastic waste and environmental degradation caused by thin-film plastic bags,and my presentation became the
template for several other communities who subsequently followed Bedford's lead.
Following a 2018 Town Meeting vote to appropriate funds to engage a consultant to develop a Net Zero
(NZ)plan for the town,I served on Bedford's NZ Advisory Council that engaged with all stakeholders,
including architects/builders,large commercial property owners,and key institutional partners such as the
MITRE Corporation,the Bedford VA Hospital,and Middlesex Community College.I had a direct role in
shaping the final report which was presented to and adopted by the Select Board in 2019.The NZ policy and
roadmap outlined in that document continues to inform actions taken by the town,including the construction
of a NZ-ready addition on the Bedford Police Station and energy efficient upgrades to the Bedford Public
Library HVAC system.
In 2023,together with the chair of ESC,I prepared the Town Meeting presentation on the Specialized
Energy Code,which was adopted by vote of Bedford's Town Meeting that November.Consistent with the
town's policies to address climate change,adoption of the Specialized Code has ensured that new buildings in
Bedford will be built to be future-proof,avoiding costly retrofitting,and has made the town eligible for state
grant funding opportunities through the Climate Leader Community program.Shortly thereafter,I provided
subject matter expertise to the City of Melrose,where in my role as Director of Strategic Initiatives and
Communication,I worked with the Sustainability Manager to present the Specialized Energy Code to the
Melrose City Council which passed it in December 2023.
Notwithstanding my prior activities and advocacy in other communities,in my role as Lexington's
Town Manager I would be responsive to the priorities of my appointing authority.Given the Town of
Lexington's historic leadership in this area and recent significant investments in energy reduction,climate
change resiliency,and sustainability efforts,I would be prepared to advance this agenda through annual goals
setting consistent with the 2023 Climate Action and Resilience Plan for the Select Board,myself,and key staff
members including but not limited to the Sustainability and Resilience Officer,DPW Director,Transportation
Manager,and Director of Public Facilities.
2
Margot Fleischman—Essay Responses
Q.2 I have been engaging with the issue of affordable housing for nearly two decades,starting with my
election to the Bedford Planning Board and subsequent appointment to Bedford's Community Preservation
Committee(CPC)in 2007.The Community Preservation Act(CPA)requires 10%of a CPC budget be
appropriated or reserved for affordable housing initiatives.As the Planning Board and later Select Board
member on the CPC,I presented annually at Town Meeting,stressing the importance of investing in affordable
housing and explaining the Subsidized Housing Inventory(SHI)and what it did and did not mean about the
supply of affordable homes for income-qualified households wishing to live in Bedford.To its credit,despite
having exceeded the SHI threshold for exemption from the provisions of MGL Ch.40B nearly twenty years
ago,Bedford continues to prioritize creating housing opportunities for people with a range of incomes.
Upon election to the Bedford Select Board in 2012,my direct role in housing issues shifted to creating
policies and initiatives that supported the town's housing goals,such as the 2019 Bedford Housing Study for
which I was a key participant,and negotiating development agreements including Local Initiative Program
projects(LIPs).I took an active role in shaping development agreements,and in one recent case from 2023
was responsible for the inclusion of a requirement for two affordable units as part of the negotiation of a
memorandum of understanding outlining the town's conditions for waiver of right of first refusal for a parcel
coming out of Chapter 61 use.On both the Planning Board and Select Board,I gained valuable experience
evaluating and mitigating the impacts of proposed housing developments on local infrastructure—including
water/sewer,roadways and intersections,and school population—through requiring and responding to traffic
studies,school enrollment studies,and environmental impact studies.
Below are two noteworthy examples where my efforts led to the creation or preservation of affordable housing:
Starting in 2012 when I was newly elected to the Bedford Select Board,and continuing for over 5 years,
I collaborated with local and federal officials to bring about a new"pocket"neighborhood of small-scale
cottage housing on a former military housing property located on Pine Hill Road(a development now known
as Pine Hill Crossing).Upon learning that the Coast Guard intended to cease the use of the 5-acre property
they owned in Bedford for housing of military personnel and instead offer those military families housing in
newly built homes on Hanscom Air Force Base(HAFB),I and other Select Board members worked quickly to
direct Bedford's then Town Manager to prioritize acquiring this property for affordable housing.
Subsequent to that decision,I engaged in direct outreach to Coast Guard leadership through contacts at
HAFB,and in 2014,following the Coast Guard's disposition of the property to the General Service
Administration(GSA),in my role as Select Board Chair,I reached out on behalf of the town to Senator
Warren's and Congressman Tierney's staff to enlist our congressional delegation's help in ensuring that the
town would have the opportunity to negotiate with the federal government for control of the property.
Ultimately these efforts were successful,and in 2017 through its Municipal Affordable Housing Trust,the
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Margot Fleischman—Essay Responses
Town of Bedford negotiated with the GSA for the sale of the property to a third-party development partner the
town had selected through a RFP process to execute the town's vision,discerned through a series of
community workshops in 2014,for a small-scale cluster development of modestly sized homes.
In my capacity as Select Board member on the CPC,I successfully shepherded through 2017 Annual
Town Meeting a$330,000 appropriation from affordable housing reserves to subsidize the creation of four
deed-restricted affordable units as part of the overall redevelopment plan for Pine Hill Crossing.As a result of
tireless efforts over many years by town staff,myself and other elected officials,and numerous boards and
committees,in 2021 a neighborhood of 29 single-family homes averaging approximately 1,000 square feet was
completed.
Perhaps my proudest accomplishment as a public servant came in 2017,when,in partnership with the
state and a private developer,the Town of Bedford successfully leveraged$3 million in borrowing to preserve
the affordability of a mixed-income housing development where half of the units were going to revert to
market rate.I had direct involvement with the execution of this initiative through my role as a Select Board
member on the CPC.
At Annual Town Meeting in 2017,I presented a$3 million bond authorization article under the CPA
(MGL Ch.44B)to allow the town to negotiate with the state and the property owner at B edford Village,a low-
and moderate-income housing development with 96 one-,two-,and three-bedroom apartments,to preserve 48
units of affordable housing that otherwise would have reverted to market rate.At that time,there was a pool of
state funding available to preserve these so-called"expiring use"units that had been created in the 1970s
through the state's 13A financing program,and a local contribution was necessary in order to access these
funds.
As the expiring use deadline was fast approaching and the property owner was moving towards sale,
there was urgency to take action.My presentation to Town Meeting outlined why the units at Bedford Village
were good candidates for preservation,the value that preserving them would bring to the town,how the
financing would work,and the three-way partnership between the town,the state,and a willing developer.
Following my presentation,I fielded questions from Town Meeting voters for nearly twenty minutes before the
article passed unanimously. Ultimately,this bond authorization vote enabled the town to move forward with
negotiating an agreement that resulted in all 96 units being preserved in perpetuity as deed restricted affordable
at various income limits,with Preservation of Affordable Housing(POAH)as the development partner and an
$11 million state contribution.Had we not taken action when we did,roughly half of the tenants in Bedford
Village would have been displaced from their homes,with a very low likelihood of ever finding similar
affordable units in the town.
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Margot Fleischman—Essay Responses
Q.3 The Town Manager's job is to execute the goals and priorities set by the Select Board,but a manager's
own personal style and approach will have an impact on the success of these efforts.While every community
has a handful of residents who may mistrust government in general,broadly speaking town managers must
strive to be universally perceived as fair,even handed,and impartial in order to earn and retain the trust of their
appointing authority,the respect of their staff,and credibility with the community they serve.
Through my management style,I have endeavored to project openness,respect,and civility,both
because these characteristics reflect my own values and beliefs,but also because they make me an effective
leader.I have consistently demonstrated the ability to organize and inspire people to solve problems through
engagement and cooperation.For nearly two decades I have interacted with a highly engaged citizenry,serving
with them on boards and committees,answering their questions in person,by phone and email,and on the
floor of Town Meeting openly,honestly,and forthrightly.As a result,I have been successful in establishing a
reputation as a thoughtful professional who invites and welcomes a diversity of voices and ideas into local
government and treats everyone with dignity and respect.I have led with a"people first"attitude,seeking to
build capacity through building strong relationships,both internal and external,appreciating and encouraging
the abilities of others,acknowledging their contributions,and when perspectives were missing,inviting them
in.Indeed,this approach has been the cornerstone of my management style and has served me well as I have
led teams,executed programs and initiatives,conducted public outreach and community engagement,and
navigated challenging events.As Lexington's next Town Manager,I would base my approach to establishing
trust within the organization and out in the community on these values and practices.The following three
instances illustrate some of my range of experience in this regard:
In 2013,during a period when the state was seeing an uptick in homelessness,numerous families
experiencing homelessness,including many school-aged children,were temporarily housed at the Plaza Hotel
in Bedford through the Department of Housing and Community Development's Emergency Shelter program.
Over a period of time,concern grew in the community about the presence of these families,and
misinformation swirled on social media ranging from allegations of criminal activity to perceived impacts on
school test scores and class sizes.Town leaders and our State Representative decided to organize a forum to
allow these concerns to be aired.I was tasked with moderating this meeting which attracted several hundred
participants.The forum,which lasted over two and a half hours,provided the opportunity for the Town
Manager and department heads to share accurate information and gave residents of various viewpoints the
chance to ask questions and be heard about their concerns.In addition to providing background information
and directing questions to panel members,in my role as moderator I set the tone by reading the Town's civil
discourse guidelines,maintaining an orderly flow of questioners to the microphone,and evenhandedly
enforcing the discussion guidelines that I had established.With very few exceptions,the participants engaged
with the subject in a civil and respectful manner,and the event went a long way towards calming the furor that
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Margot Fleischman—Essay Responses
had taken hold in the community.The experience of managing this sensitive and divisive conversation
resonated long after the situation resolved,especially during the most challenging days of the COVID-19
pandemic,and still informs my approach to dealing with public controversy to this day.
When Melrose's long-serving police chief announced his retirement in early 2022,many in the
community voiced the opinion that the mayor should follow the established practice of promoting from within
the department.I encouraged the mayor to stick with his intent to hire an executive search firm,arguing
successfully that the best candidate,whether internal or external,would rise to the top and gain credibility by
going through a rigorous selection process.Throughout the search,I worked closely with the HR Director and
an executive search team from MRI Inc.'s public safety group to shape and internally manage Melrose's first-
ever recruitment process for a new police chief.In the aftermath of the murder of George Floyd,it was clear
that substantial public input on this hire was an absolute necessity in order to create trust between the
community and the department.Given the high level of scrutiny expected in light of the national conversation
on policing,I prioritized creating opportunities for significant public participation in the search process design,
including putting out a community-wide survey on the characteristics of the ideal candidate,identifying key
external stakeholders to be interviewed by our consultants,and recruiting a community panel of residents of
diverse backgrounds to take part in the assessment center.The process we implemented resulted in a very
successful hire of an external candidate,with a high level of satisfaction expressed by those who participated.
During my time in Melrose,I was faced with an issue that required significant coordination and a
diplomatic approach to resolve.The City of Melrose is the owner of a historic building,the Beebe Estate,
which is operated by a volunteer board of trustees appointed by the mayor with specific responsibilities
outlined in the city's administrative code.These include repair and maintenance of the building,lawn care in
an area surrounding the building,and revenue generating activities including event rentals and leasing of office
space.To complicate matters,a city department,the Council on Aging(COA),is an occupant of the building,
essentially one of the trustees'tenants.As a result of turnover of long-standing volunteers who had spent
considerable time pre-pandemic managing the day-to-day business and upkeep of the building,a substantial
burden of responsibility shifted informally onto the COA Director and the Facilities division relative to some
operational and repair needs.In response to concerns about this situation,I conducted listening sessions with
former and current trustees,the COA Director,DPW Director,DPW Facilities and Operations managers,IT
Director,and City Solicitor to learn the history of the situation and hear their concerns,perspectives,and
suggestions.I then convened all stakeholders to review with them the areas of conflict we had identified where
either a formalization or change of practice was needed,and together with the City Solicitor,drafted a
memorandum of understanding outlining roles and responsibilities,providing clarity to all parties.
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Margot Fleischman—Essay Responses
Q.4 With a clear division of responsibilities and separate appointing authorities,the Town Manager and
School Superintendent are subject to significantly different pressures,limitations,and regulations that inform
how they approach budgeting.The school budget is the largest single line item within the town's budget,and
the School Department both enjoys significant financial flexibility and is exposed to significant budgetary
unpredictability that sets it apart from all other departments.Despite these differences,in actuality there is only
one town budget and one pool of taxpayer dollars to fund it,and working together to ensure a successful
outcome is the responsibility of both the Town Manager and School Superintendent.
In the best of times,a strong and trusting relationship between the Town Manager and the School
Superintendent ensures a smooth budget process.When things go wrong,this relationship is the most critical
one in town government.It is essential that these two leaders be firmly committed to working shoulder-to-
shoulder to get through whatever crisis has emerged,be it a global public health emergency or a huge and
unexpected budget shortfall.Having been in elected and appointed office through an era when both of these
occurred,I have insight and experience with how to meet these moments,and many lessons learned about how
to be constructive and cooperative at all times but especially during periods of challenge.
As Chair of the Bedford Select Board,I was a member ex o�cio of the Fiscal Planning and
Coordinating Committee,which included the Town Manager,Finance Director,Superintendent of Schools,
Schools Finance Director,and the chairs of the Select Board,School Committee,Finance Committee,and
Library Trustees.This group met throughout budget season to review the budget model for the following fiscal
year as it was being developed.The Fiscal Planning and Coordinating Committee was first convened during
the Great Recession of the early 2000s as a way to"share the pain"of the budgetary setbacks of that era and
the tough decisions that came with it.By the time I served on it(2014 and 2017)its role had transformed into a
way to share information and keep lines of communication open for all the major stakeholders as the budget
came into focus through the work of town staff and the Finance Committee.This sort of coordination between
school and town officials,information sharing,joint decision making,and messaging all proved conducive to a
transparent and successful outcome to the budget process,albeit during times of relative financial calm.
I gained insight into dealing with financial turbulence while at the City of Melrose,where just after the
close of FY 2022,a$2.2 million shortfall in the school department budget was discovered.The shortfall was
quickly closed by the use of the city's American Rescue Plan Act(ARPA)funds that the mayor directed to
cover the school department's over-budget spending.As I was responsible for the budgeting for the city's
ARPA funds,I was immediately brought into the conversations about the shortfall as well as subsequent
planning sessions to address what turned out to be a structural deficit in the school department budget.During
FY 2023,I participated in strategy sessions with the Mayor,Superintendent,Assistant City Solicitor,Chief
Financial Officer(CFO),and School Finance Director during the negotiations for the teachers'union contract,
when the costing out of the various offers and counter offers became an issue of great relevance to the city's
7
Margot Fleischman—Essay Responses
highly constrained FY 2024 operating budget.During this period of time,it became clear that the city would
need an override in order to avoid future layoffs and budget reductions,but in the interim a substantial amount
of the city's certified Free Cash was diverted from other uses to cover school expenses.The use of ARPA and
Free Cash was a necessary but unfortunate outcome of this situation which made clear to me both the
complexity of school spending and the need for shared confidence and candor between school and city/town
counterparts in the face of a financial setback.
While in Melrose,I also had the opportunity to participate in the feasibility phase of a school building
project that was then under consideration.The Beebe School feasibility study was designed to guide the city in
returning to use as an elementary school a building that had been leased for many years to an outside entity.
Cursory estimates made by a prior administration had assumed that relatively inexpensive upgrades would
accomplish this goal and the city's finance team had held$2.5 million of non-exempt borrowing capacity in
their debt model for this purpose.However,upon engaging an architectural firm to delve more deeply into
building conditions,programmatic needs,and other considerations,it was discovered that due to the low
assessed value of the property,any improvements above$1 million would trigger a full upgrade to meet code.
More realistic cost estimates ranged from$9 million to$14 million.I participated along with the consultant,
the Mayor,Superintendent,a School Committee member,and the city's Planning Director and CFO in the
discussions about the value proposition of this project,its eligibility for Massachusetts School Building
Authority(MSBA)funding,and the relative merit of investing in this building as opposed to others already in
use in the school system.Ultimately the project was shelved,but participating in this working group
demonstrated to me how the space needs of different curricular demands can drive decision making for school
leadership and how critical it is to have clearly defined shared goals for school building projects.
In terms of my approach to establishing a relationship with a superintendent,first and foremost,there
must be open lines of communication.Upon assuming my role as Town Manager,I would immediately set up
weekly meetings with the Superintendent,Dr.Julie Hackett.In addition to serving as an informal way to get to
know each other,I would use these meetings as opportunities for Dr.Hackett to share with me her perspective
on the current and future needs of the district,orient me to the most salient parts of The Strategic Plan of the
Lexington Public Schools,2019—2029,and preview any challenges,financial or other,that her department
was experiencing or anticipating,including the status of any open collective bargaining agreements.It would
be my expectation that we would strive at all times for a high level of candor and avoid any surprises on either
side.As budget planning must be a year-round activity,it would also be my priority to establish with her a
working group consisting of the Assistant Town Manager for Finance and Assistant Superintendent for Finance
and Operations to meet with us regularly to discuss year-to-date performance for the school department
budget,any identified budgetary pressure points,and enrollment trends,with a great deal of attention paid to
monitoring and mitigating the unpredictability of special education and related transportation costs.
8
Steve Bartha, IVIPA, ICIVIA-CIVI
June 14, 2024
Dear Members of the Screening Committee,
I am writing to express my sincere interest in the Lexington Town Manager position. After carefully
reviewing the position profile, exploring key documents on the town website, and speaking with trusted
colleagues, I believe my blend of skills and experience make me an ideal candidate for the position.
Since 2014, I have served as the Town Manager in Danvers. In this role, I have worked tirelessly to: recruit,
develop, mentor, and diversify a talented leadership team and slate of board/committee volunteers; center
diversity, equity, and inclusion in our workplace and our community; oversee the successful completion of a
MSBA school building project; foster a harmonious labor environment and successfully negotiate more than
20 collective bargaining agreements; sustain quality municipal services through disciplined financial
management in a resource constrained environment; strengthen and expand the collaborative relationship
with our school department; implement modern and authentic community engagement; and promote an
unwavering commitment to transparency, integrity, and the highest ethical standards.
One of my greatest strengths is the ability to build rapport and connect with people. I believe my
interpersonal communication skills and analytic tools will enable me to work efficiently and effectively with
all stakeholders, including elected officials, staff, residents, and the business community, to provide
excellent service to the public, and to manage relationships with internal and external partners. I believe
strongly in the principles of strategic planning, consensus building, and creative problem solving as vehicles
for sustainable growth that balance community character and economic stability.
Lexington has a well-deserved reputation as one of the premier communities in Massachusetts, and I
believe my strengths and core principles uniquely qualify me to work alongside, and in support of, the
town's dedicated elected local officials, respected staff, and engaged citizens as the community writes the
next chapter in its rich history.
I would love to schedule some time to speak with you or the Select Board about the ways I can contribute
to the Town of Lexington. I can be reached at or via email at Thank
you for your consideration. I look forward to speaking with you soon.
Sincerely,
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Steve Ba rtha
Town Manager
Danvers, Massachusetts
Enc. Resume
Steve Bartha, IVIPA, ICIVIA-CIVI
EXECUTIVE SU M MARY
Seasoned senior executive with deep experience developing and managing teams, budgets, projects, and
policy. Results-oriented with a strong background in financial and personnel management, collective
bargaining, and long-range planning. Able to see the big picture explain complex ideas and issues to a variety
of audiences. Proven leader with a track record of building trust and inspiring staff to achieve goals.
PROFESSIONAL EXPERIENCE
Town Manager 2014-Present
Town of Danvers, MA(pop. 28,000)
• Responsible for$136 million annual operating budget, 340 full-time employees, and 7 unions
• Accountable for the overall management of the town, including electric, water and sewer enterprises
• Establish annual fiscal policy to guide development of department operating and capital budgets
• Led talented group of staff and elected officials to achieve the town's first AAA bond rating in 2019
• Responsible for collective bargaining and personnel management for all town employees
• Collaborated with unions and retirees to overhaul healthcare program, saving$1.0 million annually
• Responsible for construction and maintenance of all town buildings, including schools and library
• Chaired School Building Committee for$52 million MSBA elementary school project in 2021
• Launched Citizen's Academy (and Jr. Academy), teaching residents (students) about all Town services
• Created town's first Director of Equity& Inclusion and championed the work in our community
• Oversaw the creation of the North Shore IT Collaborative (regional IT and IT procurement)
• Worked with actuary, staff, and officials to reduce OPEB liability by$30 million via policy changes
• Oversaw the creation of the town's first resiliency (2023) and strategic (2024) plan documents
• Spokesperson and representative for the town to the community and the region
Assistant Town Manager 2010-2014
Town of Avon, CT(pop. 18,000)
• Managed all aspects of the operating and capital budget processes
• Oversaw building projects, including$8.6 million library renovation/expansion
• Emergency Management: Winter Storm Alfred (2011) and Hurricane Sandy(2012)
• Negotiated municipal union contracts as member of management team
Budget Analyst 2009-2010
State Office of Policy and Management, Hartford, CT
Management Assistant& FOIA Coordinator 2008-2009
Community Services Area,Ann Arbor, MI
Special Projects Manager& Economic Development Specialist 2007-2008
Town Manager's Office, Farmington, CT
Teach For America (Secondary English)Alumnus 2004-2006
Capitol High School, Baton Rouge, LA
Cultural Affairs Intern,American Embassy Spring 2003
US State Department, London, England
S. artha p.2
EDUCATION & PROFESSIONAL DEVELOPMENT
Leadership ICMA 2015-2017
ICMA,Washington, DC
• Two-year ICMA University program focused on cultivating key competencies for successful
leadership at all levels of local government management
• Roughly 225 graduates since program was established in 2007
Senior Executive Institute Spring 2016
University of Virginia's Darden School, Charlottesville,VA
• Seven-day program designed specifically for senior local government managers
• Curriculum explores leadership from both organizational and personal perspectives
• Emphasis on the culture and structure of the Council/Manager form of government
University of Connecticut, West Hartford, CT Spring 2008
Master of Public Administration, Certificate in Public Finance
Michigan State University, East Lansing, MI Spring 2004
Bachelor of Arts, Political Theory and Constitutional Democracy
Minor in Journalism
PROFESSIONAL ASSOCIATIONS
• International City/County Management Association (ICMA), 2007-Present
• Massachusetts Municipal Managers Association (MMMA), 2014-Present
• Government Finance Officers Association (GFOA), 2012-2021
• Connecticut Town and City Managers Association (CTCMA), 2010-2014
PROFESSIONAL&ASSOCIATION LEADERSHIP
• ICMA Executive Board,Vice President, Northeast Region, 2023-Present
• ICMA Committee on Professional Conduct (ethics), 2023-Present
• Mass. Interlocal Insurance Association (MIIA) Health Trust Board, 2023-Present
• Massachusett Municipal Association (MMA), Past Board Member
• MMMA, Past President& Executive Committee Member
• Governor's Local Government Advisory Council (LGAC), 2017-2023
• MMMA Ethics Committee, Chair, 2019-2021
• CTCMA, Past President& Executive Committee Member
PRESENTATIONS&ARTICLES
• Mid-Career Managers Roundtable, MMMA Spring Conference, May 2024
• PM Magazine, Dec. 2021, "What a Long, Strange Trip it's Been (Our partnership as manager and
assistant manager, as shaped by the pandemic)"
• What Cities and Towns Need Now, BARI Annual Conference, Closing Keynote Panel,July 2020
• Ethics Minutes, MMMA Monthly Meetings, 2019-2020
• Municipal Credit and Bond Ratings, Assoc. of Town Finance Committees, October 2019
• Best Practices for Hiring Your Next Town Manager, Mass. Selectmen's Assoc., 2018-2020
VOLUNTEER SERVICE
• Scouts of America: Den Leader (2023-Present), Eagle Scout (1999) & Merit Badge Counselor (2012)
• Habitat for Humanity& Red Cross, Baton Rouge, LA (2005-2006)
• International volunteer work in Haiti (1998 & 1999) and Mexico (2002)
• Wrestling&Track Coach, in Petoskey, MI (1999-2001) and Baton Rouge, LA (2005-2006)
LEXI NGTON, MA—TOWN MANAG ER RECRU ITM ENT—ESSAY QU ESTI ONS—BARTHA
Response#1 (Sustainability)
�ike �exington, Danvers has prioritized sustainability as an organization and as a
community, work I have been proud to be part of and to help lead. In spring 2023, the Danvers
Select Board adopted the Resilient Danvers climate action plan (prepared by KLA, in parallel to
Lexington's process). Our plan ( �� � i i �� � � ) (ays out a similar
roadmap to sustainability for the organization, residents, and businesses across six focus
areas—energy, buildings, natural resources, public health & safety, transportation & land use,
and solid waste—through the lens of four guiding principles—community resilience, equity&
inclusion, greenhouse gas reduction, and good governance.
Similarto Lexington's newSustainabilityand ResilienceOfficer, we havetwofull-time
positions (both created under my leadership) in our organization focused on resiliency and
sustainability: an Energy Resource Manager and a Recycling & Energy Conservation
Coordinator. These employees oversee our rebate and conservation programs and serve as
internal stewards of Resilient Danvers. Currently, a subcommittee of our leadership team is
updating the performance evaluation process to incorporate action items from Resilient
Danvers and the almost-finished Strategic Danvers (strategic plan), so that implementation of
both plans is centered and prioritized in individual and/or departmental work plans.
Danvers is fortunate to operate its own municipal electric, water, and sewer utilities,
which, per our Town Manager Act, fall under the direction of the Town Manager, allowing for
mission alignment across our organization on these critical issues. In partnership with MassDEP,
the Town for many years has successfully managed a Water Use Mitigation Program (WUMP),
which encourages low impact development and water conservation through fees calculated to
remove two gallons of water use from our system for each additional gallon of water demand
created through development or redevelopment. WUMP proceeds are then used to fund
customer rebates and small municipal projects designed to further reduce water demand. In
our electric department, we have systematically increased non-carbon power sources (currently
at 75%), installed three school-rooftop solar arrays in the past two years, started design on a
ground-mount array at our capped landfill, and have rolled out local electric vehicle and electric
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LEXI NGTON, MA—TOWN MANAG ER RECRU ITM ENT—ESSAY QU ESTI ONS—BARTHA
heat-pump incentive programs (on top of state and federal incentives) to our residents. We are
also electrifying our fleet through the annual capital budget process.
The manager's role in sustainability is similar to the manager's role across all service
areas. I've often joked with stakeholders in Danvers that my primary value to the organization is
serving as the translator between our technical experts and the hundreds of volunteers charged
with governance. My role is to explain why the payback on a heat pump rebate program is
important both for the environment and for the bottom line, why the marginal education cost
of an additional five (or fifty) students into our school system is a net-positive for the school
budget and for the community, and why the 1,000 housing units in the new downtown zoning's
buildout analysis (more on that later) over the next few business cycles will be a triple-win (tax
growth, utility sales, Ch. 70 revenue), because our infrastructure planning, including school
building capacity, is guided by our zoning book, regulatory application patterns, and census
data. My role in all of these examples, and especially related to sustainability, is to understand
the data and to communicate it to all audiences in a clear, accessible way.
The role of the manager is also to stay engaged with state and federal officials to ensure
that legislation and funding opportunities align with local priorities. In addition to leadership
roles with the MMMA (past president) and the ICMA (current board member), I serve currently
as the MMA's representative to the MassDEP Water Management Act Advisory Committee and,
prior to becoming MMMA President and joining the MIIA Health Trust Board in 2023, I served
on the MMA's Policy Committee for Energy and the Environment.
In �exington, I would start by listening to, and asking questions of, the advocates and
experts on staff and in the community already working on sustainability (e.g. the Resilient
Lexington Working Group). I think my role in advancing the Town's sustainability agenda would
be similar to my role in Danvers: prioritizing the work in the budget, working with staff and
volunteers to make sure decision makers had the right information, and coordinating the
collective effort to secure legislation and state/federal funding vital to the work. The manager is
rarely the expert in the sustainability (or any) arena, but he or she must be able to see the big
picture, articulate the why, and support stakeholders throughout the process.
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LEXI NGTON, MA—TOWN MANAG ER RECRU ITM ENT—ESSAY QU ESTI ONS—BARTHA
Response#2 (Housing)
Last month, Governor Healey came to Danvers to announce $227 million in affordable
housing grants. I believe she chose Danvers for two reasons. First, one of those grants was to
support an amazing project at the New England Home for the Deaf, one of two such facilities in
the United States, which will create 116 units of affordable housing for the deaf and blind
community. Second, Danvers is one of a handful of communities that is creating meaningful
affordable housing that is both market viable and in keeping with stakeholder expectations.
During my tenure in Danvers, I have engaged deeply on all aspects of housing
development: from existing conditions analysis to town meeting votes; from developer
roundtables, public charettes, and zoning workshops to conversations with affordable housing
experts, state agencies, private utilities, and land use consultants. Of the many lessons learned
over the past decade, two stand out. First, community input must be reflected in the zoning
book for projects to be successful—every town is unique, and zoning books have to
acknowledge this. Second, whether utilities are private, quasi-governmental, or municipal (as in
Danvers), the planners and the engineers have to communicate early and often to ensure that
what is allowed to be built, per the book, can be supported by what's in the ground (which may
require capital investments years before project applications enter the permitting process).
When I started in 2014, Danvers was preparing to rezone its 90-acre downtown. In
2017, after more than 25 public hearings, charettes, focus groups, and zoning workshops, the
first 17-acres (now a 40R district) were approved overwhelmingly by Town Meeting. Today,
there is a 147-unit mixed-use project (called Maple Square) being constructed in that district
that is 20% deed restricted affordable and includes restaurant, office, and civic space, all
adjacent to our rail trail that connects the downtown to neighboring communities. In 2020,
following a similar process, our Town Meeting rezoned the remaining 73-acres for affordable
mixed-use. Together, these votes created the potential for close to 1,000 housing units to be
built in, or adjacent to, our walkable downtown over the next several business cycles. The 2020
vote also introduced inclusionary zoning across all residential zoning districts, requiring
fractional payments or affordable units on all projects of 3 or more units. (It also brought the
town 99% into compliance with the MBTA (aw a full year before the (aw was signed.)
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LEXI NGTON, MA—TOWN MANAG ER RECRU ITM ENT—ESSAY QU ESTI ONS—BARTHA
My role during this six-year process was to coordinate the work internally (ensuring that
all departments affected by housing development were rowing together: land use, education,
social services, engineering, and our three utilities), to advocate externally for the need (both
business-wise and morally) to expand housing opportunities for all income levels and
demographics, and to ensure that community feedback and expectations were centered in the
work products. Finding the right mix of densities, design standards, and uses took time and
effort. This involved conversations with town meeting members, residents, and downtown
businesses, as well as with the development community, because too often towns discover,
after zoning updates are made, that the economics of what has been approved are not viable.
As I note in my response to Question 1, Danvers operates its own utilities. It also enjoys
a close working relationship with its schools (more on that later). Thus, when land use staff and
the planning board are working on zoning updates, all perspectives are represented, and we
can measure estimated zoning impacts against current infrastructure capacity and future
infrastructure need; for example, including growth buffers in school projects, upgrading sewer
pump stations, and accelerating electric substation replacements prior to zoning changes. In
Lexington, which relies on non-municipal utilities for gas, water, and electric, relationship
building and regular communication between key staff is even more crucial, because housing
related infrastructure decisions and long-range planning may be external to the organization.
It seems evident to me—through conversations with colleagues, by reputation, and
based on the studies and current projects in �exington's development pipeline, that there is a
hearty appetite for development/redevelopment in Lexington, so the key is putting guardrails
in place to ensure that what comes next complements what is already there. I am excited by
the prospect of bringing my experience, support, and leadership to the stakeholders in
Lexington to help ensure that new housing units are developed to meet all income and ability
needs without detracting from the mix of uses and styles that makes Lexington so desirable in
the first place. It is clear from the Comprehensive Plan, recent zoning updates, the creation of
the Affordable Housing Trust, and the reorganization of LexHA6 as a 501c that the pieces are in
place to ensure that the right goals are pursued for the town, with a high probability of success,
thanks to careful planning and engaged stakeholders.
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LEXI NGTON, MA—TOWN MANAG ER RECRU ITM ENT—ESSAY QU ESTI ONS—BARTHA
Response#3 (Relationships and Engagement)
In 2014, I was a first-time manager in a new state stepping into the shadow of a (egend
(my predecessor, from Danvers, retired after 36 years). Danvers was, and is, a wonderful
community that provides quality services. The town has enjoyed 80+years of professional
management, having only five managers since the position was created in 1949. Residents and
staff were keenly aware of this when I arrived, and it was critical for me to honor this legacy
and to build upon the foundation already in place. I believe nearly every official, employee, and
resident I've worked with over the past decade would describe the transition as successful.
Throughout my career, I have earned the trust and confidence of staff, elected officials,
volunteers, and residents through hard work, fairness, and authenticity. I meet employees on
their turf, show interest in their careers and in their families, call them by name, hold them
accountable, and give genuine feedback. I suited up with fire for a live burn. I became OSHA
trained to help clean the holding tanks at our treatment plant. I earn the respect and trust of
residents by engaging in community life and being seen: serving as Scout leader, volunteering
(eagerly) for the dunk tank, marching in the Memorial Day Parade. I make time for people and
make myself accessible. I get to know elected officials by scheduling regular check-ins, learning
their priorities, how they prefer to communicate, who they are, and how they operate.
My management style is best described as "relationships and results." I ask a lot of
questions, but I am not a micromanager. In fact, I am quite the opposite. The leadership team
knows where the guardrails are and how I like to be kept informed, but they get the work done
their way (consistent with the law) in keeping with our core values: inclusion, integrity,
accountability, positivity, and collaboration. Staff has heard me say many times that we must
take our work seriously, but not ourselves (a core belief). I also believe deeply that we are
people before we are employees. In Danvers, we aspire to be an employer of choice for people
with families. Our policies and practices reflect this (e.g. telecommuting and flex time policies).
As a manager, staff development is incredibly important to me. I have encouraged
dozens of employees to attend the MMA-Suffolk leadership program, many of whom are now
department heads in Danvers, and two of whom are now town administrators (in Holliston and
Wenham). Humor is important to me. At our fire chief's recent retirement coffee, I solemnly
Page 5 of 8
LEXI NGTON, MA—TOWN MANAG ER RECRU ITM ENT—ESSAY QU ESTI ONS—BARTHA
presented him with my son's red, three-wheel, foldable bug bike (ages 1+) as an alternative to
the traditional last-day ride home in the ladder truck...since he lives in Reading...and gas is
expensive (don't worry, he got his truck ride, and we all got a good laugh). Equity and diversity
are also important to me. In 2014, our 22 member (eadership team was 18% female and 0%
non-white; today, it is 32% female and 16% non-white, including the Town's first DEI Director,
who also supports the schools and library. We are also about to conduct our first equity audit.
Our Talent Pool program, Coffee with the Boss, and Citizen's Academy offer three
examples of successful community outreach, team building, and building trust with an engaged
citizenry. All communities struggle to bring new voices into the governance process, and Talent
Pool was our solution. It started as a simple form describing our boards and committees that I'd
take to daycare drop-off, library events, or summer concerts. It's now a standard insert in new
resident packets, appears at community events, and lives as a fillable form on our website.
We've used it to recruit 100+volunteers (and counting). Coffee with the Boss was an internal
engagement strategy I launched shortly after starting because (a) I was the new guy from
Connecticut; and, (b) one-on-one interactions are tough with 340 employees. Every Friday, 10
employees attended a coffee in my office where we'd introduce ourselves and respond to
prompts. In one instance, two longtime employees who touched different parts of the same
work process met for the first time. It was amazing! Our 10-week Citizen's Academy runs each
fall, and graduates have run for town meeting, serve on boards and committees, and several
now work for the town full time. Graduates also serve as informal moderators on social media
and routinely direct threads to the town webpage or to an employee who can respond with
accurate information. We run a spring Academy Jr. for all of the 8t" grade civics classes.
Being an effective manager requires the skill, demeanor, and ability to forge, nurture,
and maintain relationships with all community stakeholders. My professional experience
combined with my personal qualities—excellent written and verbal communication, the ability
to establish positive relationships, a track record of respect from peers and employees, and
personal and professional integrity and accountability—will enable me to help advance the
Lexington Select Board's goals, work effectively with citizens and volunteers, and foster a spirit
of teamwork and a commitment to excellence among the management team and employees.
Page 6 of 8
LEXI NGTON, MA—TOWN MANAG ER RECRU ITM ENT—ESSAY QU ESTI ONS—BARTHA
Response#4 (School Partnership)
I believe the most important service provided by any town or city is education. People
choose where to live because of schools. Education is also personal. My wife and I met as
teachers in Baton Rouge, Louisiana, where she taught first grade and I taught high school
English. She is now an Assistant Professor and Program Director for Literacy Education in
Boston University's Wheelock School of Education & Human Development. Perhaps not
surprisingly, education is a frequent topic of conversation in our house.
In my career, I have worked in several communities with strong alignment between
town and schools. Danvers is the strongest. Per our Town Manager Act, the town is responsible
for the maintenance and upkeep of all school buildings. Additionally, our IT department
manages the schools' technology infrastructure. School and town personnel across all
departments communicate often, and this strong relationship results in a stronger community.
In particular, there is a strong relationship between town and school administrations
that has existed for many years. In 2014, I was onboarded into this relationship by Dr. Lisa
Dana, the town's (ong-time superintendent. When she retired in 2022, I had the opportunity to
onboard her successor, Dan Bauer. Our finance and HR teams meet regularly, and we approach
the budget in a collaborative manner (though no formal funding formula, like that in Lexington,
exists). I serve on the bargaining team during teacher contract negotiations. In budget season,
we talk often about non-tax revenue forecasts, anticipated health insurance renewals, utility
costs, contract renewals, service level demands, etc., and refine our projected resources—and
resource allocation—so that the preliminary budget voted on by School Committee in February
and delivered to the Select Board each March 1 is balanced, realistic, and transparent.
A recent example of this collaboration is seen in our special education (SPED) services.
Like many places, Danvers experienced historic growth post-Covid in Out of District (OOD)
SPED. Recognizing the long-term implications for the school budget (and, by extension, the
town budget), we worked closely with the schools to create a SPED Stabilization Fund and to
develop a multi-year funding plan through Free Cash, Circuit Breaker, and operating budgets.
This past spring, I helped advocate for a 6.41% school budget increase—an increase that
included $1 million in SPED programs to offer new in-district services for a fraction of OOD cost.
Page 7 of 8
LEXI NGTON, MA—TOWN MANAG ER RECRU ITM ENT—ESSAY QU ESTI ONS—BARTHA
In another example of collaboration between town and schools, when I arrived in 2014,
Danvers was preparing to apply for MSBA funding to replace one of its five elementary schools.
The new Smith School opened in 2021 (on time and under budget!) and was designed to absorb
future growth. I chaired the School Building Committee, working closely with the school
committee, MSBA, owner's project manager, and construction manager. My kids (10 and 7)
now attend the school, and it is a building—and community space—the town is proud of.
A strong working relationship with school administration is built on trust. It is important
for the town manager and superintendent to communicate regularly. In Danvers, we have a
standing quarterly meeting but in reality meet much more frequently—especially during budget
season—and speak often as issues arise. I would bring a similar approach to Lexington. I would
hope to meet with Dr. Hackett prior to my first day to start the process: to discuss district
priorities and existing partnerships, to exchange ideas and share experiences, and to learn from
her experience as a community leader in Lexington. I believe that honest communication—
even when the topics are hard—between the town manager and superintendent is crucial. In
my experience, this kind of trust is built through transparent information sharing and a sincere
commitment to joint problem solving. The LPS Strategic Plan identifies Community Partnership
as one of five key areas. I'd want to dig into this. In Danvers, town services support and
enhance the schools in a number of ways, including our very popular after-school recreation
programming and our summer reading partnership with the library.
I believe deeply that education is the most important service we provide—the moral
and business case for strong schools is easy to make and vital to a community's health. Thus,
the manager must support the schools so that they can be successful but must also advocate
for town services. Although people may choose a community for its schools, they expect, and
deserve, much more. Education also extends beyond the classroom into the community. It
includes playdates in well maintained parks, summer reading in well resourced libraries, events
celebrating diversity and inclusion, and field trips to well-run fire departments. The challenge
lies in finding the right balance, collaborating to allocate resources, and working hard to utilize
those resources effectively, so that benefits are maximized for all stakeholders. That starts with
trust, shared purpose, and recognition that the town and schools are parts of the same whole.
Page 8 of 8
on . azzuc c o
7/7/2024
Douglas Lucente
Selectboard Chair
Town of Lexington
1625 Massachusetts Ave, Lexington, MA 02420
Lexington, MA 02420
Dear Mr. Lucente,
I am pleased to express my interest in the Town Manager position for the Town of Lexington.
With more than a decade of experience in municipal management in Massachusetts as well as a
significant experience managing a wide range of business functions I believe I am a great fit for
this role.
Currently I prepare and oversee a $240 million municipal operating budget, which includes our
municipal light and broadband company as well as a municipal airport. In addition, I oversee a
facilities department that provides all facilities related services to municipal and school buildings
as well as a human resources office that also provides services to school employees. The size and
scope of the municipal operations I oversee are comparable to Lexington as is community size;
ensuring a smooth transition.
Several important priority projects in Lexington are areas I have direct and recent experience
with and could contribute to right away. As Lexington embarks on its semiquincentennial
celebration of the Battles of Lexington and Concord, Norwood recently celebrated its 150th
anniversary. In addition to being a member of the committee, I was responsible for raising over
$300,000 to have the Boston Pops play right in Norwood center as our signature event.
Furthermore, I can be of great assistance as Lexington embarks on its journey to build a new
high school,Norwood is entering the last year of construction for a neW $150 million middle
school for which I have been a part of since the beginning.
Participating in the civic life of the community has always been central to my approach to local
government. I actively participate in many ways and have over the years including being on the
concerts committee here in Norwood, being a Rotarian and a Mason, volunteering at the NHS
post prom, and other avenues to be engaged beyond my formal work. I have also found funding
to take our high school civics class to Washington D.C. on several occasions to study careers in
public service.
As Lexington continues to diversify its economy and attract world class businesses, I can help
lead these efforts as well. In my current position I have negotiated over $1 billion in tax
increment finance agreements. This has led to a significant expansion of Moderna's campus in
Norwood, currently at over 1,800 employees as well as a $400 million new headquarters for FM
Global, a Fortune 500 company.
Lexington is a premiere community and I would be honored to serve such an outstanding
organization. I am very interested in speaking with you re�arding this position and have included
my resume with this letter. I can be reached at or via email at
Thank you for your time and consideration.
S inc ere ly,
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Tony Mazzucco
Ton L. Mazzucco
y
Executive Profile
Results-driven and accomplished public sector executive with a distinguished track record in public administration and leadership roles.
�Vith expertise in public finance,labor relations,community and economic development,budgeting and capital planning.I have
consistently demonstrated exceptional problem-solving skills and an ability to navigate complex challenges and bring together diverse
teams and stakeholders.
Areas of Expertise
�Capital Planning&Development �Budgeting&Cost Control �Financial Management&Forecasting
- Strategic Planning&Execution �Public-Private Partnerships �Contract Administration
-Benefits Administration �Collective Bargaining �Economic&Business Development
-Mediation&Arbitration �Facility Management �Grant Writing&Administration
Career Experience
Town of Norwood,Norwood-MA 2017—Present
Town Manager
Direct complete management of all general government operations through strategic oversight of 1,100 staff inembers,including 22
department and division heads,working across finance,accounting,treasury, facilities,technology,HR,labor relations,police, fire,
public Works,municipal light,library,recreation, senior services,and other general government functions.Plan,prepare,and manage a
$240M operating budget,while communicating and negotiating with 11 different unions and supporting 5 elected bodies and over 20
appointed boards and commissions.Monitor all state/federal workforce grants along With supervision of career centers in a
43-community region and responsible for the appointment and oversight of local workforce development board. Converted the entire
enterprise resource planning system and deployed new customer facing technology portals and applications. Led pandemic response team
to perform multiple activities for community and emergency management,supervision of contact tracing,vaccine supply management,
public information dissemination,business/economic recovery planning,citizen information management,food security program
execution,and distribution of federal/state funds.Negotiated and initiated tax increment finance agreements with Moderna Therapeutics
and FM Global leading to more than$1 billion in economic investment. Formulated and implemented first long-term infrastructure
investment plan for largest water/sewer/road investment in Norwood's history.
�Recognized for establishing Norwood's first Sustainability Commission and Trails Advisory Committee;achieved designation as
"Green Community"under Massachusetts Department of Environmental Protection.
� Steered all phases of integrating facilities management and human resources functions in Town of Norwood and Norwood Public Schools
for the execution of shared business operations.
� Spearheaded all aspects of multiple construction proj ects,Which include$17M Norwood Light Operations facility, $150M Coakley
Middle School,and approx. $30M in infrastructure improvement programs.
�Negotiated sale of Forbes Hill property which yielded$9.SM in net proceeds for property owned less than 36 months.
Committee/Board Member Activities
•Chair of Massachusetts Municipal Association Labor and Personnel Committee: Conducted research and produced draft legislation
and opinion related to municipal labor affairs for 3 51 communities in the Commonwealth.
•Joint Labor Management Committee:Nominated by the Governor as a member of the panel settling public safety collective
bargaining disputes for police and fire agencies in Massachusetts.
•Norwood 150th Anniversary Committee: Steered all efforts related to fundraising and gained approx. $300K to host Boston Pops in
downtoWn Norwood; effective management of major events for more than 5,000 attendees.
• Statutory General Manager of Norwood Light & Broadland: Head all activities of$60M municipal electric company and $l OM
commercial broadband division for the delivery of electric service to 16K resident and business accounts along with cable, internet,
and phone service to more than SK customers.
Town of Adams,Adams,-MA 2015—2017
Town Administrator/Chief Fiscal Officer
Led end-to-end management of complex business operations With an annual budget of$15M and more than 60 staff inembers,consisting of
different boards, committees, and other agencies. Managed all financial policies, procedures, and strategies, including development and
implementation of the first comprehensive financial management policy, OPEB funding policy, and revamped capital improvement plan.
Recognized by the Department of Revenue for fiscal management skills and expertise.Planned and established Adams Arts Advisory Board
to serve as the Town's liaison for art and enhancement/encouragement of art and artists in community, creating significant impact on
community by developing more than 20 unique public art installations as well as organizing a highly successful festival that attracted
thousands of visitors in its inaugural year.
�Received GFOA distinguished budget presentation aWard for delivering budget in FY2018.
�Pioneered a Wide-range of sustainability initiatives, such as securing LED lighting for downtown historic district,implementing strategies
to source 100%of municipal power from green sources by 2018,and successfully reopened transfer station under a PAYT model.
- Successfully navigated and resolved a$640K(6.5%)deficit in FY16,followed by$400K(4.5%)deficit in FY17,and presented the
first balanced budget Without use of reserves, showcasing strong financial management and strategic planning abilities.
�Negotiated governance agreement with Berkshire County Sheriff s Office to regionalize 911 dispatch services,resulting in net savings
surpassing$1.SM for taxpayers.
�Obtained a$400K grant from the Commonwealth to upgrade and enhance radio communication equipment for public safety agencies in
Adams.
�Received Massachusetts Municipal Association Pickard innovation aWard in 2017 for demonstrating excellent creativity and community
engagement skills.
� Successfully Wrote multiple grants, including $70K in community compact signing grants, $200K in regionalization grants for shared
animal shelter with North Adams and Williamstown, as well as contributed to obtaining $150K community compact regionalization
grant for development of shared special education collaborative among five school districts in northern Berkshire County.
City of Caribou,Caribou-ME 2013—2015
Assistant City Manager/Director of Human Resources
Delivered extensive support to the City Manager for effective management of staff of all departments/offices/agencies of the City,
including 70 full-time employees and more than 50 part-time/seasonal professionals and four separate bargaining units. Created and
presented City's 2014 comprehensive plan,while participating in public and community events.Analyzed site designs and sub-division
applications,oversaw zoning and land use regulations,offered staff support to the planning board,while serving as City's CDBG
administrator and code enforcement officer.Planned and organized a large number of downtown events to maximize the number of
attendees for an economically challenged downtown.Negotiated shared services agreement through extensive meetings for shared code
enforcement services.
- Steered restructuring of numerous city departments to streamline functions and improve service level for residents/businesses.
�Increased City's workers'compensation rebate and received four-year exemption from state safety inspections through launch of safety
programs.
Additional expe�ience as Adjunct Lectu�e�at B�idgewate�State Unive�sity and in Operations Management at National Amusements.
Education
Doctor of Public Administration(ABD)
Valdosta State University,Valdosta,GA
Master of Public Administration/Bachelor of Arts in Political Science
Bridgewater State University,Bridgewater,MA
Current and Past Board/Community/Volunteer Experience
Neponset Valley Sunrise Rotary Club,member&past president�Massachusetts Municipal Management Association-Executive Committee,Civic Education
Committee,Planning Committee,Strategic Plan Committee International City/County Management Association-Government Affairs&Policy Committee,
Strategic Planning Committee,Conference Planning Committee,multiple Conference Evaluation Committees, Berkshire County Education Taskforce
Aroostook Municipal Association Chair,Bread of Life Soup Kitchen�Board Member,LEAD Committee member,Family Self-Sufficiency Program
Committee�Maine Town/City Manager Association-Communication Committee Community Mobile Home Advisory Committee Veterans Memorial Park
Committee Member-American Society for Public Administration Norfolk Union Masonic Lodge
ony . azzuc c o
7/22/2024
The Select Board in Lexington is strongly committed to promoting and supporting clean
energy, sustainability and resiliency for the community. The town has adopted both short
term and long-term policies to achieve demonstrated and measurable success,which apply
to the town infrastructure, the business community and residential development. The Select
Board and Town Meeting strongly supported a full-time Sustainability and Resilience
Officer to help guide the town and implement many of the policies adopted by the
community. Lexington is one of 10 Massachusetts communities participating in the state
fossil fuel free demonstration program to increase energy efficiencies, expand the use of
renewables and move towards net zero greenhouse gas emissions. What direct experience
have you had with municipal sustainability, resilience and clean energy programs and
activities? What leadership can you bring to the Town and, as Town Manager,what would
you see as your role in the town's sustainability agenda?
I have had a number of successes related to sustainability during my time in Norwood. Specific
examples of this include adopting the Commonwealth's Green Communities program
(incidentally the second community I have led this change in), hiring our first Energy Manager,
creating our Sustainability Commission and first sustainability action plan, adopting PACE
energy financing, enhancing our municipal electric incentives to some of the highest in the state
including the first ever vehicle rebate for used electric vehicles, and adopting the new opt-in
stretch energy code within its first year. Furthermore, I was responsible for launching the f�irst
solar proj ect on municipality owned land in Norwood as well as negotiating PILOT lease
payments with the MBTA for solar parking canopies on MBTA land in Norwood, introducing the
first electric vehicles to our municipal fleet, installing the first public charging stations in the
community, as well as non energy related accomplishments such as creating a town orchard,
stormwater management bylaw, acquiring open space, putting aside $6 million for open space
acquisition, substantial water and sewer infrastructure rehabilitation projects and a dam removal
proj ect. Understanding that each community is at a different place in their path towards a more
sustainable future, I feel that I could help Lexington truly become a leader-not just first in
municipal sustainability initiatives but becoming the standard by which other communities set
their sustainability goals, should that be the direction Lexington desires to go in. Consistent with
the consensus of the various stakeholders in the Town's sustainability agenda I would play a key
role in advancing, advocating for, and scouring resources for shared sustainability goals and
initiatives and ensuring that sustainability always occupies an important seat at the table in
municipal operations.
2) As stated in the Profile and Challenge statement for Lexington, the community was one
of the first in the Commonwealth to adopt the new state mandated MBTA Communities
Act for multifamily zoning, allowing for increased density in proposed housing and the
introduction of mixed-use developments. The Town incorporated the maximum allowable
requirements for affordable units, following the identified need to increase affordable
housing in the Town's 2023 Comprehensive Plan and in 2024, Town Meeting overwhelming
approved an Affordable Housing Trust. These changes are predicted to provide a
significant increase in both market rate and affordable housing stock. Can you provide
specific examples of how you have engaged with housing issues in your career and what
role you have played? What experience do you have managing the impact of changing
housing inventory on municipal infrastructure?
One of the most direct areas I have engaged in housing issues is the creation of new zoning
covering a maj ority of our commercial land area in Norwood. I directed the creation of new
zoning for our downtown, resulting in the most significant increase in potential units in Norwood
Center in many decades, achieving a higher density than 3A requires years before that particular
state mandate. Perhaps more importantly was consolidating our zoning along Route One, our
main commercial corridor, and allowing housing along Route One for the first time in more than
50 years. Pushback came from many corners including to a degree from our own Economic
Development Commission, however huge areas of Route One are now open to housing
development. In addition we have successfully begun using the Commonwealth's LIP (Local
Initiative Program) for redevelopment of small parcels into housing that includes affordable
units. Norwood also adopted 3A relatively early in the process, zoning for more acreage and
units than the minimum required; though it is worth noting Norwood has a very diverse housing
stock including significant TOD units. In terms of municipal infrastructure, if properly managed
all along the slight impacts that come from the pace of housing development in eastern
Massachusetts should generally put no undue strain on municipal infrastructure. In my recent
experience, while Norwood has not experienced significant residential growth in nearly 40 years
(similar to Lexington) we have continued commercial development at a record pace. Prior to a
recent surge in commercial development and while additional housing development is going on
despite no relative change in population we launched an infrastructure improvement program,
now in its Sth year, to modernize and upgrade much of our road and water infrastructure. Traffic
is often one of the most cited concerns about new housing development, and while traffic can be
studied and managed to the extent practical, the overall traffic flow of a community is relatively
unaffected by small residential developments. Finally, while the impact on schools is often cited
and can be important, particular to a community like Lexington that prides itself on a world class
school system, declining family size and the statistically consistent number of children added per
rental unit, modest residential growth should only be a capacity concern if schools are already
over capacity-another infrastructure issue that should be or should have been addressed prior to
growth creating an issue. I also have the unique experience of having worked in communities
where population was declining as well as prior experience in housing inspections, code
enforcement, and condemnations; giving me the unique viewpoint of having seen both ends of
the challenges with housing and growth in a community.
3) The next Lexington Town Manager will be expected to develop trust and con�dence both
internally with the Select Board, department heads and staff and externally with the
community, including a large group of passionate board and committee members who
provide tremendous expertise and commitment to the overall successful governance of
Lexington. How would you approach this relationship building,while at the same time,
working to establish your own "style of management" as the next Town Manager? Please
refer to specific instances in your career where you have been successful in community
outreach, internal team building, and building trust with an engaged and active citizenry.
I feel I am particularly well versed in management transitions and can bring this experience to
Lexington. In my current position I replaced a manager who had served the community for 39
years, retiring at the age of 89. This was not only monumental for the organization with virtually
all staff only having known one manager, but little to no elected or appointed leadership in Town
had ever worked with a different town manager, not to mention the community had no
experience with a different manager. In fact, it is important to note that my predecessor began his
tenure in Norwood almost 5 years before Proposition 2 and 1/2 was the law in Massachusetts; and
we still operate on our largely unchanged 1914 Charter. This was a monumental transition for the
organization and the community that I successfully managed-experience and skill I can bring to
Lexington.
Part of my process in Lexington would be a strong entry plan along with clear communication
about what is (and is not) likely to change. I wound be sure early on to set communication
expectation with staff to let them know that it would take us some time to get to know each other
and that any changes early on that they are concerned with right way they should come to me-it
may just be me being me and not actually changing something but the cultural significance can
be great. I would do the same with the Selectboard-early and regular communications about
norms will help create a stable relationship from the beginning. I have told boards in prior
positions that it is likely in the first year there will be things that I bring to the Board that they
will feel either does not need to come to them or has not in the past and there will be decisions I
make that the Board will have felt they should have been consulted on; early and clear
communication will set the stage for a long and productive relationship. I firmly believe that you
have to hit the ground"learning" not running. One of the challenges with management turnover
is the first year or two of acclimation; the goal is to learn the organization and the community
while making sure no progress is lost on ongoing proj ects and initiatives. New is not necessarily
a mandate for change, and while any manager wants to bring positive change and growth to an
organization
In terms of specific initiatives in outreach, understanding that every community is in their own
place in how they view and act on citizen outreach I can provide several examples. I launched
our first Town Meeting information sessions; previously we left much of the information to
Town Meeting itself. While many Towns do this, it is now an indispensable part of our Town
Meeting process and has consistently led to more Town Meeting members feeling ready to vote
and, perhaps more importantly, spend time at Town Meeting debating the actual issue as opposed
to spending considerable time at Town Meeting on comparatively perfunctory questions. In 2018
Norwood successfully held its first operational override, at the time one of the largest in the
Commonwealth. There was significant consensus building and community outreach, achieving a
unanimous vote among the Board of Selectmen, Finance Commission, and School Committee as
well as a high percentage of voters. During the pandemic, I hosted weekly facebook live sessions
that often had five of six thousand views, with several hundred residents being on at the same
time. These facebook live events were popular and provided not only information but a sense of
comfort to many in the community during a challenging time. Community outreach needs to
focus on meeting people where they are, and that is a somewhat dynamic system that will change
over time. Ten years before the pandemic no one would have used facebook live (if it even
existed) and ten years post pandemic no one would suggest using facebook live as an important
communication tool-but it was the right tool at the right time. Consistency in messaging with an
eye towards understanding how the message gets out will change overtime is key.
4) The School District is a significant source of pride and community identity for the Town
and is ranked very highly in Massachusetts for its overall excellence. This has led to
Lexington being a magnet for families looking to locate in a community with excellent
schools. The School Committee has proposed a new high school and has been engaged with
the MSBA throughout this planning phase. This building proj ect will require the largest
debt exclusion in the town's history. Additionally, Lexington's annual budgeting follows an
established revenue allocation model,with a significant proportion allocated to the schools.
The new Manager will need to establish a strong working relationship with the
Superintendent. How would you develop and maintain a positive working relationship with
the School Superintendent? What experience do you have ensuring a productive and
cooperative school and municipal budget process?
Each year my current community goes through a"budget balancing"process via an established
committee (our budget balancing committee) that ultimately determines a budgetary allocation.
In the past we worked on a revenue allocation formula, however with the 2019 override that
formula no longer made operational sense. We approach the budget first on a needs based
approach, then moving towards requests. My direct role in this process each year is developing
the actual balanced budget, working with the school superintendent to understand his needs and
creating a framework that the Board of Selectmen, School Committee, and Finance Committee
c an all agre e to.
Building a close relationship with the School Superintendent is critical for any Town Manager's
success. A combination of regular recurring meetings as well as ongoing communications boat
needs, goals, and financial condition is imperative in maintaining an understanding of the
direction the municipal services and school department are going in. During my time in
Norwood we have been able to successfully pass a large operational override (with the maj ority
of resources being allocated to the school department) as well as a large override for a new $150
million middle school as well as manage the challenges of the pandemic. I Worked closely with
our School Superintendent throughout this process and, With a new Superinten having started
July 1, I had met with him three separate times prior to him even starting on July 1.
In my time in Norwood we have created a consolidated facilities department that reports to me,
as well as a shared human resources office that does the same and we are working on a 3-5 year
plan to create a single IT department that the Town would oversee. The goal of all of this is to
have these services function as a service provided to our school department (what the relevant
efficiencies and quality of operations) so that educators can maximize their focus on teaching
and learning outcomes. A facilities issue for a school should never be more than a phone call or a
ticket, and time school administrators spend on more mundane issues like these is time spent
away from a laser focus on teaching and learning outcomes. This model is working well for us
and could likely be replicated in other districts looking to achieve the same goals and is
indicative of the relationships I have been able to build with school department staff and elected
leadership.
I also place a personal emphasis on working and interacting with schools. As someone who was
a student representative to the School Committee in my hometown of Randolph a quality
education system is in many ways what got me into public service. I have found funding to take
our senior civics class to Washington DC several times, I volunteer at the NHS Post Prom party,
and have worked to raise and find funding for numerous civic related high school clubs and
functions. I sponsored several students going to Boys State this past year, a journalism
conference in Boston, and arranged for a retired member of the Globe's Spotlight Team to speak
to j ournalism students.
As mentioned earlier, I also have experience in communities with declining populations and
economic conditions. I have had to participate in multi-community discussion on school
closures, knowing full well that closing a school in a rural area means that school would be
closed or good and not replaced. �Vhile not a remote possibility in Lexington, this experience
gives me perspective that brings value to the conversation on maintaining exceptional schools.
There is no denying that public education, even in Massachusetts, faces many challenges and
even comparatively wealthy districts like Lexington are not immune to changing socio
economics, special education, state mandates, and other changes that are impacting the
classroom. As someone who was a student representative to the School Committee in my
hometown of Randolph a quality education system is in many ways what got me into public
service.
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDAITEM TITLE:
Deliberation and Potential Vote to Select New Town Manager
PRE E TER• ITEM
S N .
NUMBER:
Board Discussion
I.3
S UMMARY:
T he S elec t B o ard will d elib erate o n the qualif'ic atio ns o f the c and id ate s interviewed fo r the p o s itio n o f To wn
Manager. This s es sion will involve a thorough discus sion o f each candidate's strengths and suitability for the
role.
T he B o ard may c ho o s e to vo te o n s elec ting a new To wn Manager during this s e s s io n o r may d etermine further
deliberation at a subsequent S elect Board meeting will be required before a final decision is made.
SUGGESTED MOTION:
p o tential to vo te o n the s elec tio n o f the new To wn Manager if the B o ard d etermine s it is p rep ared to d o s o:
Move to authorize Municipal Resourc es Inc. (MRI)to make a conditional o ffer to ________________ for
the po sition o f Lexington's Town Manager, subject to a satis factory background check, and succ es s ful
nego tiatio ns o f terms o f emp lo yment, and to autho rize S elec t B o ard Memb ers ________ &__________to
wo rk with MR I and To wn C o uns el, to nego tiate the terms o f emp lo yment fo r the new To wn Manager. T he
final terms o f emp lo yment s hall b e ap p ro ved b y the B o ard.
FOLLOW UP:
S elect Board
DATE AND APPROXIMATE TIME ON AGENDA:
8/28/2024
AGENDA ITEM SUMMARY
LEXINGTON SELECT BOARD MEETING
AGENDAITEM TITLE:
Discussion of Schedule and Steps for New Town Manager Contract
ITEM
PRESENTER: NUMBER:
I.4
S UMMARY:
Discussion of next steps and scheduled in regards to selection of new Town Manager as it relates to a contract,
etc.
SUGGESTED MOTION:
FOLLOW UP:
DATE AND APPROXIMATE TIME ON AGENDA:
8/28/2024