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Raynham Select Board 08/25/2026
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(Episode Description is AI generated and may be errors in accuracy)
A town meeting can sound routine right up until you hear what’s actually on the line. We start with a packed set of updates from the Raynham Senior Center that show how local government turns into day-to-day quality of life: expanded SAFE volunteer hours tied to a future real estate tax credit, fuel assistance timelines, support groups open to the whole community, and practical education on scams, identity fraud, and legal planning. We also dig into Medicare help that can put real money back into household budgets, including SHINE counseling and the MassHealth Buy-In program, plus a jaw-dropping example of annual savings after a plan review.
Then we shift into the heart of the night: three finalist interviews for Raynham’s Health Director position. We press on the essentials of local public health leadership, including how each candidate handles confrontational calls, responds to emergencies, develops staff, manages a tight municipal budget, and communicates with the board. A key policy thread runs through every interview: whether Raynham should implement a restaurant grading system and what it takes to make restaurant inspections consistent, transparent, and fair while still driving higher food safety standards.
We close with decisions and discussion that shape service delivery, including procurement support to cover staffing gaps and an intermunicipal approach to animal control with neighboring towns. The final reports bring the stakes back to street level: multiple recent fatal crashes, school buses returning, volunteer needs for the first days of kindergarten, and reminders about Triple E and West Nile risk until the first frost. Subscribe for more local governance and public health coverage, share this with a neighbor who cares about Raynham, and leave a review telling us what topic you want us to follow next.
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Call To Order And Minutes
SPEAKER_10Good evening, everybody call the meeting to order at 7 p.m. Uh, we have a meeting at the Thenius Center tonight uh on King Film Street due to early voting taking place in our meeting room at Town Hall. As such, this meeting is only being recorded for replay on the Rainham channel, and uh we are not being broadcast live this evening. I would ask those with us who are able to join us in the pledge, please pledge elements for me on individual delivery and justice for all.
unknownThank you.
SPEAKER_10I will end a motion to approve the regular motion on August 11th.
SPEAKER_00Motion to accept the minute thanks approved to second it.
SPEAKER_10All in favor, aye, those are approved.
Senior Center Services And Programs
SPEAKER_10Next up, department head reports, Erin Dare, Select Community Services Director. Aaron, thanks, Mr.
unknownKaren.
SPEAKER_01I want to start first by saying thank you to the Board of Selectmen, uh, Greg, Bob, the fire department, um, with all the help with replacing the AC system. Um, the system system's been replaced for about two weeks now, and it's working great. Um, we're all very happy with the system. Um, and um I know we're gonna look further for improvements with the dampers and the H the AC system further and um possibly replacing this one in a few months. Um, so I want to thank you all again for all your help in the fire department. When we hit the heat wave, they were right over here with the portable AC system, um, which really audio us through and writing the select board as well for getting the bids and everything going. So thank you again for all that. I really appreciate it. Um, I also want to give an update on the SAFE program. Um, a few weeks ago, um the select board, thank you for approving, um upping the hours to 90 hours for the participant, which will give them um tax credit off their real estate tax for $13.50. I think that will both benefit the participant as well as the town department who's taken on the volunteers. I know they tend to run out of their hours quicker and the department can use them longer. This year we have 13 participants placed in various departments, such as the senior center, or to help town ministry's office, town clerk's office, library, private department, and building department. We have 13 total participants for this year. We're hoping to increase that number as we go on every year by one or two participants. The new amount of hours and the credit for the real estate will go on for the FY28 tax season. But they will start working those hours this December 16th through December 5th of 2027, and then the credit will go on their FY28 tax season. Starting November 1st, I'll have the new applications for that program with the updated numbers, and they can um either come to the senior center for the application or they can go online for the application, and they can either bring it in or email it to me, and then we'll get them placed. Some programs we've had over the summer. We had our very successful annual cookout with the firefighters. We hosted it at the Alliance Club across the street on July 20th. The firefighters came and cooked over 100 hamburgers for us. Everyone looks forward to this event yearly. The firefighters and all who helped, Matt was there to help as well. And the Lions Club for Libness, host Livest at their venue. On June 3rd, we partnered with the Mass Bar Association, and they came and they went over LDLA programs such as exchange of various financial benefits, how to protect your home assets, power returning, and health care proxies. They also went over homestead and life estate, Medicare, Medicaid changes, and alternatives to nursing home care. We had Tom Plynn from the Bristol County District Attorney's Office on June 24th to talk about identity fraud, financial abuse scams, and how to content, and where to record them if they occur. There's always new ones coming out, so we like to have them here as well as at least every few months to go over the new scams that are around. We have Lindsay, our public health nurse here. She did Ticks and Mosquito presentation, as well as a short presentation in July. Some upcoming events we have is we partnered with AARP for a home fit presentation, which is something new. This workshop provides information to participants on how to decide what type of home modifications they may need. And it also goes over where they can get loans or help with those modifications programs through AARP and through different grants that they offer. Around Christmas time to see the mansions all decorated. That trip is in partnership with Balloon Bus. Right now we have 30 people on the bus, and we can have up to 55, so that trip's taken off, which is good. Should be a good trip. They'll go to two mansions and then not much in between. We have our support groups, our carryover support group, which is every first and third Tuesday of the month. And our bereavement group is the first and third Thursday of the month. Anyone can come, any age, as for the whole community. And we're looking forward to our annual coffee with the cop on October 7th from 9.30 to 10:30. If anyone would like to join, um, well, light refusions and coffee that day. It's always also a good annual event that we have. Fuel assistance applications will be going out. The renewals have been sent out in the mail, and I will have new applications starting September 24th. That's also for anybody in town. September 24th. You guys may have seen the Ringham Council on Agent Friends of the Council on Aging group is newly formed. And then moving along. There were a few little mistaks in the beginning, but now that we got the group going, they're now live on Facebook. You can find them on there, and then they're going to be at Ringham Community Day. They're going to have two tables, one in the senior center and one outside. So make sure you check them out. The Rainham Senior Center will also be hosting another open house for the Rainham Community Day, which I think is always a good day to be open so people can see what the senior has and what we have to offer here. So Medicare News, we try to promote the Medicare Seniors program as much as we can, which is also known as the Mass Health Buying Program. Now that it has no asset limits, it's become very popular with the seniors, and a lot more seniors qualify for that program. Last year, the program for 2026 growth income was $2,993 for single and $4,058 for married couple. This, if they qualify for the savings, it will pay you their premium deductible for their Part B plan, which is like $202.98, which is a savings every month that they would get back in their check. So it's big for some of the seniors. We have the flyers all over town for that. We really try to get them. It's a simple application. We have it here. I drop them off at MassHealth. It's very easy. And it's a good program. Medicare Open Enrollment starts October 15th. That will go over any changes in Medicare B or C plans. And we have our shine down for Lara here. She'll go over all the plans she makes. She'll be here four days a week during open enrollment. And she does most of the appointments over the phone, just because we found that we can get a lot more people done over the phone than in person. So she does 30 minutes for Part D plans and 45 minutes for Part C plans. We are still working on final, she's working on finalizing the numbers for the overall savings that she's got seniors in the past, but one that really stuck out this year was we had a couple come in who had never had their Medicare plans checked before. And she ended up saving them each $2,271.72, totaling for them annually for the couple, $4,543.44 for now in 2026. So that was just one couple. So it's good to have it checked every year. The plans are always changing, prescriptions are always changing. It's worth the reach out to the shine counselor. There's no fee or anything. It's such a good service. I hope more people use it and try to save them some money wherever they can monthly. The flu clinic will have the high-dose and the regular flu shots. This is also open to anybody, it doesn't have to be a senior. And we're looking into also partnering with them to do an evening one for people who may be working or kids also that are in school that would like to participate in a flu clinic. If you can see outside, we have last year we got a grant from the Massachusetts Council meeting for three garden beds. We gathered some seniors and formed a gardening group. This year we have had cucumbers, carrots, spinach, lettuce, summer squash, subpoena, green beans, tomato, strawberries, maybe watermelon, wheat cantaloups, and numerous herbs and flowers. We've been putting them all out in the lobby. People come and take them as they want. They're allowed to pick whatever they want as well if they see something or flowers. It's been a good little successful garden. And then some things I'm thinking of for the future. I just reached out to the school. I had some seniors asking me about school supplies, as some families can't afford them, but they need them throughout the year. And the last seniors wanted to donate some school supplies, so I reached out to the principals to see if we could partner with them and get the school some office for the kids. And then I was talking with Carrie Mellon, the police, and she came up with the idea of stockings for seniors. So we're going to try to put that together for this holiday season and work with the housing department, both the housing authority and the police, and hopefully the fire and see what seniors are in need. Maybe give them a little holiday cheer, gift cards, or you know, little toiletries type things like that. So we're hoping to get that together for the next few months.
unknownGreat, thank you.
SPEAKER_10That's Riley question.
SPEAKER_00No questions, but excellent report and great job for everything you have going on here. And then I see the garden out there. Oh my gosh. That's great. And we look forward to open house for a community day, too. And if people haven't had a chance to come into the senior center and find out the different opportunities and services, it's a great chance to do that. So thank you. Thank you, that's your awesome report.
SPEAKER_07Um, like you said, I was able to attend the uh hamburger cookout. I mean, that was awesome. Tons of people there. I was able to attend the like the breakfast and stuff, so it's always a bustle and place. It's awesome to be here, so it's a lot of fun. Thank you.
SPEAKER_10Uh, nothing to add, Erin. I appreciate you following up with the shine data. Um, it'll be interesting to see the numbers you get from this open enrollment. And the only burning question I have for you is what is a mini watermelon?
SPEAKER_01So, like these little personal ones. I've never seen them this big.
SPEAKER_10Thank you, Erin. Thank you.
Meeting Schedule Trial Revisited
SPEAKER_10Uh no appointments this evening, no public hearings, old business, Ms. Riley.
SPEAKER_00I just have one thing to continue this night that I made no back in March we both moved to an every other Tuesday night meeting schedule instead of every Tuesday night. Our last meeting, regular weekly meeting was March 10th. We continued up April and May, and then we have a summer schedule. So maybe if at our next meeting we can revisit that and decide if we want to continue, you know, the trial basis or make it a regular schedule or what. And also, um, when we did the trial, the town hall offices remained open on those Tuesdays when we didn't meet. But during the summer schedule, they closed those nights. So maybe we could revisit that as all also and make a decision. So we'll put that on the agenda next week.
SPEAKER_10Sure week. Thank you.
SPEAKER_00Next two weeks.
SPEAKER_10Nothing ends. All right. We have a few minutes before the interviews
Contracts And Routine Board Votes
SPEAKER_10start. Um, next up on the new business is discussion and vote of highway department fertilizer, weed, insect control services contract. This comes with a recommendation from our highway superintendent and town minister where it's a two-year renewal contract. What's the word budget? Second it. All in favor. Discussion and vote on filling of a library assistant position and library staff reorganization. Karen, I see you here. We have the notes. Is there anything you want to add?
SPEAKER_03No, I just wanted to make sure I think the bossman pretty much explained the situation. I just want to make sure you didn't have any additional questions that you guys were good to go. Okay.
SPEAKER_10Um, so what the library director is looking to do is as a result of a longtime employee retiring on August 28th, she's looking to add additional hours to both our adult services librarian and circulation supervisor and creating a new non-benefited 19-hour-a-week library assistant. It's by my math about two grand in salaries more, but it's a significant savings overall, therefore, budget neutral by uh eliminating a benefited position.
SPEAKER_00Okay, I I think it also probably addresses the needs of the library as well, so I would make a motion to approve.
SPEAKER_10Seconded all in favor, uh approved. Thank you, Cameron.
SPEAKER_03Thank you so much. All right.
SPEAKER_10Uh next, acceptance of cemetery access easement from West Pine Estate LLC. Uh and again, this comes with the recommendation of the town administrator and also uh town council.
SPEAKER_00Motion to approve.
SPEAKER_10Seconded. All in favor, that is approved. And then the next one is acceptance of drainage easement for East Pine Estates LLC. Again, with the recommendation of town administrator and town council.
SPEAKER_00Motion to approve.
SPEAKER_10Seconded, all in favor, that is approved. We'll do item F then switch over to the um interviews. We have a host of one-day liquor licenses uh that have been approved by Pocket Rect for the Ringham Lions Club October 2nd, October 16, November 22nd, and March 19th for the sports budget.
SPEAKER_00Motion to approve, and also just send a thank you out to the Rainham Lions Club. I think as Aaron mentioned, some of the activities for the seniors that are get such a large turnout that they don't have enough room here to have over the Lions Club. So they're always very accommodated. Motion to approve and also with a little thank you to the Lions Club.
SPEAKER_08So second in all favor. Aye. I thought they were already approved by Hawking Right. They they um they need to further look at them.
SPEAKER_00Okay, so that's subject to approval of parking back.
SPEAKER_10Second in all favor. Aye. Aye. All right, that is approved. Uh we will stop now with our interviews.
Health Director Interview Carlos Alvarado
SPEAKER_10That first one was scheduled for 7 to 15. We have three finalists this evening for the health director interviews. By way of background, our health director um departed in June. We soon thereafter voted as a board unanimously to pertain the Collins Center for the recruitment. They conducted an initial round of screening interviews and have since presented us with three candidates. I can inform the board that reference checks on all three candidates have been completed. Uh, nothing in the reference checks precluding anybody from uh advancing. Uh the board has, by the way, I see two options tonight. We can take this under advisement or make a motion tonight to uh offer a selected candidate the position. Uh, if we go that route, it would be pending quarry check and successful contract negotiations. Any questions from the board before we begin? No. All right. We have our first applicant, Paulos Alvarado. Palos.
SPEAKER_04Hello.
SPEAKER_10How are you? Thank you. You're very welcome.
unknownThank you. You're very welcome.
SPEAKER_00Thank you, Carlos.
unknownWelcome.
SPEAKER_10Paulus, if you'd like to take just a few minutes, introduce yourself to the board, uh, and then we'll get into questions.
SPEAKER_05Yes, my name is Carlos Alvarado. I am the current health environmental inspector here in the town. Um, I have been in this position for almost, yeah, it's maybe a year, next month. Um, and I'm very happy and thrilled to be here today.
SPEAKER_10Offset? Yep. Awesome. Uh so what I'll do is I'll open it up to the board for questions, my thinking, but obviously it's subject to the board acquiescing. Uh, it's three or four questions each, and then we'll give each applicant the opportunity to ask the board any questions. Does that sound about right? Sounds good to me. Great. Ms. Riley, you want to lead us off?
SPEAKER_00Sure. Carlos, thank you for applying. Um, why do you want to be our Iranian health director?
SPEAKER_05Um I want to be the director for many reasons. Um, since starting this town, um, day by day I've fallen more and more in love with it. Um I have overlooked a lot of things, reviewed, um, helped create programs, um, helped simplify our policy, simplify our policies, and I feel like taking over as a director, I will be able to do more inside that role than just as a health inspector. Um I'm a big person with education, and um I want to take this department and make it better than what it is in a good sense. You know, I want to move the department forward and make reign number one in food safety, to be honest.
SPEAKER_00Okay, thank you. Carlos, if you could describe briefly what in your educational background, training, and career experience is in is particularly relevant to the reining health director's position.
SPEAKER_05Um yeah, so my whole career has been in food since I started, and I have um I am a certified professional in food safety through the National Environmental Health Association. I've had that for three years now, um, and I'm currently working on my a registered sanitarian one as well. Um I have over 47 different certificates. I'm the type of person that I want to learn as much as I can to go into a business, an establishment, or a housing inspection and not know what I'm talking about. Um, I always you know find a course and take it to learn extra. Like I just finished a 19-week diploma course for wastewater management in partnership with the Seward Department. So we actually do every three months um inspections on um sorry, fats and oils, increased disposal systems, and that goes two ways. We have our state sanitary code, and then it also goes with our Board of Health to make sure that they're properly disposing of it through food code. Um so it's things like that, but I just love the knowledge, and my whole entire background, like I said, has been in here, and um I'm gonna keep growing, I'm gonna keep taking on courses, I'm gonna keep doing what I need to do to excel in that.
SPEAKER_00Okay, thank you. What is your approach for dealing with the public, and in particular, how do you handle a confrontational situation?
SPEAKER_05Um, yeah, so for me, I like to stay fact-based. Um, we've actually had an issue of that, and it's hard for us to go into a business and for someone to hear something that either A they don't want to hear or they've just never heard it before. For me, it's always I stick to the facts and I always talk them through the situation without saying you're wrong or these are the rules, this is how it's done. It's this is the situation, how can we fix it together? I always give situations where this is what I've seen successful in other restaurants or in my time in the restaurant field, um, maybe that could work for you. How does that sound? Um, I always make them the priority in that situation because again, they're upset for a reason. And sometimes you leave that situation with them understanding where you're coming from, and sometimes you don't. We can't make everybody happy, but as long as they have that knowledge of why it was presented to them and how they can fix it, I'm the type of person that even after I tell them I'm at your disposal, if you call me. You send me messages, emails, and I'll help you through the whole process. I don't just stop at that inspection. It's gonna keep going until we can work as a team to fix it.
SPEAKER_00Describe how you would respond to a crisis or an emergency situation. What steps would you take?
SPEAKER_05So it all depends on the crisis. I know we had to deal with this in town with one of our outbreaks. And for me, just collecting all your data, collecting your facts, and reaching out to the appropriate authorities. So for me, I had to go with the public health nurse. Then we had to reach out to DPH and kind of keep those communications open. It was a 24-hour effort, days, nights, weekends, trying to get everything resolved. So for me, it's just staying calm, understand the situation, get as much information as possible, and do as instructed, especially with DPH and the public health nurse, to resolve the situation quicker. And I know I was working with DPH, they had reached out to our office and our previous director and complimented our department on how amazing the communication was. Because as sad as it is, sometimes they have to pull teeth from health inspectors because everybody wants to say, well, it's not my fault. I inspect them. In this situation, you can't think like that. It's what's in our hands now and what can we do to solve it?
SPEAKER_00Can you have one more question?
SPEAKER_05Yes, sure.
SPEAKER_00Okay. What do you believe is the most compelling reason why you should be the health director?
SPEAKER_05Um, I feel I should be the health director. Um, since I've been in the position, I have, I don't want to say acting as the director, but I've always played that step of even assisting our previous health director or kind of going above and beyond. My philosophy is I am going to do anything I can possibly do to make the department great. No matter if I'm a health inspector, a director, or on the board. It doesn't matter where I am. Carl Wilson never shuts off. I always want to make things better than they are and improve them for the better. There are some practices that work great and we keep them that way. There are practices that don't, and we've improve on them. But for me, I feel like that's why you know I have a direction that I want to take the department, you know, being more having more data to be able to assess different situations and to uh correct them quickly. And um again, I just like I said, I feel as a director that that's will be one of the biggest things that would be an asset that I have to bring to the department.
SPEAKER_00Thank you, Colin.
SPEAKER_05Thank you, Ms. Rodley. Mr. Yander.
SPEAKER_07Pat took like she was on fire. I know, you're doing good. But um I had another I had another one here. I put some notes down. Um Rainier's Board of Health has a budget and a smaller relative staff. How would you prioritize your first 90 days on the job and what would you realistically defer beyond that?
SPEAKER_05Okay. Um, for the first 90 days, and we've kind of already been doing it because we don't have a director, it's just kind of just re-refocusing in a sense of where are we at? What do we have? Um, and what do we need to accomplish in that time? Um I have we have an amazing senior clerk in that office, and um, the communication you know with me and her is this is what we have, this is where we're at, this is where we like to see ourselves. Um I have um created programs within the department and I've executed them and they've worked. Um we actually just uploaded three of our new applications that simplify things and make it easier for people coming into the town to understand and get us things. Um so that's kind of how I would like just prioritize it as let's keep going with what's working, let's see what we can fix to make this more simplified. Um, and then after that, let's move on to what can we make, what can we do to make things even better than they are? Um my biggest focus is still getting inspections done, taking care of the public health. That's that's always gonna be number one for us. Um, as far as budget, I am the most frugal person ever. I always ask the counting, like, can I just go to Dollar Tree and buy pence, please, versus going to Amazon for the save us like $8. So I'm a very big budget person. We had to, as restaurant leaders and um district managers, you can't go sent over a budget. So um I think I would be pretty good on that. But like I said, for the first 90 days, my main focus would just be kind of getting the wheels back on the bus, getting everybody focused again, and kind of just moving forward from there.
SPEAKER_07Perfect. Um, if a resident called upset about a neighbor's property, an order complaint, or something with no clear black and white answer in the code, how would you decide what to do?
SPEAKER_05So for any housing that comes in, we have to within 24 hours inspect it regardless of what it is. So we actually do have a lot of those coming in, especially with grass not being cut or you know, trash being on their fence line. So, what's the first thing we do is we always tell them we are data collectors for you. We go in, we assess, we take pictures, and we can to a point make recommendations to that, you know, hey, this is a violation of our bylaw, you know, your grass needs to be cut. Um there's not always a permanent fix because again, unless we go deep into our bylaw and there's a fine attached to it, if they don't want to cut their grass, they technically don't have to cut their grass. Um, so we've had great success with you know going to the door saying, hey, we noticed your grass was cut. Um one lady, her husband was sick and she didn't have time to do it. So we understood, we worked with her, um, and then we you know we called back the lady who made the complaint and said, Hey, it's gonna be taken care of. She was like, Thank you, I appreciate it. But those ones are a little bit more tricky because, like I said, it's you have to go by the bylaw, and then you can only enforce the bylaw to the degree that the bylaws written. Um, but we do always tell them and we make it face-to-face, meaning, like, I'm here, I'm listening, we're gonna we're gonna see if we can work this out for you.
SPEAKER_07Um where do you see yourself in five years? And is this role a long-term fit for you, or is it a stepping stone?
SPEAKER_05So, this is a long term for me. I this has always been my dream, was to be in the health department. I've been in, like I said, the fields, this is 20 years now I've been doing this. Um protecting the general public, housing, pools. I'm also the animal inspector, I forgot to mention that. This is just my passion. This is who I am. I'm a boots on the ground type of guy. You know what I mean? Even in the director position, it's I want to be involved in what's going on, you know, supporting my health inspector, going out, you know, still showing that we are fully involved into this process. Um, for me, this is not, oh, I want to be the director, let me get the experience. No, I've said it many a times, I want to make Rainham my home. Rainham, sorry. I want to make Rainham my home. I fell in love with it. It's a great town, town hall is amazing. Um you you feel valued in a sense, you know what I mean? And I definitely, if again, if I get the opportunity to hold this position, you're gonna have to boot me out. You know what I mean? Because I'm I'm I'm gonna make it home. This is this is what I wanted. I've always wanted to be a health director. Um, even like I've said, even if I don't have the title, I still have to be because I'm there to support you. I am your second. You know what I mean? Um, anything to make your job easier, I'm there for.
SPEAKER_10Awesome. That's all I have to do. Thank you, Mr. Andrew. If I was remiss earlier, the board is all gonna be reading from questions because we'll be asked whenever we can say not to not pay attention to it. Uh so my first question for you is what are your thoughts on implementing a restaurant grading system similar to what's in place in other communities for the common? I love that you asked that.
SPEAKER_05I am um very for the grading system. Um, on that sheet of paper that I gave you, I actually have already created our letter grading system. Um, it is in full. I've created SOPs, I've created how it's going to be done, the placards, the system of tracking. I feel that a properly executed grading system works. I've done my studies, I've called the new uh York Department of Public Health, I've reached out to Boston Public Health, I've reached out to Philadelphia Public Health, and I've also spoken to one of the towns in our area that is currently doing that. And the biggest thing that they said it has to be done the right way. If it's for bad intentions, or if it's to penalize or penalize somebody, it's the program's not going to work. So as I was creating the program and putting it together, I always sat and said, You are the business owner, you are the restaurant manager. That is how I developed the program. Um it's not to, like I said, say, Oh my god, this restaurant, you're doing horrible. My ultimate goal is to get an A on every single restaurant inside of this town. If you go to New York, they said when they first started it, it was a failed city. For them, it's C. And the whole program and the way it was, you know, rolled out. Now, if you go to New York, you're never gonna see anything less than an A. Because the program itself works. They launched it, they work with you, and now the general public understands that they go here and it's safe. Wow, okay, the health inspector was here. They go on and hey, I now can feel safe. We make a decision every day when we say, I'm gonna go to Chile's, I'm gonna go to Applebee's, I'm gonna go here. We're making that choice. The letter grading system helps you feel comfortable about making that choice. And it also holds certain operators accountable. Um, there are a lot of times where they'll look at you and say, I'll just take the $50 line. Oh, I already know it's gonna be $100. It's okay, I'll just take it. And there's no real change in that situation. So with the letter grading system, it's now more educational. Okay, this is where we're at, this is where we need to get you. Now, this is the steps that we need to do to get you there. And it also makes them take pride in their work again. Um, some people are just stabbing it and they sit, and they've just been doing it over and over and over. And like I said, I just feel like that's going to present something different. I even put an educational video together. And it's me talking and explaining the program and how it works. I've talked to local um business owners and said, hey, if we did have one, how would you feel about it? And again, you have the goods, you have the bads, you have the mediums. And I talked to all three kinds because again, I really wanted a program for this comment works. And it's that people are gonna say, okay, this is a fair letter grading system.
SPEAKER_10Good. Thank you. Uh can you speak to us about what you see as the responsibilities of a director and developing staff within the health office?
SPEAKER_05Yes. Education 100%. I feel as a director, if I have an inspector under me, um, it is my job to make sure that that health inspector is always up to date on housing, codes, um, food, code, food safety, any changes, and just keep that open communication. And I know with our past director, I went over communicator. So after every single inspection, I told her exactly how it went. Good, bad, I tell you whether you're listening or not, I'm gonna talk, and I do it in inspections, and they'll be like, Oh, yeah, I know I was busy, but I heard you say something about this, and that's why it's very important to keep talking. Um, and as a director, that's something that I will carry on, you know, with my health inspector. It's how did it go? Any complications, anything you want to look at, and also do inspections together. It's I did it with my past job where our supervisors came out and just said, Hey, we just want to see how you're doing. You know, and they would give us tips and tricks, or hey, I might have learned something, or I might teach them something. Um, and it's very important for me to keep that door open. Um, I know the town is um amazing on letting us take classes, so that's another big thing. I've just finished my CPO course, and now I have more knowledge for that, and that's something that as a director I would push to because I want them to be as knowledgeable as possible. So when we are doing an inspection, you know without having to look at anything that you're solid in that answer and that you can answer these people's questions and then feel confident inside of you.
SPEAKER_10Uh, can you speak to us now about what you see as the primary responsibilities of a director relating to interactions with the bullet?
SPEAKER_05Yeah, so for me, again, a communication piece. So, how how the department's running, um, anything as this policy is not working, can we revisit it, or we need a regulation for this. Um, I know that again, prior to our um previous director, we were looking at certain things that were just outdated or not worded correctly. Um, so those are the types of things that as a director, we you know we sit at with the health inspector, look at it, and then present it to the board and say, hey, this is where we are at, this is what we were using, um, this is the language that needs to change on it, and to present it for you guys for review, so then we can go ahead and um make it official. Um, that's kind of what we have been doing, and we like to call them seasons, permitting seasons. So when it's body art, we focus on body art, when it's pools, we focus on pools, and then food is kind of always just our number one. Um, but we kind of do it in cycles. So we're only focusing on that one thing to see, okay, is this a real strong program, strong regulations? Um, and then, like I said, if it's not, we trap something up and then come to present it. But always just keep that communication if a restaurant gets closed, if there's an issue, you know, you guys are the board. Um, and the biggest thing is not to have anything catch you by surprise. It's this is what's going on. I just want to give you guys a heads up, or even feedback. Hey, this is what we did, any feedback on from your point of view, if it should have been done differently, or if you have any suggestions on how to approach it.
SPEAKER_10Uh my final question, Carlos. Uh, the way I look at our department head hires are we're not just hiring somebody to do a job, but it's a cultural fit. Yes. And so can you identify for us one weakness you have as an individual and how you mitigate that in work?
SPEAKER_05Yes. So I love that question too. It's it's it's been the same. As health inspectors, we can't control certain situations. So for me, it's always time management. Time management is something that we constantly are working on. Um, I can go in an inspection that did great, and I'm in there for three to five hours. So after that, if I know I had something else on my schedule or something comes up, for me, it's very important to take a minute and reassess where are my priorities here? What is highest priority, what needs to be taken care of now. Um, for me, again, as a director, there is no off time. So it's my goal is to always make sure things get done and not carry on to the next day that can be or shouldn't be carried on. Um so I would say like that that is a weakness, but for me, I would never look at it as a negative weakness because in our department it's ever revolving. We we can walk into a thousand calls and then we can walk into no one calls us all day long. Um, but yeah, that's that would be one of my weaknesses that I work on every day, even I have been for 20 years. Thank you. Uh so that concludes that question.
SPEAKER_10Any questions for the board?
SPEAKER_05Um, the other question I have is um just knowing the vision I have and the direction I would like to take this department, how willing is the board to listen to new ideas, exam current practices, and support meaningful changes within the department that would strengthen the public health?
SPEAKER_10Sure, I like you want to. No, I mean I think we're always willing to uh make change if it's gonna be a positive impact on our residents and on our businesses, but I don't think any of us want to go through an exercise where we're changing for the optics of it, right? Uh there has to be, and I look at Toyota, Toyota has a thing it's called lean management. They've had the same system in place for decades because it works, and that's why Toyota is one of the most profitable and successful companies. So I think you have to be um focused on what you're doing and why you're doing it. And I've seen too many managers get into a situation where they come up with a solution to a problem that doesn't exist. I don't know if it's a regular meaningful change, yes, yes.
SPEAKER_07I mean the rating system, like we spoke about, you know, something implemented like that is I think advantageous to not only the residents but also business owners because it gives them a direction to go. Gives the residents a direction of where they should dine. Yeah. I mean it keeps everyone honest, but you know, to Joe's point, I think meaningful change is really the most important change, not just for the sake of making change, it's just spinning your wheels, but something that's gonna make an impact is most important.
SPEAKER_10Anything you want to add a short time? Anything else, Paul? No, that's it. Great. Well, we appreciate you coming in. Uh as you heard earlier, the board may make a decision tonight. We might uh delay it till the next meeting, but the column center will be reaching out to all candidates. Awesome. Thank you very much for the college for the one.
SPEAKER_07Thank you. Thank you, Eric.
Health Director Interview Marty Golightly
SPEAKER_10How are you? How are you? Good, thank you for coming in. We appreciate it. Thank you. Um, a quick overview for you. Um, the three board members uh will have a few questions each for you. Uh we'll then give you an opportunity if you have any questions or comments for the board to take under consideration. Um we potentially will make a decision tonight or delay it to our next meeting in two weeks. In either situation, the Column Center will be reaching out to all candidates. Uh, as you're aware, you're a finalist after having gone through the first round of interviews with the Column Center. Mark for you? Absolutely. All right, and just so you know, we're all going to be looking at pieces of paper, we're all asking the same questions of every candidate, so it's not meant to be disrespectful to you, but to be fair to everybody. All right, great, Miss Riley. What you want to add? Oh, yes, thank you. I'm sorry, yes. I was remiss. I was so focused on everything else. If you want to take a moment, Marty, to introduce yourself to the board, and if there's anything you want us to know or highlight in your packet. Lovely.
SPEAKER_06Hi. Marticle, I guess. Pleasure to meet everybody tonight. Thank you for having me. I appreciate you taking the time. Uh and the all the energy that goes into this, uh, I really do appreciate that. I am a carpetbagger to Massachusetts. I moved here in 2016, uh, almost 10 years from California after a very successful military career, a little bit over 20 years. Um, you're asking me why I moved from California to Abington, Massachusetts, because I love my wife very much. She's from there, so that's where we're at. Um I worked in Abington as the public health director and guided them through COVID. Uh, and my public health experience started in healthcare and goes all the way back to 1997 when I started seeing patients for the Navy. So that's me a nutshell. I really appreciate your time and energy. Thank you. Thank you for your service. Thank you. Thank you.
SPEAKER_00That's right. Um, Marty, why do you want to be our regional health director?
SPEAKER_06I love public health. Um, I think it's an opportunity, a unique opportunity to do what I do best, which is healthcare, healthcare in general, public health in general. Um, one of my I'm kind of the nerd, so I got a public health from a guy named John Snow. Um a lot of people hear that and I think came a drone, but it's the positive epidemiology. I'll minimize this one guy, say, based on a cholera well and so well and one. Um where does that come in locally? Well, we identify potential affectors of disease and we mitigate those using controls. Those controls can be anything from compliance to specific regulations to food safety inspections to water safety inspections, all that. So to continue the work of a lot of people that came before us means a lot of me. Healthcare needs a lot of me, public service needs a lot of me. So it just hits a lot of the wickets and the public service effect that I think I do well.
SPEAKER_00Thank you. Please describe briefly what in your educational background, training, and career experiences is particularly relevant to the reign and health director's position.
SPEAKER_06Um, a registered sanitarian. Uh I've had uh I've done the pool course, which uh allows you to do a pool inspection with the 55 course, which allows you to do wastewater and all the subject system uh courses. I've done the food safety course. I've been a food inspector for over 20 years now, almost 30. Um so all of the relevant experience. I've also a certified health officer over the state of Massachusetts, and the registered sanitarian I think is good.
SPEAKER_00Okay. What is your approach to dealing with the public and in particular how do you handle a confrontational situation?
SPEAKER_06He has to like uh listen, recite, like what you know, say it back to them, you know, what I'm hearing you say it so I can make sure that I have a full understanding. Um and then it's typically it kind of depends on the situation. Every situation is if we're arguing because you called me because the neighbor had uh a messy lawn. Something like that. I might handle that a little differently than I would handle someone that has very clear black and white. This is what I think the problem is. This is the citation that I have to, that I'm telling you applies to this particular situation. Uh, and then I will always, no matter what the situation, uh, follow up. And that follow-up, and I will usually ask them, do you want me to follow up in writing? You may follow the phone call. What is your preferred? And then set a date for it, and then make sure you follow the group. Uh I've learned de-escalation techniques for over many years, and it's usually just, you know, listen, take it, take it all in. Um, most of the people that call it upset and have a valid reason, so allowing them that space to exercise that I have this issue, how are you going to help me solve it? And then doing your best to fix it and to de escalate the situation.
SPEAKER_00Okay, thank you. Describe how you would respond to a crisis or an emergency situation. What steps would you take?
SPEAKER_06Uh health and safety of whoever is there is first. Uh, you know, just like in an EMC school, they teach you, you know, uh PSI scene safe before you do anything. It kind of depends on the emergency. Uh, I'm gonna call the police fire, make sure that our response is appropriate. Um, every emergency is unique, and I learned a long time ago in the Navy the first pulse you take is your own, and then you never get too excited because my excitement has a tendency to bleed into other people's excitement, and you don't want to bring emotion and anxiety to a situation that usually has too much of both already. So, depending upon what the emergency situation is, would depend on my response. But always, always, especially if you're in a position of authority, be calm, be cool, be collective, take your time. People don't realize that in an emergency you usually have way more time than you think. So make a decision, react as appropriate, act, but make sure you're acting appropriate. And it would just depend on what exactly the situation would be.
SPEAKER_00Okay, thank you. And what do you believe is the most compelling reason why you should be the next health director for experience?
SPEAKER_06Experience. I have experience in public health going over almost 30 years now that hurts me to say that a little bit. Sorry. Um leadership experience. I've bring a lot of leadership experiences with uh problem solving, task resolution, experience in all of those. I think that I bring a depth and breadth of experience that a lot of health agents, health directors do not bring 30 years in health care, everything from seeing patients on a daily basis to being in the public health work, and the fact that I've always had to be a leader everywhere I've gone.
SPEAKER_00Okay, thank you very much. Thank you, Mr.
SPEAKER_07Advanced Andrew. Um Rainham's Board of Health has a budget and a smaller staff. How would you prioritize your first 90 days and what would you realistically defer?
SPEAKER_06I would defer most new programs until I have an absolute idea of what the budget and what our spend for the next fiscal year is. Uh we're it's it's August, so that budgeting that accounting should start very soon. So I'll be going into a new budgeting level funding and all of those things ahead of time. So any new programming, I'm gonna take uh you know, I'll have a hard look at, see where services need to stay the same, where services can change. Uh I I'm a big proponent of modernization, so I would I would look there first and then staff, you know, what union, what contractual obligations are there for the next fiscal year for the next couple of fiscal years if it's a contractual obligation that spans uh a few years. Uh what exactly are the budget we expect by some type of projection to be uh in the red versus in the black, and move some money around if it's possible. Uh and do our level best to keep services at a level where they are expected without having any detriment. But 90 days I would expect to learn all the line items, learn whatever system that they have, learn the amount of money per line item in that system. Yeah, uh that's what I would do with that. Awesome.
SPEAKER_07Um, if a resident called upset about a neighbor's property, an order complaint, or something with no clear black and white answer in the code, how would you decide what to do?
SPEAKER_06Apropos, um I I probably have to talk about the board with it. Do you always you find maybe a relevant uh regulation that could apply? Uh have a conversation with the homeowner, have a conversation with the board, see what their expectation of that is on. Uh that there's peers that you can call, there's I you explore every avenue to solve the problem. And I think it would all boil down to having a conversation with both of the homeowners and just being upfront what that expectation is, even if they're reluctant to have that conversation, mainly letters, you know, calling whatever it takes. But it would depend on my experience, and and I've never really had a negative outcome from that. Uh, it's usually just based on hi, I'm already this is the problem that's happening. Can we get can we come to a resolution? How do we solve this? Um I don't know if X, Y, and Z apply, but they could, so I you know you don't really want to go that route. How do we get around? Where do we find that common ground? Conversations with the board, probably when I first start. Awesome. Hopefully, I would never have to involve a council or anything like that. Yeah, but that's always something you could do.
SPEAKER_07Yeah, of course. Uh, where do you see yourself in five years and is this role a long-term fit for you or is it a stepping stone?
SPEAKER_06Uh, this is a long-term fit for me. I don't want to I don't want to step anymore. Um, if anything, I would prefer for us to be the stepping stone, right? So, like partnering with like Greekwater State College or Stone Hill or some other local institutions to have some public health interns come and do XI or different types of research here to help other people step.
SPEAKER_10Awesome. Thank you. Yeah, all right, Maddie. Um, my first question for you is uh can you give us your thoughts? And if you need clarification on this, let me know. Give us your thoughts on implementing a restaurant grading system similar to other communities in Massachusetts to have in place now.
SPEAKER_06I'm a fan of it. Okay. Um I it is a common place in California, so and that's the system that I was familiar with out there. Um I know that there's some restaurants and some restaurant owners that have some reservations, and you know, they're I would ever I would never want the the whim or the will of the inspector to affect the grade, so as long as we're very consistent in our application of the regulations for the food code, then no one should ever be surprised by the outcome of their inspection. It's an open book test. Um everybody should get an A unless you know you have some problems. And if it's and if you have to give them a substandard grade, then you have always have to give them a plan to how to get to a better grade. So I I I would honestly at bet equivocal because we've already kind of done that with the critical, non-critical. So given a letter grade in a window.
SPEAKER_10Good. Thank you. Um, what do you see as your responsibility should you be IS director and developing the staff within the health office?
SPEAKER_06Uh so there are in my experience, I think there's three different types of people: people that are happy where they are and they want to continue doing their job, people that haven't figured out whether or not they want to keep doing that or something different, and the people that really want to get better. Um so identifying what types of people I have. You know, do I have people that I I can push them to go out there and get further education, to get like leadership potential, like those types? The people that I are are happy to come in and do their job, and how do I keep that person happy? Those are usually the people with like the most institutional knowledge and learning from them, and then that other set where it's like, well, what do I need to do to make you trust me and for us to have a good relationship here? So being a good mentor, being a good leader, uh, and sometimes recognizing that being a good leader means listening and being a good follower.
SPEAKER_10Thank you, Marty. Uh can you speak to us about what you see as your primary responsibility relating, excuse me, to interactions with the boy?
SPEAKER_06Primary responsibility, uh communication has got to come first. Um, as your agent is to make sure that the will of the board is exercised in the public as best as possible, in keeping with regulations and Massachusetts laws. I would hope to have a cordial and friendly relationship and a relationship of trust and um, well, not just trust. It would have to be trust and your ability to let me do what I have to do. Um most people would call that you know autonomy, right? Um and then have good faith in that our decisions are aligned, and if we have to have a discussion at the end of that discussion, whether it's heated, not heated, emotional, or not emotional, we come out of it saying the same thing. Um, you know, you disagree in in private, and then you know, we hash out and then move on. But that all starts with having an open and honest conversation.
SPEAKER_10I don't want to put words in your mouth, but just to clarify, I think what you're saying is you understand the essence of speaking with one voice.
SPEAKER_06Absolutely. And that one voice is the one that we come out of that room where we just had our three voices, four voices, and then we when we leave that room, it takes one voice.
SPEAKER_10Good, thank you. And my final question, Marty, we all have weaknesses. Can you speak about one weakness you might have and how you mitigate it in your work life?
SPEAKER_06Um, I hate human beings, I think in general, are really good at going from A to C. Um getting over that final, taking an idea and implementing it and making it uh all the way to Z and getting it done. Um sometimes I have tunnel vision and I won't stop on a thing until it's done. And that sounds like a great thing, it's really not. And sometimes it's like, okay, you have to be able to give up on your ideas when they're not feasible, when they're not working, when they're not, it doesn't seem to work. It's okay to have a good idea. If a good idea isn't functional in implementation, then it's not a good idea. Uh and sometimes I can get a bit caught up in like, I really think this is a good idea. How do I follow through this? How do I get this done? I need to get this done. Uh and then you know, I've always had friends and mentors who are like, let it go by, you know, you gotta sometimes you just have to catch your losses and move on.
unknownOkay.
SPEAKER_10Well, thank you very much, Marty. That concludes our question on the questions. Is there any questions or comments you have for us?
SPEAKER_06Um, I didn't always like me back. Uh no, I think I'm happy. Just uh let me know how if there's anything on that resume that uh doesn't tell my story. If there's anything you'd like to know about me as a person, I'd like to be able to tell you about it.
SPEAKER_10No, I think between the interview tonight, uh your resume application and the feedback we got from the Colin Center, I I think we have it all, but I want to make sure my colleagues agree. Mr. Andrew? Uh nothing at the moment. Right. So we appreciate your time, and as I said, we may make a decision tonight. It might be taken under advice until our next meeting. And I have just scenario the Colin Center will be reaching out to all applicants. Okay, lovely. Thank you so much for having me.
Health Director Interview Eileen De Dan
SPEAKER_10Good, thank you. You're uh third enough for us, so I'm hoping my whole spale gets completed this time without needing a reminder. Um so we appreciate you coming in, taking the time to interview uh with us this evening. How we envision this process going is uh we'll give you an opportunity to introduce yourself, uh speak to anything in your application or your life that you want the board to know or emphasize. We'll have some questions for you, and then we will give you an opportunity to ask us any questions or state anything that you'd like to state at the end. Please know when we look at our papers, we're all asking each candidate the same question, so we're not trying to be rude, but we're doing it to make sure we stay in line on that. Uh and again, we thank you for coming in for interview. And in terms of a timeline, we may make a decision tonight pending a quarry check from contract negotiations. We may postpone it to our next meeting. Uh, in either situation, the column center will be reaching out to all uh candidates. Great, awesome. So if you'd like to take a minute and introduce yourself.
SPEAKER_03Hey, I'm Eileen De Dan. I, for the past five years, worked at the housing coding sector for the city of Quindy, where I've primarily done housing inspections, pool inspections, nuisance inspections. While doing that, I got my master's degree from SCPHS online. Um and I also work part-time for the town of Needham as a curveing sector doing not only housing, but along with a few other different issues, like body works and all of that.
SPEAKER_10Awesome. Thank you very much, Adeline. That's Riley.
SPEAKER_00Thank you. Thank you for coming in. First question is why do you want to be our re-hum health director?
SPEAKER_03Yeah, I am looking for a bit of a change. I've done housing, which for those of you who don't know, housing inspections quite often mean you're also a social worker and inspector at the same time. I love them, but quite literally some weeks are 120% of my job between the two jobs. And I'm just looking for a change. Um I'm also looking to move up. I got my master's degree last May and I'm just looking for something different. The town of Rainham is in a great area. I love the Bridgewater Branham area, and I saw the job description. I thought my skills matched what you guys were looking for.
SPEAKER_00Well, thank you. Please describe briefly what in your educational background, training, and career experiences is particularly relevant to the Rainham Health Director's position.
SPEAKER_03Yeah, so I've worked for a local health department for the past five years. Almost everything you do there is pretty relevant and random. Um, that includes inspections, uh, flu clinics, uh, different events. I will say great thing about local boards health is we do a lot of small random things. So it's a lot of trying to look up things to be like, oh, we haven't had this issue in ten years looking up into it. Um I also have a master's degree in public health, in that you learn a lot of the financial side of things, grant work, and different how I handle different issues that arise. Um it kind of gives you a good broad base of knowledge for people with public health.
SPEAKER_00Thank you. What is your approach for dealing with the public and in particular how you handle a confrontational situation?
SPEAKER_03Yeah, I think you have to see what the whole picture is. So what are we dealing with? Are we trying to get people to come to a flu clinic? You're gonna post on different social media sites, you're gonna try posters in different areas so people see it. If it's an issue of a restaurant not fixing things or not doing what it's supposed to be doing, you kind of go through with them what exactly they need to do. You try to explain why they're doing it. Now, for the most part, most restaurants have history with town, and you look through is this a one-off thing, is this every single time we do an inspection, there's a mouse problem, and you kind of look through it and see what you need to do. When it comes to confrontations, it's very important to keep things calm because when you are dealing with people who are at hundreds, they're not going to listen to you. So sometimes you have to circle back to conversation. Quite often when you're dealing with homeowners, I deal with a lot of people who have cognitive impairments. So when they're really mad, they're not going to listen to you, they're not going to do anything. So sometimes it's best to be like, hey, I'm just going to walk away from the situation and give you a phone call later. Um, it really depends on the type of person you're dealing with. You want to leave them where they're at so you can be most effective.
SPEAKER_00Okay, thank you. Um, describe how you would respond to a crisis or an emergency situation. What steps would you take?
SPEAKER_03Yeah, so a lot of it depends on the type of crisis or emergency situation. I would say we I get called out a lot on different housing prices emergency situations where the fire police department go into a home, it's in terrible condition. Um in that scenario, you get permission from the occupant to see if you can go in, and if they don't allow you to do everything from point view, if you're required to condemn it, you you have to do that, but you try to find people resources to prevent it at all costs, uh, but it's not always possible. And the big thing is trying to make sure everyone's getting the resources that they need. Now that's not always possible if you have limited resources, but you're at least trying to make the right referrals differently.
SPEAKER_00Thank you. And what do you believe is the most compelling reason why you should be the next health director for the temperature in hand?
SPEAKER_03Yeah, I think I have a mixture of different experiences between Nino and Quincy. I have the educational background. I think personality-wise, it'd be a good fit. Um I think it's kind of a mixture of everything after spot.
unknownOkay.
SPEAKER_07Thank you. Thank you very much, Ryan. Thanks for coming up tonight. Um, my first question would be Rain Hands Board of Health has a budget and a smaller staff. How would you prioritize your first 90 days and what would you realistically defer?
SPEAKER_03Because I think realistically you're looking at everything. You're looking at what's been done, what's been not done. First 90 days trying to figure out exactly what's missing, where the holes are, and then what the budget is. Because you're not going to be able to fix every issue, you're not going to be able to do anything. Um, because you're looking to where holes is, and then you're going to try to see if there's holes in the budget where you're going to need to figure out, try to see if there's any grant money and make applications to there. But the first 90 days you're looking to see already, has the food establishments been inspected at least twice this year? Have these sort of things been done X amount of times? It's kind of just looking to see what needs to be done immediately, what we didn't put off. Like it's kind of creating a time.
SPEAKER_07If a resident called upset about a neighbor's property, an odor complaint, or something with no clear black and white answer in the code, how would you decide what to do?
SPEAKER_03Yeah, it's actually I deal with that a lot. A lot of it is going on scenes who can smell it. Um and a lot of it is trying to get in contact to see like is there a time or date where they're usually smelling it? Uh I will say a lot of people get very mad about smoking on properties of both marijuana and tobacco. Sometimes you have saved that's pretty black and my code, it's loud. Um sadly, you start to deal with it. And then some of it, it's usually a smell comes from the source. I said, especially exterior smells, come from like sanding water. So there is some things you can do about that. You're trying to figure out where it's coming from.
SPEAKER_07Uh, where do you see yourself in five years? And is is is this role a long-term fit for you, or is it a stepping stone?
SPEAKER_03Yeah, I think this would be a long-term fit for me. I don't really have any intentions to go and do anything else. Um, at the moment, um I will say five years I do plan to be a health director of Municipality and working on different issues within community.
SPEAKER_10That's it. Thank you. Thank you, Mr. Andrews. Uh Eileen, my first question for you. Uh, can you give us your background and feel free to ask if you need clarification uh on your thoughts on implementing a restaurant grading system similar to what is in place in other communities for the Commonwealth?
SPEAKER_03Yeah, so we actually recently had this debate in Quincy. Um we ultimately decided because we looked at the Boston method, and the Boston method gives you you have your violations, and then you have a month to fix it. In Quincy, we do have a lot more inspectors. Um, so currently we give people a week to fix it. So we're like, we thought it was unnecessary based off what we were already doing, because basically then everyone would have an A, and what's the point of the rating system? Um, I will say I would have to do a bit more research on what exactly the town would want. I will say if things are getting inspected regularly, I don't know if it's actually a necessity to do it. Um but you have to like look at the whole picture because we were only looking based off of Austin, not based off of every town who does it.
SPEAKER_10Uh what do you see as your responsibility should you select be selected as director in developing staff within the health office?
SPEAKER_03I think that's a large part of it. Now, within the health department, there's only so much you can do because he's usually public health nurse and they do have their own licenses, and you're not able to do the things they can do. Um, but a big thing is making sure people are getting the necessary trainings, especially if you're part of MHOA. There's a lot of trainings to develop people. Um, and just see where like where things are lacking um when it comes to development because you're not going to there's some people who've been working for the town for 20 years. They probably don't want to do their job, maybe to learn some new software versus someone who's brand new, where you're gonna have to start from scratch and teach them everything, bring them along.
SPEAKER_10Good. Thank you. Uh can you tell us what you see as your primary responsibilities relating to interactions with the boy?
SPEAKER_03I think it's kind of a bridging a gap in what's being done at the department versus what you guys are looking for. I think bridging that gap and then just communicating what's being done, what needs to be done, what we're looking to see. That's primary responsible.
SPEAKER_10Thank you. And my final question for you, Eileen. Uh, we all have weaknesses. Um, what is one weakness that you feel you have, and how do you mitigate that in the work life?
SPEAKER_03Yeah, um, I think one of my main weaknesses is I have world's It's chicken scratch. So I try to do everything via email and try to do everything printed because people do not understand what I'm writing except for myself. And I try to clarify if people don't understand the I'm writing yourself.
SPEAKER_10Awesome. Thank you very much. That concludes our questions. Any questions for us, I leave?
SPEAKER_03Yeah, is there any skilled gas currently in the department that you're looking to be filled by this role?
SPEAKER_00No, I don't think in particular anything comes to mind.
SPEAKER_07Mr. Andrews, anything you want to add? No, at the moment, inside with a position.
SPEAKER_00Yeah.
SPEAKER_07I think we're looking for a leader.
SPEAKER_10I think we're looking for somebody who can elevate the department, right? Uh bring some consistency to the department.
SPEAKER_03Um is there anything you're looking for, say, like the first 90 days to a year from the director in order for them to be considered like a success in your ass?
SPEAKER_00No, I don't think of anything in particular just to you know to build a good um department and you know have a good relationship with the community.
SPEAKER_07Yeah, I think to build a good baseline for us to build off of as a town. I think, like you said, to look at everything for what it is, kind of figure out where you think you could improve, bring ideas to the board, bounce them off of other people in the department, and then kind of take it from there to hopefully make, you know, a change that would impact the residents and everyone else.
SPEAKER_10Yeah, I think uh pretty much echo the sentiments of my two colleagues. I mean, the first 90 days, I think it's about getting yourself situated, acquainted with town hall, acquainted with the board, and acquainted with the community that you'd be serving. Uh, and then beyond that, I think we would want an interactive dialogue with uh how we collectively want to see the department go. Obviously, one of my questions tipped off to you, I think, a priority of mine, which is a restaurant grading system. So we've had some conversations about this as a board, and it would certainly be something I would be looking for with a successful candidate to jump right into it. Awesome. Anything else for us? Awesome. Well, again, we appreciate you coming in and interviewing. As I said, uh Colin says we'll be in touch with all the candidates. Thank you so much. Thank you for evening.
Board Deliberation And Next Steps
SPEAKER_10All right, I will um open it up to the board. My suggestion would be uh if we want to have some conversation and hold on motions until everybody has a chance to express any thoughts.
SPEAKER_00Couldn't we take a five-minute recess or break? Yes, without a motion. Yes, I think there's a motion.
SPEAKER_10Second, all in favor. Five-minute recess, thank you. That I give you a lot of things. Folks, we're gonna reconvene. All right, back and have a time eight eleven. Thank you. We're gonna reconvene at 811. All right. Uh, thank you, and thank you all for indulging us in the restroom break. Um we appreciate that. I'll open it up to the board. Uh, as I said at the outset, and the way I see it is we can make a decision tonight, or we can take it under advisement and make a decision at our meeting in two weeks. I'll start with you, Miss Radley.
SPEAKER_00Yeah, I think I just want to emphasize it might seem to those watching that we're if we decide we make a quick decision, but the Commons Center has done research on these of the three finalists. We have their letters of interest, their background experiences and professional experiences, we've done references and so forth. And there's already been one round of interviews that our town administrator and the Commons Center took part in. So after going over that and listening to the three candidates, I think we have three very good candidates. I think they all have their strengths and particular strengths and backgrounds. I am particularly impressed with Mr. Go-Lightly. I think the breadth of his experience, almost 30 years, including some leadership roles, is significant, particularly the health experience, actually dealing one-on-one with individuals in a health situation. And also his approach to de-escalating a situation. He obviously has a lot of experience with that. And also I was impressed with his idea about mentoring other members of the department. And in particular, to the question struck me, the question about um would this be a stepping stone? And he would see it more as a stepping stone for others, that he'd like to maybe bring in some insurance that could benefit, and obviously we benefit with that as well. So I um very impressed with him. Thank you.
SPEAKER_07Yeah, I mean, all three candidates were in front of us because you know they were most qualified. So I I think that you know, having been been able to meet them tonight, take the time to listen to them answer all of our questions. Um personally, I'd be more inclined to take it under advisement and you know, vote on it at the next meeting so that after speaking to them, taking some notes mentally and on paper, go over all the applications again one last time so that we can really make sure that we're making the right decision, I would be more inclined to you know take it under advisement until the next meeting. But that would be up to okay.
SPEAKER_10Um so uh, you know, I I could technically speak and go either way. I tend to lean towards Ms. Riley uh in terms of the due diligence that already happened uh entirely respect um concern and deliberate approach. The one concern that I have, and I would toss it up to the board, and then uh we can try to find a consensus on how to proceed, is there's a few other health director vacancies out there right now, and that would be my largest concern that if there's a consensus for a particular candidate uh and we wait those two weeks, do we miss the opportunity to select that? If that outweighs uh the need for further deliberation grade, if that doesn't, then uh I would defer to the bullet as well. So again, I'll open it up if either of you uh want to offer additional input uh around the candidate or the process moving forward. Uh and I would just echo the sentiment of both of my colleagues around uh the fact that we had three qualified candidates, unique perspectives, uh unique backgrounds, uh similar to Ms. Riley. Uh there was one candidate that stood out uh far and above the rest, in part, uh the leadership, the experience, and having been in the chair doing that job in the past. Uh and I think that's the point, in my estimation, where we as a health department uh are needing uh to fill that void. But again, I'll open it up to the boy because I certainly don't want anybody to be in an uncomfortable position.
SPEAKER_00I feel like reviewing everything and listening, I could make my decision tonight and feel very comfortable with it. Um, but I obviously don't want to make that motion if Mr. Andrew just can feel uncomfortable voting. So I'm not sure.
SPEAKER_07Yeah, I just don't think that two weeks is gonna would really be a detriment. I mean, everyone's gone through multiple and interviews with the Collins Center. They still showed up here, most of them still presently hold positions at adjacent towns. Um I I don't you know see the urgency. Okay, but that's my opinion. Okay.
SPEAKER_00Ms. Amy, if you want to make a motion.
SPEAKER_07I'd like to make a motion to put under advisement to the next meeting.
SPEAKER_00Uh second then.
SPEAKER_10All in favor? I aye, thank you. And Greg, we can co uh coordinate with uh Paul says that the other nice for you to take the advisement for next week.
Licenses Safety Notes And Animal Control
SPEAKER_10Thank you. All right, back to uh new business 9G uh junk deals license roadshow concepts LLC, and it's been approved by both the police and building.
SPEAKER_00Uh motion to approve.
SPEAKER_10Seconded all in favor, aye, that is approved. Uh waste oil license at 36 New State Highway and Brico Enterprises, and that uh has had the sign-offs necessary as well. Motion to approve, seconded, all in favor, aye that is approved. Uh discussion and vote on Earth removal permit for rainhand flo-up. I see Mr. Wallaluka with us. Uh anything you want to speak to on this?
SPEAKER_02Uh no, Mr. Chair. We've we've been through it. Uh the building inspector's been down to the site, and uh uh Mr. Barnes has uh looked at it. You physically have the bond. I brought it last week, and uh unless you have questions, I have nothing to add.
SPEAKER_08Okay, and Greg, everything's in order? Yes, uh the the the Bob made it clear to me that uh the inspection went really well. Okay. What is the pleasure of the board?
SPEAKER_00With that information from the town administrator, I would vote to approve.
SPEAKER_10Second it. All in favor? That is approved. Next is discussion and vote on retaining procurement support services. Uh, this is an agenda I put on um for the board to consider. Uh we have some procurements that are in need of um being dealt with rather expeditiously. Uh, and given the fact that we've had some staffing vacancies, Mr. Barnes is finally utilizing some vacation time at growing cobwebs. Um I am requesting that the board consider entertaining uh consultancy agreements with a uh a firm or individual that has a CPO certification to assist and get us through these procurements.
SPEAKER_00I have one make that motion.
SPEAKER_10Seconded. All in favor? Approved unanimously, and Greg will work together on that. Yeah. Okay. Uh next is discussion and vote on entering into an intermunicipal agreement with Bridgewater and East Bridgewater for animal control services. Uh so in our packet is, and Mr. Barnes asked that I emphasize this, it's a draft agreement. And what this allows us to do to do at this point is uh allow Mr. Barnes to continue to have those conversations with our sister communities, Bridgewater and East Bridgewater. As the board's aware, a few weeks ago we removed ACO from health and moved it back under the police department. I can tell you that uh Dave LePlant, our chief, and Peter, I think you've been as well part of those meetings. Yes. Yes. So police have been uh involved, engaged, and supportive of this as well. Uh and the genesis for the Israeli is to continue to find ways to improve the delivery of services in an efficient manner. Uh, so minding our pennies but also making sure of course services are met. Uh, Greg, is there anything I missed or anything you want to add?
SPEAKER_08Uh the board has always been uh supportive of regional opportunities in the past, and this one came together, and I I feel very confident that uh we can move forward on this, and I think it will, as you said, improve uh efficiencies and effectiveness of these services.
SPEAKER_00Yeah, I mean I usually like to keep the services as in-housed as much as possible, but sometimes by regionalizing, you can provide a better service. And I think animal control is one area where we have had some issues, and um, obviously it's great that the police department is going to be managing that locally for us, but um, I certainly would make be willing to make a motion to move forward with this comments acting. Right.
SPEAKER_07Yeah, I would agree.
SPEAKER_10Um, I second that. All in favor? Items approved unanimously. No other new business, kind of ministry's report, Mr. Barnes. I have nothing to report. Select board report, Mr. Riley.
SPEAKER_00I have a couple things. As we know, Sunday night we had another fatal accident in our town, which is the fourth fatal accident we've had in three months, which to me is unheard of, and three of the victims were motorcyclists. How tragic. Obviously, we send our condolences out to the families and friends of those who were lost, and just to plea to everyone else to please, please, please be careful when traveling in and out of town. Next week, we'll be adding our school buses to the mix with the opening of the new school year. Our Bridgewater Ranium School District has opening day for grades one through 12 on Wednesday, September 2nd, and for pre-kindergarten and kindergarten on Thursday, September 3rd. So again, please be careful of our students out there waiting for and getting on and off their buses, and to and from school is the case, walking to and from school is the case needs that may be in those buses, transporting our bus riders. In conjunction with opening day, obviously our Rave organization is busy preparing for the new school year, and in particular, RAVE's kindergarten reception program, which involves riding the buses with the kindergarten children to and from school on their first four days of kindergarten. This is one of RAVE's oldest and most challenging programs with over a hundred volunteer slots to fill. If you are a returning volunteer interested in helping, or a prospective volunteer interested in getting involved, please contact Volunteer Coordinator Becky George at Rave Volunteer Coordinator at gmail.com. Remember, in either case, you need to have a employee filed with the school district. You can do that this Wednesday and Thursday at Merrill School between 10 a.m. and 2 p.m. And the only other thing I have is that our Randy Community Celebration Day is only a little over a month away at this point on Sunday, September 27th. Our next meeting is next Monday evening, August 31st at 6.30 at Town Hall. So anybody that wants to get involved, we want everybody in town involved. You want to participate, if you want to volunteer to help out, we'll see you next Monday at 6.30 at town hall. Thank you, Mr. Chairman.
SPEAKER_07We'll see you in great. I mean, it's going to be a lot of activity for the next two weeks, so I just would hope everyone's extra cautious.
SPEAKER_10So I would echo the comments of both of my colleagues in regard to traffic safety. Um, I don't know how many people in the public are aware, but when these incidents happen, the board also gets the phone calls, and so we also hear what the toll this takes on our first responders. Uh and so these are it's been a long summer. Uh and as you said, Miss Riley, sympathies as well to all those who have been involved in those tragic incidents. Uh and then the only other piece I have is there's been the first positive Triple E test in Massachusetts. Uh I believe it was Kingston, and now there's some West Nile positive test. And so just a reminder to folks that until the first frost hits, AAA and West Nile are possible. Mosquitoes unfortunately do not know boundaries, and so a Kingston AAA case could easily be a Rainham AAA case a few days later. So please be mindful of that. Drinks, standing water, uh, dress appropriately, and use repellent where appropriate.
SPEAKER_00It's amazing how the long distance those little tiny mosquitoes can fly.
SPEAKER_10Yes, absolutely. We have no correspondence, no press time, no emergency business. So it's an incommunity in butt. You technically do that press time. Oh, I'm cheating. I'm so sorry. Thank you, Dan.
SPEAKER_09Real quick, uh, um, could you just briefly uh just go over like what is the current situation before change a municipal agreement? Like, what is the current situation in town related to animal control uh uh services?
SPEAKER_10We have one uncall ACO, so we've tried different iterations over the years, including at some point having a full-time ACO, uh, and the call volume has just not substantiated that. Uh I think the average call volume as of the last time I had it was about two years ago. It's about 0.8 calls a day, so less than a call a day. Uh and so we were challenged to find a way to justify a full-time ACO. Uh and on-call ACOs have served some benefit, but uh because they're on call, which that typically means they have other employment, and so they're not always readily available, uh that's one of the reasons why we shifted it to PD because they would routinely get tagged in even though it wasn't in that jurisdiction for a period of time. And so now we are exploring this.
SPEAKER_09Uh and yeah. Okay. Um uh has it been looked into or studied regarding how this will uh impact uh response times in town for whenever one call comes in?
SPEAKER_10We think it would improve it. Oh. Because we're gonna have increased presence as opposed to again having an on-call person who might not be immediately available. And that's we were intentional on doing it in contiguous communities. So, you know, I want to emphasize it's Bridgewater and East Bridgewater. We're not reaching out and partnering with Quincy or Newton.
SPEAKER_09So where does this put uh your current uh the holding shelter for animals? It's right next door, Gencana. Like, is it do you think it'll still be used? Uh has it even been used in recent times?
SPEAKER_10It it's been used in recent times, and I think those will be part of ongoing discussions as the IMA process plays out. As we said earlier, this was a draft IMA to allow the administration to continue contract negotiations and discussions with our potential partners. And um I'll see that's all my questions for now. Thank you, Dan. Thank you. All right, citizen community employee. All right, uh, inform the board, the finance director and I have approved the payroll uh and invoice warrants uh for this pay cycle. What is the voice player?