HomeMy WebLinkAbout2013-02-26 Board of Selectmen Handout - Part 2From: Town Manager Screening Committee
To: Board of Selectmen
Date: February 26, 2013
The Screening Committee has completed its assignment and has voted to present
three finalists for the Town Manager position to the Board of Selectmen. The
Screening Committee carried out its task with the support of the Collins Center for
Public Management at UMass Boston, which the Board of Selectmen hired to assist
the Town in recruiting a new Town Manager.
The recommended finalists in alphabetical order are:
John D'Agostino who since 2010 has served as Town Manager in Abington, MA.
Previously he served for twelve years as Town Manager in Mansfield, MA and as
Town Administrator in Blackstone, MA. Earlier in his career he served as
Municipal Grants Manager for Springfield, MA. Mr. D'Agostino holds two Master's
degrees and has a BA from Syracuse University.
Robert LeLacheur who since 2005 has served as Assistant Town.
Manager /Finance Director for Reading, MA. Previously he served as Partner and
Principal with Merganser Capital Management for twelve years and worked for
several Boston and New York based financial firms for over ten years. Mr.
LeLacheur is a Certified Financial Analyst and holds an MBA from the Babson
Graduate School of Business.
Kerry Speidel who since 2007 has served as the Town Administrator of
Lunenburg, MA. Prior to working in Lunenburg she served as Finance Director for
three Massachusetts towns: Chelmsford, Sudbury and North Andover. Earlier in
her career she served as a City Manager in Arizona. Ms. Speidel holds a Master's
Degree in Public Administration from Rutgers University,
The Town received over twenty -nine applications for the position. The Screening
Committee discussed and evaluated fourteen applications and invited seven of
those candidates to interview. The result of this recruitment and winnowing
process is the recommendation of the three candidates named in this report.
Copies of the applications of the three finalists are appended to this report.
The Screening Committee acknowledges the professional support provided by the
Town's Human Resources Administrator, Carol Roberts.
JOHN O. D'AGOSTINO
175 BALCOM STREET
MANSFIELD, MA 02351
508- 339 -8057
508 - 922 -7076 (cell)
jdaaostino92257(@me.com
Sunday, December 30, 2012
Richard Kobayashi
Senior Consultant
Edward J. Collings Jr. Center for Public Management
University of Massachusetts, Boston
Dear Mr. Kobayaski:
I am writing in response to your advertisement for a Town Manager for the Town of Reading,
Massachusetts. As you can see from my attached resume, I have the requisite experience
working in complex public sector organizations as a Town Manager. I have very strong financial
management skills, the ability to lead employees and work effectively with elected and
appointed municipal boards and committees. I am very capable of understanding the needs of a
community and marshaling the resources necessary to accomplish the goals and objectives of
the Board of Selectmen and the residents of Narragansett. As Town Manager, I view my
position as providing the necessary information the board and residents require to make the
most informed decisions possible for the benefit of the greater good of the community. I also
believe a team work environment with staff, boards, committees and the Board of Selectmen will
result in collaborative problem solving decisions.
As a leader, I will work hard to gain the trust and respect of my department heads, never asking
them to do anything I am not willing to do myself. Leading by example and providing
department heads with the flexibiity to make department decisions in consultation with the Town
Manager is the best way to support, coach and provide insight to each department head.
Department Heads will take ownership of the decision and work collaboratively to implement
that decision to a highest degree of success. As a leader, I will be a very strong advocate for the
community, working with the State and Federal officials to ensure that Reading, Massachusetts
is getting it's fair share of state and federal resources. I am a seasoned manager willing to lead
the community in a positive direction. The structures of government in Rhode Island and
Massachusetts maybe slightly different, however I can bring forth creative problem solving
techniques, an energetic vision and direction for the community and a very strong work ethic.
Management style is critical to motivating department heads, boards and committees to work
together to solve our problems The town can only succeed if the departments, board and
committees are successful. I view my leadership roll as a facilitator, willing to allow the
departments to make decisions even if the decision did not work out as intended. Allow
department heads to push the envelope and to learn from those decisions. As a creative
problem solver, I encourage the same from department heads.
I look forward to the opportunity to meet with you and the Town screening committee to discuss
my employment opportunities with the Town of Reading, Massachusetts.
Sincerely Yours
John D'Agostino
John O. D'Agostino
175 Balcom Street, Mansfield, MA 02048
508- 339 -8057 (home)
508 -922 -7076 (cell)
jdagostino92257 @me.com
Profile:
Strong background and extensive experience in public management
with strengths in fiscal planning, budget preparation /analysis as well
as contract negotiations. An innovative problem solver with a vision to
move the organization forward. A proven track record in motivating
staff and decision makers to accomplish organizational mission, goals
and objectives.
Accomplishments:
• Money Magazine named Mansfield Massachusetts one of the top 100
communities in the country to live and work in 2005.
• Recipient of the Tri -Town Chamber of Commerce President's Award
in 2007 for attracting new and emerging businesses and industries to
Mansfield.
• Implemented a new trash program in Abington saving $321,000
• Negotiated Health Care plan design changes in Abington saving
$312,000
• Successfully encouraged new companies to relocate to Abington and
Mansfield.
• Samsonite Luggage located World Headquarters in Mansfield
generating over $5 million a year to the local economy.
• Successfully balanced fourteen municipal budgets ranging from $42
million (Abington) to $82 million (Mansfield).
Career History:
Town of Abington Massachusetts Apr. 2010 —Present
Town Manager
• Chief Administrative and Financial Officer, Town Population 16,400.
• Appoint Full -Time Departments Heads and set administrative and
financial policy for 20 departments. Responsibility for a total of 95
employees.
• Prepare, analyze, balance and manage a municipal budget totaling $48
million dollars.
• Present a balanced Town Manager's Budget to the Board of
Selectmen, Finance Committee and Town Meeting.
• Strong presentation skills.
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• Collective Bargaining Agent responsible for all union and non -union
contracts.
• Chief Procurement Officer for the purchase of all Goods and Services
bids and contracts.
• Prepare and submit five -year capital outlay plan for the Town of
Abington.
• Keep the Board informed on all operational, financial and personnel
matters impacting the town.
• When I assumed the helm, Abington had a negative free cash
certification of $720,000 and $1,000 in Stabilization. Today, at this
fall town meeting, the town will have over $ 1 million in Stabilization.
We have balanced three consecutive budgets with free cash
certifications of $1,000,001.00 last year and a projected free cash
certification of $795,000 for this fall Town Meeting.
• Established a strong working partnership with the School Department.
• Worked with the Superintendent of Schools to keep the Friolo Middle
School from closing in 2010, helped provide funding for the high
school to re- establish accreditation at the High School.
• Implemented a fully integrated financial software program,
established sound policies and procedures to ensure financial
continuity and practices.
• Fiscally managed the turn around of Abington's finances.
• Implemented a municipal waste collection and recycling program
saving the Town an estimated $340,000.
Town of Mansfield Massachusetts Dec. 1997 —Dec. 2009
Town Manager
• Chief Executive and Administrative Officer, town population 25,000.
• Appoint, manage and set administrative policy for 24 department
heads with responsibilities for a total of 215 plus employees.
• Prepare, analyze, balance and present a total municipal budget of more
than $84 million to the Board of Selectmen, Finance Committee and
Town Meeting.
• Collective Bargaining Agent responsible for all contract negotiations.
• Chief Procurement Officer for purchases of all goods and services.
• Establish long and short -term goals for the purpose of realizing the
vision set forth in the master plan for the town.
• Serve as a member of the Capital Improvements Committee.
• Seek and create opportunities to successfully manage the
unprecedented growth of the town.
• Address residential questions, concerns and comments on a variety of
topics and issues.
Town of Blackstone Massachusetts Jan. 1995 --Dec 1997
Town Administrator
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• Administrative Officer for the 'Town of Blackstone with a population
of 8,200.
• Supervise appointed department heads.
• Prepare fiscal budget of 25 million and present to the Board of
Selectmen and Finance Committee to be finalized for presentation at
town meeting.
• Chief Procurement Officer for purchases of all goods and services for
the town.
• Assist in Collective Bargaining Negotiations for final approval by the
Board of Selectmen.
City of Springfield, Massachusetts Feb 1989 — Jan 1995
Municipal Grants Manager
• Develop, compose, coordinate and submit municipal grants for
implementation.
• Secure Community Policing Grant Funds at both state and federal
levels
• Coordination and administration of a team of grant writer from various
departments within the city.
• Serve on the Board of Police Commissioners for the City of
Springfield with a population of 125,000.
Education:
M.A. Public Administration, University of Hartford June 1993
M.A. Human Resource Dev. American International College May 1990
B.A. (minor Political Science - Maxwell School of Citizenship)
Syracuse University May 1980
Affiliations and Membership:
-Massachusetts Municipal Manager's Association
-Massachusetts Municipal Personnel Administration
•ICMA (International City /County Management Association)
Past Chairman of the Board of the Southeastern Massachusetts
Health Group
References:
Furnished Upon Request
Robert W. Leiacheur, Jr. CFA Reading Town Manager Search
To: Dick Kobayashi and Mary Flanders Aicardi, Edward J. Collins Jr. Center for Public Management
Members of the Town of Reading Town Manager Screening Committee
From: Robert W. LeLacheur, Jr. CFA
Assistant Town Manager /Finance Director, Town of Reading
Re: Reading Town Manager Search
Date: January 1, 2013
Please accept this cover letter and resume as an indication of my interest In applying for the upcoming
vacancy in the Town Manager position in the Town of Reading.
For the past twenty years, in addition to technical expertise my last two positions have required a wide
variety of leadership and decision- making skills. First I will describe some of my activities at these two
positions as background information for my application; then I will briefly highlight how my
qualifications match those sought for the Town Manager position; and finally I will describe my
perspective on the challenges that are ahead for the Town of Reading.
Merganser Capital Management (1993 -2005)
Merganser was spun off from Polaroid in 1985 and moved just down the street in Cambridge, MA. As a
small investment boutique they managed about $2 billion of Polaroid and related assets, and were
jointly owned by the former Treasurer and Assistant Treasurer of Polaroid. They specialized in complex
asset- backed securities, an arcane corner of the investment world, and In 1993 1 joined them in a newly
created position to focus on corporate and sovereign credit securities to help diversify their portfolio
holdings. Two other investment professionals — each from Polaroid — did research and carried out
management instructions. The firm employed about fifteen people in total when I joined, and had not
had turnover in Investment staff for decades.
Within a very short time I had gone against the introverted (and perhaps aloof) culture of Merganser
and established collegial relationships with a wide variety of Wall Street firms. Some large investment
banks had little interest in the small Cambridge firm, but many began to realize although they could not
directly profit much from dealing with me, I did possess a wide array of contacts and knowledge which
helped them with their larger and more profitable clients.
In retrospect I was a challenging employee as I did not view my role as one of sitting around waiting to
carry out instructions. I learned a great deal from my boss and quite liked him. He said he hired me
because of my curiosity and the fact I took nothing for granted. His reward was to spend the next few
years sharing a lifetime of investment experience with someone that asked lots of questions. I was
happy to take responsibility for mistakes and yield credit for success, and in exchange I earned a unique
level of trust and freedom at the firm. The fact that I alone could make decisions in the fast - moving
credit sector gave us a huge advantage. Our much larger competitors were often hiding in investment
meetings that seemed as much designed to shield accountability as to make good decisions. Wall Street,
always anxious to get to the next deal, often gave me the best price buying or selling because of my
accessibility and instant decision making freedom.
Unfortunately the relationship between the two Merganser owners soured and after some turmoil five
of us bought out the head of investments and thus I became a partner in the firm. We eventually moved
to Boston and I became more involved in the marketing and client service aspects of the business. My
ability to communicate was very helpful, as we had a range of clients from mild - mannered retired nuns
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Robert W. LeLocheur, Jr. CFA Reading Town Manager Search
to short - tempered union stewards. Each wanted the same thing, though — honesty, transparency and
steady investment performance. When mistakes were made, I was known as the person most likely to
stand up and admit it and explain why. One client brought us in after a small stumble, looking to
terminate us for mostly political reasons, although we did not know that at the time. Our marketing
person began and then after my 30- minute presentation was done there was an awkward silence. The
client's chief legal counsel finally stood and said it was the most honest presentation he had heard in his
forty -year career and he urged the union to retain us and instead add more funding. He concluded that
we might well make more mistakes in the future, but it would be such a pleasure to understand why! I
was just as glad that a second discussion like that one was never needed.
I also became involved in making final presentations -- Intensely competitive situations where a
prospective client would interview a few finalists in order to hire an investment manager. My firm liked
to give the same presentation in every situation, but I quickly learned to know when to shut the
prepared material and have an open two -way discussion instead. This approach of listening to the client
spurred our success rate at winning new business. Once in a rare violation of industry etiquette, a CEO
admitted we had by far the best presentation and he apologized that they were hiring someone's cousin
instead. The rest of his Board visibly paled at that announcement, and I couldn't help but chuckle and
wish them well. I appreciated honesty and transparency as much as anyone.
Today Wall Street is covered by lawyers and thorough electronic record - keeping, but twenty years ago
trading was very different. I traded tens of millions of dollars with a single brief unrecorded telephone
call. An industry saying of 'my word is my bond' meant that each a transaction was based entirely on
mutual trust. A trader's reputation for ethics took a long career to build slowly, but could be lost in the
heat of the moment under adverse circumstances. My abilities and judgment may have been imperfect
at times, but I made sure my ethics never came into question.
After decades of steady assets, the change in Merganser organizational structure combined with solid
investment results and an improved marketing effort built assets up to over $6 billion. The firm began
spending money as if the growth would never end, hiring staff and adding office space for the future.
My position also added the responsibility of managing two experienced credit analysts, who helped
balance my workload considering my increased travel schedule.
Success seemed to change some of the Polaroid culture and I increasingly found myself questioning 'our'
judgment on various business decisions. As someone charged with studying the credit worthiness of a
business, it was easy to turn that effort Inward, and I didn't like what I saw for future prospects of
Merganser. I also realized that my main competitive edge as a money manager was my network of
information, and technology was starting to make that easier to replicate. Macro trends began to favor
larger global investment banks, and it was apparent that it would become more difficult to operate as a
small boutique. My decision to resign was a shock to the firm because no one shared my pessimistic
view of the future. Unfortunately many of the things I foresaw came to pass, and significant employee
and client turnover resulted during the next few years. Happily Merganser did survive and sell itself to a
larger domestic organization that seems to be a good fit. While the dreams of huge success of some of
my former colleagues were never realized, today the firm is doing well. In retrospect, I am glad 1 trusted
my instincts to leave early while 'still on top'.
Town of Readinu
During the spring of 2005 1 learned that Reading's Finance Director had announced her retirement. A
chance meeting with a former School Committee member in a local grocery store got me to thinking
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Robert W. LeLacheur, Jr, CFA Reading Town Manager Search
about working in the public sector. My 1980s experience in New York City working for Wall Street
investment banks had been in municipal finance and after seven years on Reading's FINCOM I had some
idea of how the Town operated. I met with a few Town officials to discuss the organizational structure
and vision for the future, and I decided to apply for the newly created position of Assistant Town
Manager /Finance Director.
I was surprised to be offered the position and appreciated the fact that Town Manager Peter
Hechenbleikner went out on a limb to hire someone from the private sector. Later another screening
committee member discussed his objections to my hiring at the time, and laughed as he said he
ultimately told Peter "oh go ahead and hire him then — he'll be your problem and not minel" During one
of my first days I was sitting at my countertop — desks being a luxury - and looked out the window
nearby that faced a brick wall.,lt wasn't exactly the prestigious view of Boston Harbor I had been
accustomed to. I wondered how things would work out, but trusted my instincts that this was a good
situation.
About a month later Gail LaPointe was hired to replace the retiring Town Accountant. We quickly
realized that my background as a resident and member of FINCOM and hers In circa 2005 municipal
finance worked well together. Fortunately she was a good teacher and held up well to my constant
questioning. It wasn't long before I realized that all of my co- workers were very different — it was a
pleasure to work in an atmosphere of support instead of basic distrust. I stopped noticing the view
outside my window.
As a department head it was challenging to replace a local legend. Every manager has their own style,
and mine was quite different from that of the former Finance Director Beth Klepeis. I viewed my
responsibility as empowering the division heads to be the experts in their areas, and to make sure they
had all the support and resources they needed to succeed. We had a difficult transition process
including some needed staff turnover but we made sure that customer service levels always remained
high. Today the Finance department is exceptionally strong. All employees have a good grasp of the
mission and the big picture, and how they fit in. They have been trained to back each other up and not
be territorial, and they work together as well as any group in the Town of Reading. This is easily my
favorite accomplishment as a Reading employee.
I didn't appreciate it right away but gradually came to realize how lucky I was that Pete simply handed
off the budget and many financial responsibilities and rarely micromanaged. To be sure we didn't always
agree on things, but he was always patient as I learned. Very quickly Gail, Pete and I became a solid
financial team, each with our own strengths and unique perspectives.
As a former FINCOM member I immediately went to work on creating a formal budget process and long-
term financial policies. With all due respect, when Pete presented the budget each spring to FINCOM
sometimes it looked like things were put together in haste. As an 'insider' I would quickly learn the error
in my perception — the budget was always put together in haste. It was an enormous amount of detailed
spreadsheet work and the amount of hours needed left little time near the end for polish. I spent a great
deal of time with all Town departments to learn their perspective, and to understand what they needed
to improve the annual budget planning process. In some ways this was akin to quietly restructuring the
Finance department, empowering the department heads to be able to better plan for their financial
future. This was especially true in capital planning, as unmet needs for years had ,led to the subsequent
lack of requests.
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Robert W. LeLacheur, Jr. CFA Reading Town Manager Search
On the process side, one issue in particular had caused me great concern as a member of FINCOM. At
School Committee budget meetings it was typical for parents of Special Education students and parents
of regular day students to argue with each other about where the funding was most deserved. I was
determined to minimize the need for this type of confrontation and came up with the idea of paying
certain costs, such as the out of district SPED placements, first and then allocating remaining revenues
by formula between the Town and Schools. Thus began the notion of Accommodated costs, which have
reduced a great deal of internal friction between departments competing for limited resources.
On the policy side I created a FINCOM Cash Reserves policy that would limit the amount of annual
spending and ensure a savings account for a rainy day. Gone were the days of barley positive cash
reserve balances. FINCOM also agreed to a capital and debt policy that would ensure a minimum of 5%
of spending each year on infrastructure. Thus began a new thorough capital planning process that would
rely on a continuing funding mechanism, improve building and equipment maintenance and employee
safety, and slowly reduce the soaring growth in annual vehicle repair costs. In addition, the policy stated
that debt service of more than 0.25% of annual spending (about $175,000) must be considered outside
the tax levy. As a FINCOM member I had become concerned that large school projects had been done
inside the levy and had effectively crowded out other needed capital spending. Today we regularly
discuss mid -sized projects as debt exclusions without any political arguments, which is a credit to the
Board of Selectmen to have readily adapted to this approach.
Previous employment
My resume attached at the end of this document describes more of my work history. My first three jobs
(1980 -1987) were actually all related in that I was building some pioneering bond market research and
had to change jobs twice to further that project. While I was saddened when Lehman Brothers filed for
bankruptcy recently I was quite pleased that my then 25 -yr old research product was one of the assets
that had a salvage value and was sold to a British bank. This project began a career that always looked to
create value for the long -term.
Qualifications
As to my personal and professional qualifications the preceding discussion describes how important
integrity was to my career on Wall Street. I have always been known as someone who excelled at
communication with a wide variety of participants. At Lehman Brothers I became known as the rare
computer guy that understood traders and salesmen. At Salomon Brothers I was often mistaken as
being as smart as the brilliant PhD's I worked with, but In fact I was really just a good listener who could
then translate what I'd heard to other people that had different perspectives.
am very comfortable in front of crowds of any size, and can speak on work - related topics without any
advance preparation. At Babson I was quite honored to be selected by my fellow students as graduation
speaker. Afterwards school officials wanted a copy of my well- received speech, so I handed them a US
file card with a few words jotted down. A visible role as spokesman for Reading in and outside of the
community is not a concern - I have made extra efforts to not fill that role in my current position.
I am a big fan of the mission, vision and values of an organization. As a numbers person I am also a fan
of measuring and accountability. However when all of these are combined into a checklist the focus
shifts more to short-term task completion. While this works well for new initiatives, the bulk work of the
Town is the ongoing services provided to residents and businesses. I would like to change the task -list
goal measurement process to more accurately reflect the entire mission, vision and values of the Town
government. Two -way communication with employees is crucial and a fundamental reason that the
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Robert W. Letacheur, Jr. CFA Reading Town Manager Search
Finance department operates at such a high level, Every Finance employee knows I value their input
because we have made many changes they have suggested, I have no interest in micromanaging Town
staff, but I do enjoy challenging them to think of ways that I could help them to do their job more
effectively.
Reading businesses and residents as a whole are quite reasonable when one takes the time to see their
point of view. I enjoy listening to their issues and can often provide immediate solutions, or else I admit
that I don't have the answer but will quickly find the right person in the organization that does know.
The Town puts a lot of effort into communication with the community, although I think Improvements
can be made in delivering a more consistent message to a broader audience by organizing these efforts.
I have established a good working relationship with many area town and city leaders, and am familiar
with our local and state elected officials. At the same time I have steered clear of politics, as is also
required of the Town Manager position. I enjoy advocating for Reading although I am sensitive that in
regional arrangements the long -term relationships for all far outweigh any near term benefits for
Reading.
Challenges
The Town of Reading has been very well managed for over two decades. The first challenge for the
Town's second Town Manager will be to not ruin that past success, and the second challenge will be to
find different ways to carry that success into the future as the world changes. My fourteen years of
Reading experience, first as a FINCQM volunteer and then as an employee of the Town, actually gives
me a far better foundation for both challenges than Reading's original Town Manager had when he
began in 1986.
My familiarity with Town personnel Is also a strong advantage, as a particular style of communicating
with one employee or union may need to be quite different with another one. The positive labor -
management relationship in Reading has been built through transparency, mutual trust and familiarity
across the bargaining table built up over many years. I enjoy a good working relationship with all Town
unions despite the fact that my financial role has often cast me as the tougher negotiator.
As we navigate through ongoing difficult economic times, continuing to deliver local services within the
constraints of Prop 2 -1/2 will be a significant and permanent challenge. This is especially true because
Reading local government began the recent downturn as a lean organization without the cushion of
excess to trim, and the Town as a whole has a strong appetite for civic involvement and a high level of
local services. There is no magical simple solution other than to continue the disciplined financial course
we have been on in recent years, which has resulted in record levels of cash reserves, a robust capital
plan with infrastructure (aside from roads) being in excellent shape, a debt upgrade by the ratings
agencies because of the strength of the Town's financial management, and a team approach to
budgeting the scarce resources.
At some point in the next few years an operating override will be needed in Reading, and in my opinion
the main driver will be Public Education. Proportionally the Town has a high amount of school age
students, and the resulting value placed on education seems unquestioned in Reading, yet is not
universally true in many other communities. The next Town Manager will need to understand that the
School Department is one of the Town's strongest assets, a fact that I can easily attest to as a resident
and parent of two daughters that have attended the Reading public schools since Kindergarten.
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Robert W. Letacheur, Jr, CFA Reading Town Manager Search
One last challenge that is somewhat hidden from the public is to spend more time and resources on
staff development. Town employees have faced increasing demands from the public and because of
dwindling state resources. Difficult budgets have caused staffing reductions which have exacerbated this
problem. To the credit of the employees there has been a sense of being in this all together, and the
resulting service levels have remained excellent. However the Town has a long -term duty to employees
to provide an environment that can elicit their best efforts, and it also has a long -term duty to the
residents and businesses to provide them services at a level that employees can reasonably expect to be
able to sustain.
Conclusion
I appreciate the opportunity to present my background and qualifications to the readers of this
application. While many will think it is natural for #2 to want to become #1, 1 took a considerable
amount of time and gave a lot of thought before deciding to apply for this position. I never dreamed of
being a Town Manager as a youngster, nor did I give that any consideration when I came to work for the
Town of Reading seven years ago. The thought of replacing yet another local legend is a bit intimidating.
My career interests have always been to build for the long term. I began with a vision for new and
complex research products, then progressed to sophisticated investment portfolios and now it is time to
extend that to a living organization that provides essential services. While the Town has a strong
foundation and does not need a major overhaul, I have many ideas as to small changes that will make a
positive difference. However I am experienced enough to realize that as Town Manager my best long-
term accomplishment will not be any of my ideas but instead my willingness to learn from others. We
have a strong team of department heads, staff and volunteers, and the role of the next Town Manager
should be to help build consensus on the best path forward and to provide everyone with an
environment designed to maximize their mutual success.
I will be pleased if I have an opportunity to discuss this application or my candidacy further, and to
provide references at that time.
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Robert W. LeLocheur, Jr. CFA Reading Town Manager Search
Robert. W. LeLacheur, Jr. CFA
47 County Road
Reading, MA 01867
boblelacheur @gmail.com
Work Experience
Town of Reading Reading, MA
Assistant Town Manager /Finance Director 2005- present
Changed culture of Finance Department from top -down to strong two -way communication
• Replaced majority of division heads and cross - trained clerical staff as part of new focus
• Results- driven: strong independent division heads have produced excellent customer
service marks despite growing workload and staffing reductions
• Created and implemented first ever long -term technology plan to cover all of Town
government and include the Schools and RMLD in some projects
Created sustainable annual budget process that smoothed fluctuations in costs and revenues
• Eliminated divisive approach between Town departments seeking limited resources
• Reduced cost friction of Special Education versus Regular Day Education programs
• Established planning and long -term thinking in all budgets, including capital & debt
• Designed long -term FINCOM policies based on years of prior FINCOM experience
• Avoided service reductions or need for Prop 2 -1/2 override; free cash at an all -time
high; credit upgrade despite weak and deteriorating industry conditions
Served as Acting Town Manager during absences of the Town Manager
• Some saw this as the root cause for many subsequent natural disasters in Reading
• Ensure the Town's mission is carried out by directing resources to empowered
employees at all levels and then taking responsibility for and learning from any failures
• Dealt with a range issues ranging from resident concerns to employee HR issues
• Represented the Town at legislative, regional and state gatherings
Improved external communications with the Public
• Aware of Town issues - informal liaison to many Boards /Committees /Commissions
• Background as a Reading resident and volunteer helpful for many specific situations
• Introduced convenience of 24/7 technological communications — and more is coming
• Thorough and sensitive communication important during difficult financial times
• Emphasized consistency in approach but flexible individualized customer service
improved internal communication among Town departments
• Relationships were established but communication with Town Hall was sporadic
• Technology serving all departments increased need for team work across organization
• Established transparency in negotiations; earned labor's trust which shifted the
discussion from accuracy of finances to relative importance of issues
• Common labor negotiations approach improved consistency in settlements
Facilitated regionalization discussions
• Improved dialogue and transparency with vocational school serving 12 communities
• Excellent relationships with neighboring City and Town leaders and their staffs
• Success in Health, Veterans and Assessing
• Established shared visions in technology which will lead to many other successes
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Robert W. LeLocheur, Jr. CFA
Merganser Capital Management
Partner and Principal
Reading Town Manager Search
Boston, MA
1993 -2005
Managed credit risk exposure (up to $3 billion) for all clients
• Reputation for building relationships globally despite small assets under management
• Specialized in ability to use those relationships to act and react faster than competitors
Portfolio Manager exclusively responsible for all clients with longer -term investment objectives
• Built portfolios substantially different than investment benchmarks
• Ten -year investment track record in top 10% of all domestic bond managers
Extensive Marketing and Client responsibilities due to small size of firm
• Best success rate for winning new business during competitive final presentations
• Reputation for excellent customer communication and individualized client service
Kenda Systems & Independent Work Boston, MA
Technology Consultant 1887-1992
Completed systems projects for The Shareholder Services Group and State Street Bank & Trust
Designed strategic technology plan for Babson College cited by U.S. News & World Reports
Created PC -based foreign exchange risk system for Bose Corporation
Traded futures and options based on proprietary computer models for Avalon Investments
Salomon Brothers New York, NY
Vice President of Bond Market Research 1986.1987
BMR group consistently voted as best in world; author of many Municipal Bond publications
Assisted Municipal desk with short-term trading strategies until firm exited business line
Lehman Brothers New York, NY
Vice President of Municipal Bonds 1982 -1986
Voted by Municipal Investors as best quantitative market analyst
Extensive domestic travel and client relationships
Created Municipal Bond Index which still serves as Industry performance benchmark
Real Decisions Stamford, CT
Programmer 1980 -1982
Built several mainframe systems for Lehman Brothers
Worked closely with several African nations on debt - rescheduling systems
Education
Certified Financial Analyst (CFA)
1997
Babson Graduate School of Business (MBA — Wellesley Hills, MA) 1991
Colgate University (BA — Hamilton, NY)
Page 8 of 8
1980
December 29, 2012
Re: Reading Town Manager Recruitment
Dear Selection Committee.
I am writing to express my interest in the position of Reading Town Manager. I currently serve as the
Town Manager for the Town of Lunenburg, and have since December 2007. In total, I have 7+ years'
experience serving as a Town Manager and an additional 13 years' experience serving in the capacities
of Assistant Town Manager and/ or Finance Director. I believe that my background and experience
make me an ideal candidate for the position. .
One of my greatest challenges during my tenure in Lunenburg has been to bring a sense of
professionalism and competence to the position of Town Manager. Elected and appointed officials,
along with staff members and the general public had lost confidence in the position due to frequent
turnover and the manner in which some former incumbents had conducted themselves. Most recent to
my arrival, the Town had just gone through a failed override attempt, where even many town officials
did not support the effort, because the data relied upon to determine the amount of the override had
been proven to be inaccurate. Because I began in December, I was early on, able to prepare a detailed
5 -Year Forecast and FY2009 Budget Recommendation. Both were presented at a series of public
meetings and all questions asked, were answered directly, in detail, and accurately. In a short time, key
public players began to feel confident in my abilities. Confidence has increased throughout my tenure
through presentations at public meetings, and through a practice of being available and accessible to
town officials, staff and the public. At this point in time, I can confidently say that while not everyone
will agree with the decisions I make all the time, they are confident that decisions are made after a
thoughtful examination of options and discussions with interested parties.
Another challenge faced early on was improving relations with both School Officials and Union
Representatives. Both felt disenfranchised with town management due to a series of events, including
attempts to renegotiate health insurance co -pays. Through regular meetings with all players, where
consistent and reliable information was provided, good and productive working relationships were
established. These relationships have proven invaluable during the last few years as the Town has had
to make tough decisions with respect to service levels due to fiscal constraints.
On a positive note, these same fiscal constraints have provided the opportunity to further examine
regional service delivery. Lunenburg is somewhat unique in that, even prior to this most recent
economic downturn, many services had already been regionalized, including Animal Control, Tax
Assessment, Board of Health and some inspectional Services. Interestingly enough, it wasn't easy to get
stakeholders to consider other opportunities, especially ones in which we would be considered
"trailblazers ". Even so, further advances have been made, both out of creativity and necessity. Most
notably, Lunenburg is a founding member of the Nashoba Valley Regional Dispatch District, with the
communities of Devens, Harvard and Lancaster. The establishment of NVRDD has been a long and
challenging process, but in the end, we will provide a more comprehensive service and a better working
environment for dispatch personnel, at a reduced cost, with all savings reinvested In our public safety
departments. Further, the process has paved the way for additional regionalization opportunities. I am
proud to have played a key role in the creation and on- going management of NVRDD.
Another key accomplishment in my current position has been the creation of a Municipal Electric
Aggregation Plan for Lunenburg. The town is served by Unitil, which only provides transmission and
distribution service, while purchasing electricity from a third party. Unitil has no incentive to obtain the
best rate for the customer, as it doesn't make any money off supply. In working with a consultant, I was
able to prepare a Municipal Electric Aggregation Plan, which then allowed the Town to procure supply at
a competitive rate. This plan had to be approved by Town Meeting, the Department of Energy
Resources, and the Department of Public Utilities. While this type of program has been available in
Massachusetts since 1997, Lunenburg was only the second in the state to implement. The program has
been running since December 2011, and to date, has saved Lunenburg residents an average of $30 per
month. For the period of July 1— December 31, 2012, Lunenburg has the lowest electric supply rate in
Massachusetts. Lunen burg's plan is now being emulated by several other cities & towns.
I am often asked why I do this type of work. I assume most people would find the work and the working
environment to be highly frustrating. For me, it's all about approach and perspective. I find the work
challenging, but highly rewarding. I view my role as providing the best, most thoughtful information,
either directly or through Department Managers, and to provide it in a way that decision makers- Board
of Selectmen, FINCOM, Town Meeting Members, or the general public- can understand and use it.
There are few things more rewarding than knowing that the information I have provided is the basis for
sound decision making.
There are many challenges that we in local government will face as a result of this most recent economic
downturn and the emergence of a new fiscal reality. It is important that local government leaders
understand these new constraints and that they are willing to be creative, to breakdown traditional
barriers and to engage decision makers at all levels to work collaboratively to solve all problems. I have
a demonstrated history of doing that and will continue to work in that manner,
I was pleased to read in the profile that the Town is looking for an individual who is willing to commit to
a longer tenure. While some progress is made in a short term, generally all meaningful and sustaining
changes can only happen over a longer term, after significant public input and a thorough vetting
process. I am a seasoned professional with substantial tenure in my various positions. I am well
respected, well versed in all aspects of municipal government and conduct myself with the highest level
of integrity. For these reasons, 1 believe that I am a strong candidate for the position of Town Manager
for the Town of Reading. I look forward to the opportunity to further discuss the position.
incerely,
s
Kerry A. Speidel
KERRY A. SPEIDEL
7 Ripley Street N Chelmsford, MA 01863 (978) 400-1797
EDUCATION
Graduate: MPA, Public Administration, Rutgers University, Newark, NJ, May 1991
Undergraduate: BA, Paralegal Studies, Notre Dame College, Manchester, NH, May 1989
PROFESSIONAL EXPERIENCE
Town of Lunenbura, Massachusetts
Town Manager December 2007 to present
Chief Administrative Officer & Chief Financial Officer responsible for all Town Activities in accordance with the Town
Charter. Report to 5- member Board of Selectmen. Administer and oversee $28M Operating Budget. Prepare 5- Year Capital
Improvement Plan and 5 -Year Financial Forecast. Serve as Chief Procurement Officer & Human Resource Director,
overseeing all personnel actions, including hiring & termination. Negotiate all Collective Bargaining Agreements. Work
extensively with several Boards & Committees, preparing long term plans and grant applications. Serve as Public Information
Officer and represent the Town in various intergovernmental relationships.
Town of_Chelmsford. Massachusetts
Finance Director/ Treasurer- Collector August 2004 to November 2007
CFO responsible for administering $90 +M annual budget; performing financial planning, investment & debt management;
financial forecasting, including preparation of Town's first Financial Trends Monitoring Report; overseeing 4 departments,
including: Accounting; Tax Assessing; Tax Collections/ Treasury; and Management Information Systems. Serve as Acting
Town Manager in the absence of the Town Manager. Assist Town Manager in costing out union proposals. Serve as lead staff
person in implementation of GASB Standards, one of first in Commonwealth to commission GASB 45 Valuation. Pooled cash
to produce in excess $500K per year in investment income & premium for Town.
Also served as Acting Town Manager from August through November 2006.
Town of Sudbury, Massachusetts
Finance Director/ Treasurer - Collector September 2000 to Judy 2004
CFO responsible for administering $60M operating budget; performing financial planning, investment & debt management;
financial forecasting; overseeing 4 departments, including: accounting; tax assessing; tax collections/ treasury; and
management information systems. Prepared analysis which was the basis for obtaining special legislation for enhanced Tax
Deferral Program. Obtained AAA bond rating during tenure.
Town of North Andover. Massachusetts
Director of Finance & Administration/ Treasurer November 1999 to September 2000
CFO responsible for administering $55M operating budget; performing financial planning, investment & debt management;
financial forecasting; municipal procurement; overseeing 5 departments, including: Accounting; Tax Assessing; Town Clerk;
Tax Collections/ Treasury; and Management information Systems. Successfully converted tax billing software, obtained
approval of tax rate & issued Q3 tax bills within first 60 days of employment.
Town of Cave Creek. Arizona
Town Manager December 1997 to October 1999
Chief Administrative Officer reporting to a 7- member Council, in charge of all aspects of Town management, including
oversight of 5 departments with an annual budget of $7 million. Served as administrator for contracted Public Safety Services
through Maricopa County Sheriff's Office (Police) and Rural/ Metro (Fire).
• Public Works/ Engineering: oversaw design & construction of first WWTP; implemented first road management
system, both paved & unpaved in accordance with PM -10 regulations; constantly monitored programs for compliance
with EPA and ADEQ requirements.
• Planning & Development: oversaw re -write of Zoning Ordinance, Subdivision Regulations & General Plan;
development of hillside Building, Streetscape & Native Plant Preservation Ordinances; instituted town's first
Development Impact Fees in accordance with commissioned study; and oversaw development of Geographic
Information Systems data base.
• Building Inspection & Code Enforcement
• Finance & Personnel: converted traditional line -item budget to performance based budget.
• Recreation: created department; hired first director, assisted in obtaining grant funds for programs.
Active participant in area Chamber of Commerce and Regional Planning Task Force. Maintained strong relationships with
state and federal delegation. Worked closely with area Land Trust and Senator McCain's office on preservation of Spur Cross
Ranch, a 2200 acre parcel, contiguous to Tonto National Forest, rich in archeological artifacts & specimen desert vegetation.
Town of Cave Creek, Arizona
Assistant Town Manager/ Director of Finance & Personnel May 1995 to November 1997
Chief Financial Officer responsible for administration of the following divisions/ programs.
• Budget/ Finance: prepare annual budget; assist auditors; manage A/P, A/R, GL, Payroll, production/ distribution of
monthly financials; and assure franchise compliance.
• Grants: provide grant writing and administration for various state and federal programs.
• Human Resources: oversee all personnel actions; conduct all recruitment activity; serve as ADA coordinator; assure
compliance with state & federal regulations; process worker's compensation claims; conduct annual review of benefits
programs; and conduct employee training programs.
City of Manhattan, Kansas
Assistant to the City Manager June 1991 to April 1995
Responsible for the following functions/ programs.
• Budget/ Finance: assisted in preparation of financial forecast and budget; served on CIP executive committee.
• General Management: grants administration; franchise compliance; directed production of City television show,
"Manhattan Matters"; and exercised administrative authority over various activities. Prepared annual Legislative Program
for presentation to State Delegation. Traveled to Washington, DC annual to meet with National Delegation (Senator Dole,
Senator Kassebaum & Congressman Slattery)
• Human Resources: administered City's partially self - funded health insurance program and proposed funding alternatives;
monitored and reviewed all personnel actions for adherence to City policies; facilitated ICMA's Effective Supervisory
Practices course for 18 supervisors; and participated as Management Representative in union negotiations for both IAFF
and AFSCME unions.
Served as Public Information Officer during 1993 Flood. Conducted daily press conference, managed call center and insured
efficient and effective distribution of pertinent information to print, radio and television media.
City of Clifton, New Jersey
Finance Intern May 1990 to September 1990
Produced City's first Payroll Procedures Manual. Assisted Payroll Clerk with processing payroll for 800+ employees.
Assisted Treasurer in costing out proposals for 9 unions during labor negotiations.
Rutpers University, Newark, New Jersey
Research Assistant September 1989 to May 1991
Co-authored Business Retention & Expansion Reports for three New Jersey municipalities. Conducted research for
Department Chair and other Professors on an as needed basis. Conducted computer training courses for municipal employees
through Public- Private Partnership.
PROFESSIONAL ASSOCIATIONS/ ACTIVITIES
• International City /County Management Association: Government Policy Committee, 2006 -2009; Assistants Steering
Committee, 1994 —1997; Conference Planning Committee, 1993; & Conference Evaluation Committee, 1992.
• Massachusetts Municipal Management Association: Program Committee & Emerging Managers Committee
• Middlesex Retirement System Advisory Council, 2000 to 2007; Assessment Sub- Committee, 2004 to 2007
• Pi Alpha Alpha Public Administration Honor Society, inducted 1991
PROFESSIONAL AWARDS / RECOGNITION
• Water Infrastructure Financing Authority of Arizona, Executive Director's Honorable Mention, 1998
• GFOA Excellence in Financial Reporting, 1995-1998
• MA Public Procurement Official
PROFESSIONAL REFERENCES
Bernard F. Lynch, City Manager Office: 978 - 970 -4000
(former Chelmsford Town Manager)
City of Lowell
375 Middlesex Street
Lowell, MA 01852
Maureen G. Valente, Town Manager Office: 978 -443 -8891
Town of Sudbury
278 Old Sudbury Road
Sudbury, MA 01776
James R. Pearson, Retired City Manager Home: 417 -276 -2088
(City of Manhattan, KS)
10130 S. Highway J
Stockton, MO 65785
David Eisenthal, Vice President Office: 508 -234 -8112
UniBank Fiscal Advisory Services, Inc.
39 Church Street
Whitinsville, MA 01588
Marc L. Terry, Attorney Office: 508- 860 -1447
1800 West Park Drive
Suite 1000
Westborough, MA 01581
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McCORMACK GRADUATE
UNIVERSITY UMASS GLOBAL AND POLICY STUDIES
BOSTON BOSTON
Introduction
The Town of Reading has retained the services of the
Edward J. Collins Jr. Center for Public Management at the
University of Massachusetts Boston to assist in the Town's
recruitment of a new Town Manager. This Profile draws
upon our discussions with selectmen, department heads,
elected officials, staff and community representatives.
It describes our understanding of the organization, the
challenges that lie ahead for the successful candidate,
and the professional and personal characteristics an ideal
candidate will possess.
Background on the Town of
Reading
Reading is located approximately 12 miles north of the
center of Boston. It lies close to the intersection of Route 93
and Route 128 (now designated 1 -95). The Town's location
adjacent to these highways constructed in the 195o's
fostered very rapid growth in the 5o's and 6o's. Most of the
growth was residential. Today the Town has a population
of approximately 25,000 and has a significant but modest
level of commercial development near the highways.
Most of Reading's residents Iive in neighborhoods that are
buffered from commercial development and highways and
have the feel of a mature suburban community.
The Town has had a single Town Manager since the
position was established in 1986. The position of Town
Manager will be vacant as a result of a decision by the
current Town Manager to retire. Reading's charter and
by -laws are available on its web site. (www.readingma.gov)
According to the 2o10 census the median income for a
familywas $117,000, significantly higher than the statewide
average. Data on the Town's demographic trends can be
obtained from the Metropolitan Area Planning Council's
web site (www.mape.org).
Organizational Design and
Governance
The Town governance structure consists of a five member
Board of Selectmen elected for three year staggered
terms and a 192 member Representative Town Meeting.
The six - member School Committee is elected, as are
the Board of Assessors, Board of Library Trustees, the
Municipal Light Board and the Moderator. (The Town
owns its own municipal light department that serves four
communities.) The Town Meeting is the legislative body
and exercises the functions of appropriating money and
making local laws. Currently four of the Selectmen have
over five years of experience on the Board. The position of
Town Manager is well established and well respected.
Public Finance
Reading had total General Fund revenues for FY2o11 of
approximately $74 million. $55 million of this amount
were from locally levied taxes. The Town does not have
a split property tax rate. Residential property generates
approximately ninety percent of property tax revenue.
Since FY2000 Reading has had one successful operating
override for $4.5 million and three successful debt
exclusion referenda. Detailed financial information for the
Town may be obtained at the web site of the Massachusetts
Department of Revenue, Department of Local Services.
Currently the Town is discussing one or more debt
exclusion votes for near term capital improvement projects
including a significant library expansion and water system
improvements. An Offering Statement for a recent bond
issue may be obtained at the Collins Center web site.
Challenges for the Town Manager
• Building on the Foundation. Boards of Selectmen,
Town Meeting and the retiring Town. Manager have
built a solid public administration foundation for the
Town that emphasizes professionalism among the
Town's staff and administrators. Reading has well
trained professional department administrators and
key staff. The new Town Manager needs to sustain and
build on this foundation including significant efforts
towards regionalization. `
• Maintaining a Positive Labor Management
Climate. Reading has sustained a positive labor
relations climate by utilizing careful budgeting and
good management practices at the department level.
Approximately sixty percent of the Town's employees
are members of collective bargaining units. Collective
bargaining activities are the responsibility of the Town
Manager. Maintaining a positive climate will require
careful attention in the coming years as the Town
navigates through an environment characterized by
fiscal stress and shifting public expectations.
• Medium Term Budget Planning and Service
Delivery. Like all Massachusetts municipalities,
Reading is facing revenue constraints and growing cost
pressures. A significant amount of the Town Manager's
time will be required to forge town -wide strategies to
bring these into balance. This task must be addressed
in the context of multi -year plans that consider the new
normal: constrained revenue. Service expectations are
high but resources in real dollar terms will be limited
for the foreseeable future. Budget balancing in recent
years has relied to some extent on elimination and
consolidation of positions in the administrative service,
but further significant reductions may not be possible.
• Communication. Well developed communication
skills in Reading are essential. Open, accurate and
timely communication by the Town Manager with all
Town government entities, with the public, the many
volunteers and employees needs to be continued and
integrated into the normal operational practices of the
Town. In Reading, the Town Manager plays an active
role at Town Meeting. The next Town Manager must
be skilled and comfortable serving as a major public
spokesperson for the Town and actively participate in
shaping a strategic message to citizens, stakeholders
and the business and development communities. In
addition, the Town Manager must be able to engage
the members of the Board of Selectmen in an on -going
dialog about the critical issues that face the Town. The
public communication role of the Town Manager will
be critical to sustaining the high level of confidence and
trust that residents have in the Town.
Education. Education is a prominent civic value in
Reading. The next Town Manager must understand the
value placed on education bycitizens while collaborating
with the School Superintendent and School Department
to mitigate cost increases. The newTown Manager needs
to maintain and build on this relationship. Currently
the 'Town devotes approximately 66% of its operating
budget to the schools and facility maintenance.
Public Role. The next Town Manager is expected to
play a public role in the community. Participation in
civic functions and representation of the Town with
other governmental entities, and serving as a public
voice for the Town will be important. The current Town
Manager maintains a public access cable call -in TV
show. 'The Town Manager must play an active role in
managing the Town's relationship with the key state
government actors that drive regional economic and
transportation policy decisions.
Developing and Sustaining Institutional
Capacity, Staff Development and Morale. The
Town has a well - regarded cadre of Department Heads
and key staff. Maintaining staff morale, fully utilizing
the considerable talents of staff and maintaining high
performance standards will be critical to the success of
the new Town Manager.
The Ideal Candidate
The Reading Board of Selectmen seeks a Town Manager
who is a seasoned manager in an environment of
similar complexity who possesses strong organizational,
communication and community leadership skills. This is
not a learning position.
Reading seeks a Town Manager with the skill, energy,
creativity and experience to achieve Reading's goals
including: preserving public service levels, fostering
development in the few locations where this is feasible,
and maintaining the Town's positive civic attitude toward
the future.
Reading seeks a Town Manager willing to commit to a
tenure long enough to build a multi -year approach to
ensuring the sustainability of the Town's service levels. The
new Town Manager must support regional solutions when
that is in the Town's interest, as well as foster volunteerism
and private contributions as a partial solution to service
delivery. Reading needs a Town Manager who can help set
the stage for community-wide approaches to addressing the
Town's needs, approaches that produce sound outcomes
and avoid polarization within the town.
The following attributes have been determined important
in Reading's next Town Manager.
Personal
The next Town Manager needs to be:
• Able to demonstrate unquestioned integrity in
interactions with officials and citizens.
• Able to communicate effectively with all elements of the
community.
• Able to work cooperatively with the Board of Selectmen
on the establishment of annual goals and objectives
for the Town and its departments, update the BOS and
staff on progress and actively participate in the annual
review of results and operations.
• Able and willing to play a highly visible role in the
community. The ideal candidate must participate
broadly across the leadership structure of the community
and region and be a champion of the community.
• Comfortable engaging directly with citizens. The Town
Manager must have sufficient direct engagement with
the civic community so that he /she can gain thorough
understanding of the Town's culture. Through formal
and informal interaction the Town Manager's concern
for the Town's citizens needs to become evident.
• Able and willing to work openly with community groups
and employees. A direct, collegial, facilitative style that
fosters joint problem solving is needed. The Town
Manager can have no agenda beyond being professional
and ensuring that the level of service delivery meets the
community standard for customer service.
• Able to be a vocal and positive spokesperson for the
'T'own's agenda at Town Meetings, public forums, state
agencies and with the media. The successful candidate
must be able to use the status inherent in the Town
Manager's position to advance the Town's agenda.
• Able to assume a strong organizational management
role. The Town Manager cannot be a micromanager.
He /she needs to delegate, while maintaining strict
accountability. The successful candidate must be direct,
facilitative, and clear.
• Able to create and sustain a goal - oriented environment
by establishing, maintaining and promoting effective
policies and initiatives. The Town Manager will be a
genuinely inclusive leader who is capable of exerting
influence and direction in a manner that shares
successes with elected officials, professionals and
volunteers.
Professional
The Town Manager must be:
An experienced leader ofa comparable organization with
extensive personal experience in finance, capital and
operational planning, expenditure management, labor
relations, public facilitation, and staff development.
Excellent public and interpersonal communication
skills are essential, as is skill in forging a management
team.
• A professionally stable person with a record of tenure
and consistent career growth. The Town seeks a
committed management professional willing to stay for
a significant period but who is also willing to take risks
to improve the organization.
• Able to demonstrate a background in guiding the
development of a shared strategic vision for the
community. The ideal candidate must be a coalition
builder, equally at home with private sector and
community leaders. The ideal candidate must be able to
exercise leadership within the organization and within
the community.
• Able to demonstrate experience working closely with
the business community to create and preserve a
vibrant- and diverse commercial base.
• In possession of a Bachelor's Degree. At least seven
to ten years of experience as a Town or City Manager,
Assistant Town or City Manager or other position
that oversees the day -to -day operations of a public
entity governed by an elected policy body that makes
decisions in public or the equivalent level of private
sector experience.
• Able to delegate to a highly competent cadre
of Department Heads while maintaining strict
accountability.
• Able to set the stage for continuing the Town's capital
plan, utilizing the decline in debt service for existing
projects when it occurs, and federal and state resources
whenever possible. Pursuing the Town's capital plan
while maintaining the Town's bond rating is the goal.
• Both strategic and tactical. He /she must be experienced
in working effectively in a political environment
providing seasoned and impartial guidance to elected
officials to identify and address the long -term strategic
needs of the community and the short -term tactical
steps necessary to sustain service delivery.
• Capable of keeping elected officials comprehensively
informed, while staying detached from the political
process and ensuring that staff maintains a similar
detachment.
• Familiar with highly participative local government
environments with dynamics similar to Reading's.
• Comfortable working with and managing an
organization in a political context often characterized by
vigorous debate among well- informed citizens who are
active in local decision- making processes. Key decisions
made by the Board of Selectmen and Town Meeting are
sometimes closely decided.
The Hiring Process
The Town has established a Screening Committee that
includes two Selectmen, the School Superintendent, a
representative of the finance Committee, one Department
Head and two members of the public. The Screening
Committee is expected to review the applications of
candidates recommended by the Collins Center in
January and complete preliminary interviews in February.
Interviews of finalists and a decision are expected in March.
Salary and Schedule
The search begins in November 2012 and is expected to end
in March 2013. Applications should be received by January
4, 2013. Direct compensation of the retiring Town Manager,
a twenty-six year incumbent, is in the 140's. The Town is
willing to negotiate a competitive compensation and an
employment contract DOQ with the selected candidate.
How to Apply
Applications are preferred electronically. Please send your
resume with a cover letter addressing the job requirements
to this email address: recruitment.umb @gmail.com.
Please combine all of your documents in a single file and
include Reading TM in the subject line. Kindly use PDF
format, if possible.
Should you have any questions regarding this opportunity,
or a recommendation of a colleague, please contact: Dick
Kobayashi, Senior Consultant 617- 489 -8812, or Mary
Flanders Aicardi, Consultant 508-2155-8992•
To learn more about the Edward J. Collins Jr. Center
for Public Management at UMASS Boston, please visit:
www,collinscenter. um b.edu
Policy establishing an ad hoc Town Manager Screening Committee
There is hereby created an ad hoc Town Manager Screening Committee. The Screening Committee shall
consist of seven (7) members appointed by the Board of Selectmen for terms expiring June 1, 2013 or such
earlier date that the committee may have completed its work. The Board of Selectmen shall select the
chairman of the Committee,
in selecting the membership, the Board of Selectmen shall attempt to fill the membership as follows:
♦ Two members of the Board of Selectmen
♦ Superintendent of Schools
♦ One member of the Finance Committee
One Department Head
♦ Two members of the public at large
The mission of the Screening Committee is to work with the WASS Boston Collins Center to screen
applicants for the position of Town Manager by determining which applicants should be invited for a
confidential preliminary interview with the Screening Committee, conducting preliminary interviews and
determining which candidates should be recommended to the Board of Selectmen. Following is a specific
framework intended to guide the Screening committee.
1. The Screening Committee shall become farhiliar with the provisions of the Town's charter pertaining to
the powers and duties of the Town Manager and his /her appointment.
2. The Screening Committee shall work collaboratively with the staff of the Collins Center for Public
Management at UMASS Boston along the lines described in the Collins Center Scope of Work dated
October 3, 2012, which is incorporated by reference.
3. The Screening Committee, with the assistance of the Collins Center, shall recommend approximately
three to five candidates to the Board of Selectmen as finalists for the position of Town Manager. The
recommendations shall be unranked and the finalists should be fully vetted before the Screening Committee
makes its recommendation.
4. in carrying out its work the Screening Committee will utilize the Profile approved by the Board of
Selectmen to guide its work as well as the professional advice of the Collins Center staff.
S. To the extent permitted by law, the Screening Committee shall maintain. the names and any information
about candidates in strict confidence, revealing information only about the finalists recommended for
interview by the Board of Selectmen when it votes its recommendations.
6. It is the intention of the Board of Selectmen for the Screening Committee to function as a governmental
body as that term is defined in the Massachusetts Open Meeting Law. Members of the Committee who are
not otherwise Town employees or Officials shall be sworn in at Town Clerk's Office.
7. The Board of Selectmen encourages the Screening Committee to consult with Town Counsel to obtain a
thorough understanding of the applicability of the Open Meeting Law to its work, particularly with respect to
record keeping and the ability to maintain the confidentiality of candidates' identities.
8. Plan its work so that the Screening Committee can make its recommendation during the last part of
February 2013.
In conducting its work, the Screening Committee will be bound by all of the rules and regulations of the
Town of Reading and the Commonwealth of Massachusetts, including but not limited to the Open Meeting..
Law. The Human Resources Administrator will provide staff support to the Screening Committee but not
serve as a member.
Adopted 10 -23 -12