Select Board October 8th – Town Manager Search

The Select Board interviews the Town Manager finalists.

The Select Board met October 9th for the interview process for the town manager position. The search committee narrowed down candidates to two finalists: Kelly Axtell and John Curran. 

The Chair thanked Jay Kelly, Erin Wortman, Yvette Story, Kenneth Lombardi, and Paul O’Keefe for their service to the town. It was explained they ended up receiving twenty-five applications for the process. All twenty-five applications were presented to the screening committee. They interviewed seven candidates. Per the charter, they recommended three for the Select Board to interview.

Out of the three final candidates, one candidate withdrew.

John Curran most recently served as Town Manager in Billerica starting in 2010. Prior to that, Curran was Town Administrator in Maynard and Mayor of Woburn. Curran holds a bachelor’s degree in psychology from Boston College and a master’s degree in public administration from UMass Boston.

Kelly Axtell is Deputy Town Manager in Lexington and has held the role since 2017. Previously, she served as the town’s assistant director of senior services and worked in marketing and communications in the private sector. She holds a bachelor’s degree in human services from the University of Hartford and an MBA from Brandeis University.

Each of the candidates underwent a one hour interview, with five minutes to answer each question. Jayne Wellman confirmed that each candidate had five questions from the board. Based on the timing of answers, there were multiple rounds of questions until the hour was complete.

Interviews:

The first candidate, Kelly Axtell, is currently serving as the Deputy Town Manager for the town of Lexington.

Kelly introduced herself to the board. With a diverse background spanning both the private sector and municipal government, she has cultivated a robust career that began in home care and property management before transitioning to senior services. This journey ignited a passion for municipal work, leading to a role as deputy town manager where she gained invaluable experience in budget development, contract negotiations, and conflict management.

Drawn to Tewksbury for its strong New England values and balanced approach to economic development, she noted that she appreciates the town’s solid financial policies and the dedication of its professional staff in executing community initiatives. Kelly emphasized the importance of trust between residents and local government, expressing excitement about the opportunity to contribute to Tewksbury’s growth and success.

Jayne Wellman: Jayne acknowledged the current town manager’s success in financial management, emphasizing the importance of continuing these practices. She inquired about Axtell’s experience with financial planning, specifically regarding responsibilities in preparing the annual budget, managing operating and capital budgets, and handling enterprise funds and override requests. Wellman highlighted Tewksbury’s commitment to not passing operational overrides and the need for careful financial strategies in light of upcoming challenges, asking the candidate to incorporate these considerations into their response.

Kelly Axtell: Axtell emphasized the critical role of budgeting in community management and shared her extensive experience in budget preparation and fiscal oversight. She has actively participated in budget meetings, collaborating closely with the town manager on departmental budget development in Lexington. Her approach involves thorough analysis and discussions to ensure that operational needs and enhancement requests are met while maintaining fiscal responsibility.

As the interim town manager, she continues to lead budget meetings to ensure progress during the transition to a new manager. Addressing the topic of operational overrides, Axtell acknowledged Tewksbury’s history of not passing overrides and highlighted the importance of strong fiscal policies and strategies to avoid such measures. She advocated for proactive budget management, exploring cost-saving opportunities, and enhancing departmental efficiencies. Finally she emphasized the necessity of clear communication about the community’s stance on overrides and the ongoing need to evaluate all options to mitigate potential financial challenges.

Jayne Wellman Follow Up: Wellman inquired, “What’s your philosophy on the usage of free cash when you’re working on your operational budget?”

Kelly Axtell: “I am a proponent of not using it for one time expenses.”

Eric Ryder: Ryder addressed that in Axtell’s opening statement, she touched on economic development. He asked her to describe her attitude towards maintaining Tewksbury’s current character, and if she would suggest any improvements on the approach to economic development?

Kelly Axtell: Axtell emphasized the importance of balancing community character with economic growth in Tewksbury, noting that development should enhance the town’s identity rather than compromise it. With changing demographics and an influx of new families, there is an opportunity for fresh perspectives to enrich the community. Drawing on her experience in Lexington, where they successfully introduced pop-up stores to revitalize local commerce after COVID-related business losses, the candidate advocated for similar initiatives in Tewksbury. She believed in supporting local businesses that align with the town’s values and enhancing public spaces to foster community engagement. Her overall goal is to ensure that economic development positively contributes to the community’s well-being while preserving its unique character.

Mark Kratman: Kratman explained, the state has offered little to no funding to deal with infrastructure, additional traffic, and where they’re looking build the additional 1200 plus units, due to the MBTA Communities law. He noted the residents concern and inquired how she would handle this project problem that we’re facing with the residents who are strongly opposing at a town meeting. He asked her thoughts on the state mandate.

Kelly Axtell: The candidate acknowledged the residents’ clear opposition to the state’s multi-family zoning mandate, as demonstrated in recent town meetings. She emphasized the challenges of implementing such mandates without adequate funding and expressed the importance of keeping the conversation open. She cited the ongoing court case in Milton, suggesting that outcomes from that case could provide clarity for Tewksbury’s situation.

Axtell advocated for proactive discussions about potential scenarios and options, recognizing the uncertainty surrounding the state’s requirements. She stressed that the town should not ignore the issue but rather engage in transparent communication with residents to educate and gather feedback. She claimed by fostering ongoing dialogue, the town can better prepare for any decisions that may arise, ensuring that the community’s voice is considered in the unfolding situation.

James Mackey: Mackey highlighted Tewksbury’s significant technical debt due to aging water infrastructure and asked Axtell about her experience with large-scale projects. He requested insights she could bring to address this substantial project that the town faces in the near future.

Kelly Axtell: Axtell reflected on her extensive experience with various community projects in Lexington, highlighting her involvement in a range of renovations and new constructions, such as transforming a senior center into a community hub and overseeing significant projects like a fire station and police station renovations. She emphasized the importance of community engagement throughout these processes, noting her role in leading town meetings and facilitating discussions with stakeholders, including architects and community members.

One major project she highlighted was the upcoming construction of a new high school, where she has been involved in the planning and design phases, contributing ideas that have shaped the project’s direction. The candidate emphasized the importance of understanding the needs of various departments, such as the fire department, to effectively communicate project requirements to the community.

Overall, she advocated for transparent communication and community education, asserting that honest conversations about projects and their impacts foster better decision-making and ultimately benefit the community.

Patrick Holland: Holland inquried if she had any experience in dealing with enterprise funds.

Kelly Axtell: She discussed her familiarity with enterprise funds, acknowledging that while she didn’t directly manage them, she plays a significant role in the budget cycle and town meeting processes. Axtell highlighted the complexities involved in managing these funds, including understanding what each fund can be used for and the financial requirements associated with them.

She expressed comfort in a financial environment, noting that senior managers responsible for these funds must seek her approval when making budgetary adjustments.

Patrick Holland: Holland asked if Axtell if there was a decision she regretted, or wished she could change, as assistant town manager in Lexington.

Kelly Axtell: She reflected on her previous experience as an interim town manager, where she initially assumed that the senior management team would seamlessly continue operations without needing clear direction. However, after noticing communication gaps and receiving inquiries from the Select Board about issues they weren’t informed of, she realized they needed to assert her expectations. She held one-on-one meetings with department heads to address the situation, followed by a candid meeting with the entire senior management team, where she outlined her expectations and the importance of accountability.

This proactive approach led to a significant shift in team dynamics, as the management team committed to improved communication. Axtell emphasized that this experience taught her the importance of clear expectations and active leadership, which she has applied in her current interim role to ensure there are no misunderstandings moving forward.

James Mackey: Mackey inquired how many direct reports she had in her position, as Tewksbury runs a very lean staff. He maintained, if you’re selected, she’d be expected to be very hands on, such as managing the enterprise funds and taking point on the budget without staff.

Kelly Axtell: Axtell discussed her management style and experience overseeing a diverse team in Lexington, where they have thirteen direct reports, including six senior management staff. She noted the importance of leveraging the expertise of department heads, recognizing that while they may not run specific departments like DPW or fire services, they possess enough knowledge to engage effectively with those areas.

She also highlighted the strategy referred to as their “board of directors”—to consult for advice and clarity on various issues. This network, combined with Lexington’s active participation in volunteer work, enhanced their ability to manage effectively and stay informed about community needs and projects. She expressed confidence in utilizing these resources to address challenges conveyed a proactive approach to leadership, emphasizing collaboration, resourcefulness, and community engagement.

Mark Kratman: Kratman inquired about her experience working with state delegation and state agencies, as Tewksbury will need funding for multiple projects.

Kelly Axtell: Axtell noted the celebration of the 250th anniversary in Lexington and the importance of collaborating with the state delegation to secure funding for community projects. She emphasized the need to understand the unique priorities of each delegation member, allowing for effective partnerships that align with Tewksbury’s goals.

She reflected on her experience stepping in for the current town manager during crucial discussions, demonstrating her ability to handle fast-paced, high-stakes conversations. This experience has strengthened her comfort in engaging with various government levels, including economic development efforts and collaborations with local military installations such as the Hanscom Air Force Base.

Mark Kratman Follow-Up: Kratman also noted Tewksbury independently works with a lot of state agencies, referencing Route 38 being a State Road, and having schools in the Education Department. He asked if she has worked with any of state agencies as well?

Kelly Axtell: The candidate discussed their active role in working with the Massachusetts School Building Authority (MSBA) as part of a committee focused on school projects. She noted the importance of maintaining a strong relationship with the school superintendent to stay informed about state mandates and developments impacting the schools. While Lexington relies on the finance director for direct financial matters, she takes initiatives to step in when necessary, particularly during financial meetings with state agencies. This collaborative approach ensures she remains engaged and informed about key issues affecting the town and its educational institutions.

Eric Ryder: Ryder asked how she would maintain Tewksbury culture and how she would define a successful relationship between the board and the town manager.

Kelly Axtell: Axtell emphasized the importance of understanding a community’s culture when stepping into a new role and believes that actively engaging with residents outside formal meetings is crucial for gaining insights into the community’s values and needs. By fostering one-on-one relationships with the Select Board and attending community events, she aims to build a deeper understanding of the town’s dynamics. She recognized that while logistical and financial aspects are vital, investing time in understanding the community will ultimately lead to more informed and effective leadership.

Axtell underscored the significance of establishing clear expectations to foster a successful working relationship between the town manager and the Select Board. She believed that understanding each board member’s preferred communication style—whether through texts, calls, or weekly emails—will enhance collaboration and ensure effective information flow, and advocated for open communication beyond scheduled meetings.

Jayne Wellman: Wellman noted the divide between the school and town, and asked about Axtell’s journey with the school department and if she had experience with negotiations with teachers unions.

Kelly Axtell: The candidate emphasized the importance of collaboration between the town and the school, recognizing that schools typically command a significant portion of the budget. While she has not participated directly in teacher negotiations, believed that understanding the nuances of both educational and municipal operations is crucial. She highlighted her proactive efforts to integrate with the school system, such as participating in superintendent orientation and ongoing meetings, to ensure alignment and mutual understanding and stressed the need to grasp the educational program’s challenges and funding formulas to effectively address community needs.

Mark Kratman: Kratman inquired how she would you go about searching for an assistant town manager, if selected for town manager, and what qualities she would look for.

Kelly Axtell: Axtell noted she plans to assess the strengths and expertise of the current assistant and the rest of the staff after the departure, and sees this as an opportunity to evaluate existing skills and identify gaps that need to be filled in the hiring process. She also expressed her intention to promote the job opening widely, too attract a diverse and qualified pool of candidates.

…

The second candidate, John Curran, is serving as Town Manager in Billerica, MA.

John opened by expressing strong enthusiasm for the role, emphasizing his extensive experience in local government. As a parent of two young children, he is dedicated to creating a stable future while positively impacting the community. His familiarity with the Merrimack Valley, including past work with similar budgeting processes and project management techniques, positions him for a seamless transition into Tewksbury.

He praised Tewksbury’s proactive investment in infrastructure over the past fourteen years, noting that such initiatives reflect a community committed to growth and improvement. He also highlighted the importance of addressing change as an opportunity, referencing the Envision Tewksbury 2037 document as evidence of the town’s forward-thinking approach. Overall, John believes his experience and vision align well with Tewksbury’s goals, making him an ideal fit for the role.

James Mackey: Mackey noted Tewksbury’s technical debt due to improvements on water infrastructure. This being a large project for the town, he inquired, what large projects Curran has been a part of in his career.

John Curran: In discussing strategies for managing debt and communicating financial implications to taxpayers, Curran emphasized the importance of creating a digestible narrative around significant expenditures. He highlighted the challenge of presenting large numbers, such as the $240 million projected cost for sewer projects.

To achieve this, he proposed breaking down the total debt into manageable annual impacts for taxpayers, illustrating how these figures would translate into their individual tax bills over time. He cited a recent school building project, where a $110 million investment would result in an estimated annual cost of $150 per taxpayer over 20 years.

The candidate also stressed the value of a debt stabilization schedule, which allocates free cash to soften the impact of new debt on tax rates. This approach has reportedly kept tax rates competitive, even amidst significant capital investments. He noted that successfully communicating financial strategies involves simplifying complex data into relatable terms, allowing residents to make informed decisions at town meetings.

Mark Kratman: Kratman inquired how Curran planned to handle the concern of the residents over the MBTA Communiites mandate.

John Curran: Curran emphasized the importance of understanding and adapting to the community’s needs regarding housing, especially in light of the ongoing Milton case. He recognized the necessity for more housing but acknowledged that the state’s broad zoning requirements may not suit all communities. He advocated for a transparent and informed decision-making process, stressing the need for public education to help residents understand housing needs, and proposed engaging with the planning department to gather information and identify alternative solutions that align with community preferences. Ultimately he aims to foster a collaborative environment for addressing housing challenges.

Eric Ryder: Ryder asked how Curran would maintain Tewksbury’s character, and what suggestions he would make to improve the town’s approach to economic development.

John Curran: Curran noted the community’s attitude towards economic development emphasizes a desire for walkability, improved town centers, and careful management of housing growth, particularly regarding multifamily developments. Traffic concerns are significant, and there’s an increasing worry that residential revenue is overshadowing commercial revenue, which has declined from 23% to 15% over the past decade.

He stressed the importance of attracting quality commercial development to stabilize tax rates and finance infrastructure, and cited a successful collaboration with Home Depot as an example of effective economic planning, where he ensured minimal impact on traffic and infrastructure while boosting commercial revenue in Billerica.

Jayne Wellman: Wellman inquired about Curran’s communication style, both internally with staff and then externally through the community.

John Curran: Curran reflected on his two decades of community involvement, emphasizing the importance of being present and building transparency as a leader. He also highlighted his experience as a mayor, noting that engaging directly with the community through events and parades fosters trust.

Recognizing changes in communication methods, Curran adapted by hiring a social media expert and implementing a town manager’s letter, distributed via email, to reach a broader audience. He stressed the need for diverse communication strategies, including interactive social media posts and virtual information sessions.

Internally, he discussed his promotion of accessibility and teamwork among staff, encouraging open feedback and fostering a non-threatening environment where employees feel valued and empowered. He believes that recognizing employees’ contributions is crucial for morale and productivity.

Patrick Holland: Holland inquired if Curran had every made a decision he regretted.

John Curran: He discussed the controversy surrounding the town center in Billerica, recalling a significant moment when a decision was made to overturn a meeting’s outcome via a ballot initiative—something that hadn’t happened in many years. He reflected on the town’s initial inaction, viewing it as a strategic choice by local political players, but later recognized the need for more effective communication.

He has studied social media in municipal government, and noted that a well-executed social media campaign against the project was successful, but the town failed to counteract misinformation. This experience taught him the importance of proactively sharing information to combat misinformation, which is a major issue in today’s digital landscape.

He emphasized that transparency and trust in local government require ongoing effort, particularly through consistent communication with the community.

Patrick Holland: Holland asked Curran’s opinion on free cash use.

John Curran: He emphasized that free cash, according to Department of Revenue (DOR) regulations, should be allocated for one-time expenditures rather than for sustaining an operating budget.

The speaker explained that stabilization funds are viewed positively by credit rating agencies, as they represent financial stability, and advocated for using free cash for this purpose, while ensuring it adheres to DOR guidelines.

During budget presentations in Billerica, he has demonstrate the relationship between free cash and the overall budget to address concerns about overcharging taxpayers. He acknowledged that while some may feel excess funds should be returned to taxpayers, maintaining a small margin of error is necessary for effective financial management.

Jayne Wellman: Wellman asked about Curran’s experience working with Billerica’s school department and how he may have supported the roles of the school committees.

John Curran: He discussed his collaborative approach to school contract negotiations with the superintendent, focusing on overarching financial parameters rather than details. Furthermore, he emphasized the importance of a strong educational system for community health and currenlty maintains a transparent, trusting relationship with the superintendent.

He also stressed the need for mutual agreement on the school budget before town meetings to avoid conflicts and prefers flexible budget allocations based on actual needs.

Eric Ryder: Ryder inquired what Curran viewed as a successful relationship between the town manager and the Select Board.

John Curran: Curran discussed his approach to maintaining successful relationships with a town’s Select Board and emphasized treating all board members equally by establishing clear expectations for communication and collaboration. He added, by meeting individually with members to understand their priorities, he can create a consensus-driven goals document.

He believed that providing timely information helps build trust and ensures that board members can make well-informed decisions, thereby fostering a strong working relationship even during challenging times.

Mark Kratman: Kratman asked about his experience working with the state delegation and working with state agencies and other agencies. He also inquired how he would go about an assistant town manager search, if selected.

John Curran: Curran referred to his extensive experience in collaborating with state agencies, particularly the Department of Transportation (DOT). He highlighted a successful project involving sidewalks on Route 3A, which required persistent advocacy over two years.

Another notable achievement was his involvement in the longstanding Turnpike project, which had faced funding challenges. He lobbied key figures within the Metropolitan Area Planning Council (MAPC) to keep the project on their funding list, demonstrating his ability to navigate complex state relationships.

Most recently, he worked with Laura Trahan to secure $1.5 million for the town center. Overall, his experience and established relationships are key assets for advancing municipal initiatives.

He is thankful that Steven Sadwick, Tewksbury assistant town manager, will stay on for a year. “I can tap into his institutional knowledge for a year.” He noted how well respected Sadwick was and would follow his council.

James Mackey: Mackey inquired how many staff he has in Billerica, and how it differs from how Tewksbury is set up.

John Curran: Curran noted that while Lexington has a larger staff, Tewksbury and Billerica are more similar in size. He mentioned having an assistant town manager and community development director in Billerica, which provided valuable support. Additionally, he emphasized his extensive experience in small communities, including a four-year stint in Maine, where he managed various roles, including tax rate calculations.

He expressed a strong affinity for finance, rooted in his previous career as a mutual funds accountant, and highlighted his proficiency with spreadsheets. Overall he saw the staffing differences as minor and believed his skills and experience made him adaptable to the needs of the town.

…

The Board will decide on the Town Manager vote this evening, October 16th, during an executive session. Reference and background checks on all three candidates have been performed.