TOWN OF GRAFTON

March 30, 2021 Agenda Select Board

TOWN OF GRAFTON GRAFTON MEMORIAL MUNICIPAL CENTER

30 PROVIDENCE ROAD

GRAFTON, MASSACHUSETTS 01519

(508) 839-5335 ext 1100 FAX (508) 839-4602

www.grafton-ma.gov

SELECT BOARD MEETING AGENDA

March 30, 2021 7:00 p.m. Meeting

Zoom Conference Link: https://us02web.zoom.us/j/85371286351?pwd=d2VUejgwZG9kbVZqcjVoL0E2QmkvQT09

Passcode: 489754 Telephone: 646-876-9923

Webinar ID: 853 7128 6351 Passcode: 489754

International numbers available: https://us02web.zoom.us/u/kegk9Hwrot

Notice to meeting attendees:

A copy of the Grafton PUBLIC MEETING REMOTE PARTICIPATION GUIDELINES is attached to this agenda for reference. Please review the guidelines prior to joining the remote public meeting.

The Board will be holding a Public Comment section in the meeting. This section is limited to items not on the agenda. If you have something you would like heard during Public Comment, please use the Raise hand function of the webinar. The Chairman will recognize you and bring you into the meeting as a panelist. Once completed, the resident will be returned to participant status.

General Correspondence to the Board will be included in the Select Board Meeting packet. All correspondence received by noon on Friday will be included. Anything received after the deadline will be included in the next meeting packet.

If a participant has a question pertaining to an agenda item, they may ask a question by using the Raise Hand function of the webinar. The participant will be called on by the Board and then temporarily brought in as a panelist by the host to ask their question. Following the Q&A, the resident will be returned to participant status.

CALL TO ORDER

ANNOUNCEMENTS

PUBLIC COMMENTS

http://www.grafton-ma.gov/

March 30, 2021 Agenda Select Board

1. SCHEDULE

a.) Appoint Fire Chief Search Committee Members

b.) Consider Signing an Agreement with a Search Firm

2. RESIGNATIONS

3. APPOINTMENTS/SELECT BOARD a.) Disability Commission

4. APPOINTMENTS/TOWN ADMINISTRATOR

a.) Human Resources Analyst – Christa Marot

b.) Assistant Treasurer Collector – Thomas Merolli

c.) Temporary Hire – Local Building Inspector – Ronald DeSantis

5. NEW BUSINESS

6. SELECT BOARD REPORTS / TA REPORTS

SELECT BOARD

TOWN ADMINISTRATOR

• Budget Update

• American Rescue Plan

• S&P Bond Rating

7. CORRESPONDENCE

8. DISCUSSION

a.) Strong Fire Chief Charter Change

b.) Fire Chief Search Committee Charge

ADJOURN

Complete Select Board Meeting Packet is available end of business on Friday at: https://www.grafton-ma.gov/select-

board/pages/select-board-meeting-packets

https://www.grafton-ma.gov/select-board/pages/select-board-meeting-packets

https://www.grafton-ma.gov/select-board/pages/select-board-meeting-packets

TOWN OF GRAFTON GRAFTON MEMORIAL MUNICIPAL CENTER

30 PROVIDENCE ROAD

GRAFTON, MASSACHUSETTS 01519

(508) 839-5335

FAX (508) 839-4602

PUBLIC MEETING

REMOTE PARTICIPATION GUIDELINES

March 24, 2020

Pursuant to Governor Baker’s March 12, 2020 Order Suspending Certain Provisions of the Open

Meeting Law, G.L. c. 30A, §18, and the Governor’s March 15, 2020 Order imposing strict

limitations on the number of people that may gather in one place, the various Boards and

Committees representing the Town of Grafton will conduct their public meetings and hearings

via remote participation. No in-person attendance of members of the public will be permitted.

In Advance of Meetings:

• All non-emergency items are still required to be properly posted at least 48 hours in

advance of the meeting. This is still done by contacting the Clerk’s Office.

• All members should receive the same documents for the meeting electronically

• Supporting documents should be posted on the Town website and be available for members

of the public.

• For meetings with public participation, encourage written public comments.

Essential Components for Remote Meetings:

• Access to participate for a quorum of committee members at the time of the meeting.

• Ability to take minutes which accurately reflect the meeting and the votes taken.

• Ability to record meeting for playback (this is not required under the order, but is

preferred)

• Ability to allow for real-time public participation/comments (this is not required under the

order, but is preferred)

• Meetings with public hearings must provide access for third party participation to all

members of the committee.

Identifying the Proper Medium to Conduct Meetings:

While we are suspending the use of Municipal Center Conference Rooms and the local

broadcasting equipment, there are alternatives for Boards and Committees to consider. Below

are a few options available to Committees. There may be alternatives that members are more

comfortable using which will be permitted so long as the essential components for all meetings

are met through use of that medium.

• Executive Town of Grafton Zoom Account with Webinar Functions – this account was

purchased by the Town Administrator’s Office and has a webinar function for hosting

meetings that require public participation/third party access for participation. This

method is currently the preferred method and should be used by Boards and Committees

that have hearings and require third party participation through public comments or from

applicants seeking permits. (includes but is not limited to: Select Board, Planning Board,

ZBA, CPC, School Committee, Conservation Commission)

▪ At this time, the Town only has one executive host account with a webinar

feature. If you wish to use the executive zoom account with webinar

feature, you may need to schedule meetings at different times/days than

your board typically meets to ensure no conflict with other meetings.

• Standard/Free Zoom Accounts – Anyone can access a free zoom account with up to 100

participants for a maximum 40-minute meeting. This function will allow for Boards and

Committees to record their meetings for future playback and the ability to share screens.

Please note that there are several systems available that offer similar abilities and any of

them can be used for this purpose. (ex. Google Meet, Skype for Business, Microsoft

Teams, etc.)

• Free Conference Call Line- For Boards and Committees that typically do not have recorded

meetings and require little third-party interaction, the free conference call line is an

option. This option does not have a record feature so accurate minute taking is critical.

• Local Cable Access- Currently, the town is not allowing for local cable access broadcast

through the conference rooms in the Municipal Center. However, to the extent possible,

local cable will be used if it is accessible and safe for staff, committee members, and

members of the public.

Use of Zoom for Remote Access to Public Meetings

Zoom Video Communications, Inc. (“Zoom”) can be used for remote conferencing services to

allow for remote access to public meetings. Access numbers and web addresses will be provided

as part of each meeting’s agenda posted to the town calendar on the homepage of Grafton’s

website, www.grafton-ma.gov.

Meetings can be accessed from your personal computer, cellphone and/or telephone. It is

anticipated that most Board and Committee meetings will continue to be broadcasted by Grafton

Access Television through Zoom’s “Record” feature.

Protocols for Remote Public Meetings Using the Webinar Feature

• All participants entering the meeting via a personal computer (“computer participants”)

are required to rename themselves with their official first and last name.

• Computer participants are encouraged to click on the “Participants” feature in Zoom to

view all participants and to view/use the “Q&A” function to pose questions on the bottom

of the screen.

• Computer participants may “Pin” to a particular video screen.

o It is recommended to “Pin” to the staff member associated with the committee, or

in the case where there is no staff member, to the Chairperson. This can be done

by right clicking over the three (3) dots symbol in the top right corner of the

staff/Chair’s video screen.

• The Chair or present support staff should adhere to the script provided as an attachment

to this document for the purpose of properly recognizing members and providing

information to the public. (This script is a draft/guide and should be tailored to your

needs)

• The Chairman will identify him or herself.

• The Chairman will conduct a roll call of the Board.

http://www.grafton-ma.gov/

• The Chairman will call the meeting to order.

• All participants (excluding Board members) will be muted throughout the meeting and

must use the Q&A function.

• All participants are required to include their name and address when using the chat

feature to pose a question through the Chairperson.

• All documents displayed throughout the meeting will be controlled by the present staff

member or Chairperson.

o Only computer participants will be able to view documents.

• If and when the Chairman allows for public comments/questions, it will be conducted in

the following sequence:

1. The Chairman will read public comments/questions received in advance of the

meeting followed by real-time Board and/or applicant responses.

2. The Chairman will read real-time comments/questions typed by computer

participants in the “Q&A” feature followed by real-time Board and/or applicant

responses.

▪ Computer participants must click on “Q&A” to enter their

comment/question.

▪ The staff or Chair will address the question live to the Board. It will be

discussed and then marked “answered” by the staff or Chair.

3. The Chairman will ask if any other participants accessing the meeting have

comments/questions.

• Board members needing to be recused at any point during the course of a meeting will be

placed in a virtual “Waiting Room” by the staff person or Chairperson.

Directions to access meetings will be posted on agendas for the public when available.

1a) APPOINT FIRE CHIEF SEARCH COMMITTEE MEMBERS

Six letters of interest have been received for the three Fire Department Representatives on the Fire Chief Search Committee:

• Michael Corda – station #1

• Darab Fadavi – station #2

• Daniel Allain – station #3

• Bob Shumeyko – station #3

• Rick Allain – station #3

• Chris Blessing – station #1

NOTE: Brian L'Heureux withdrew his name from consideration and Darab Fadavi stepped forward from station #2.

Motion for Consideration: I move the Board vote to appoint (blank) to the Fire Chief Search Committee.

3/30/2021 Town of Grafton Mail - Fire Chief Search Committee - Station 2 Representative

https://mail.google.com/mail/u/0?ik=c664a31432&view=pt&search=all&permmsgid=msg-f%3A1695435452314411370&simpl=msg-f%3A16954354523… 1/1

Joann Duncan <[email protected]>

Fire Chief Search Committee - Station 2 Representative

'Brian L'Heureux' via BOS <[email protected]> Sat, Mar 27, 2021 at 9:00 PMReply-To: Brian L'Heureux <[email protected]>To: [email protected]: Bob Egan <[email protected]>, Darab Fadavi <[email protected]>

Dear Members of the Select Board,

It has come to my attention that an extended family member of mine may be applying for the Fire Chief’s position. Toavoid the appearance of a conflict of interest, I am withdrawing my name from consideration for the Search Committee.

Darab Fadavi, copied on this email, is willing and able to serve as Station 2’s representative.

Thanks for your consideration, Brian L’Heureux Firefighter, GFD Station 2

3/18/2021 Town of Grafton Mail - Fire Chief Committee



Fire Chief Committee

Mike Corda <[email protected]> Wed, Mar 17, 2021 at 5:10 PMTo: [email protected]

I am interested in the Fire Chief committee. I am one of the officers from Station 1 ( Headquarters ). Thank you for yourconsideration.

Lt. Michael Corda.

Sent from my iPhone

From: "Brian L"Heureux" via BOSTo: [email protected]: Bob EganSubject: Fire Chief Search Committee - Station 2 MemberDate: Saturday, March 6, 2021 2:37:43 PM

Good afternoon,

At our most recent Station 2 company meeting, we discussed our station’s representation on the Fire Chief SearchCommittee. I am interested in serving on the committee to represent our station. If the meetings conflict withWednesday night meetings I have for work, Darab Fadavi would be able to serve instead.

Thanks for your consideration,Brian L’HeureuxFirefighter, GFD Station 2

mailto:[email protected]



3/15/2021 Town of Grafton Mail - Fire Chief Search Committee



Fire Chief Search Committee

me <[email protected]> Mon, Mar 15, 2021 at 8:28 AMTo: [email protected]

Hello my name Daniel Allain

As A member of Station 3 I would like to be considered for the committee to help interview and find the new chief, as amember in the past as one of the at large members for the fire study committee and now a current member of station 3 Iwould lend a lot of insight.

From: [email protected] on behalf of Bob ShumeykoTo: [email protected]: Fire Department Search CommitteeDate: Thursday, March 11, 2021 4:01:52 PM

Hi, I didn't know if the Fire Department Representatives were being chosen yet, so inabundance of caution I am submitting my name now.

-- Bob

Dear Selectboard:

I would like to be considered as the Grafton Station Three representative on the Fire Chief SearchCommittee. I believe that experience as a Grafton Station Three FireFighter, New Jersey HeavyRescue Officer and my experience in Federal, State and Municipal government provides me with thenecessary expertise to participate in the Search Committee. As a member of Station Three I believethat I understand the current and future needs of the Department and the Community of Grafton.

In addition to my membership on Station Three, I also am President of the Station Three Association.I served on the FIre Study Committee last year. I also have emergency service experience as avolunteer on the New Jersey Saddle River Valley Rescue Squad (Now merged with Ramsey Rescue)where I served for twenty years and held the positions of Lieutenant, Captain and Chief.

I am currently employed by the U.S. Department of Housing and Urban Development as the RegionalDirector of the Office Community Planning and Development and in addition to my other dutiesserve as the Office Hiring Official. Prior to my service at HUD, I was a Program Manager at theMassachusetts Department of Housing and Community Development and as a manager regularlyperformed personnel functions. Before working for the Commonwealth had an appointment asNantucket Downtown Manager and also served as Chairman of the Town of Nantucket’s PersonnelBoard. Finally, I worked in three New Jersey communities in Municipal Management.

The Grafton Fire Department is a critical and valuable attribute to the Town of Grafton. TheDepartment continues to provide excellent service to the community, however, due to reasonsoutlined by the Fire Study Committee the Department must be reinvigorated as we continueforward into the coming decades. The current organizational structure of a call departmentcontinues to be an asset to the community both financially and by encouraging communityvolunteerism. I believe that with the appointment of a Chief that has the required expertise,leadership qualities and personality the Grafton Fire Department will continue to provide excellentservice and dedication to the community for years to come.

Therefore, I believe I have the necessary experience to represent Station Three on the SearchCommittee.

Thank you for your consideration.

Sincerely,

Bob Shumeyko

7 Sunrise Avenue

201-280-0424




3/5/2021 Town of Grafton Mail - Fire Chief search Committee

https://mail.google.com/mail/u/0?ik=c664a31432&view=pt&search=all&permthid=thread-f%3A1693411833363003720&simpl=msg-f%3A16934118333… 1/1


Fire Chief search Committee 1 message

Rick Allain <[email protected]> Fri, Mar 5, 2021 at 11:55 AMTo: [email protected]

I am interested in serving as the representative from the Grafton Fire Department Sta #3, as the senior officer under thecurrent chief and with 47 plus years on the department with the current rank of Captain.

-- Richard AllainKeefe Tech Graphic CommunicationsInstructor

1b) CONSIDER SIGNING AN AGREEMENT WITH A SEARCH FIRM

Please see the attached proposals from Community Paradigm Associates, BadgeQuest Public Safety Consultants, and Fire Services Group of Municipal Resources, Inc.

Motion for Consideration: I move the Board vote to hire (blank) to serve as the Fire Chief Search Firm and authorize (blank) to enter into a contract with them in the amount of (blank) with work to be completed by (blank).

COMMUNITY PARADIGM ASSOCIATES One Saddleback, Plymouth, MA 02360 www.communityparadigm.com

March 16, 2021

Mr. Evan Brassard, Town Administrator Town of Grafton 30 Providence Road Grafton, MA 01519 RE: Fire Chief Recruitment Proposal

Dear Mr. Brassard:

We appreciate the chance to submit this proposal to the Town of Grafton for services that assist with the recruitment and selection of its next Fire Chief. We would certainly welcome the opportunity to again work with the citizens and leaders of Grafton.

I have attached a Proposal for Services, Attachment A, which includes the approach that we envision to be utilized in carrying out this recruitment and meeting the current requirements of a Fire Chief search. The projected timetable for a selection, which is included within the Attachment, is approximately 14 weeks though we would work with the Town to expedite the process utilizing our knowledge of the Town.

In this search our team will include John Parow, the former Fire Chief of Chelmsford and East Bridgewater and a recent President of the International Association of Fire Chiefs. Since leaving the Fire Chief position in Chelmsford, Mr. Parow has provided fire-related services to a number of Massachusetts communities including but not limited to Ipswich, Haverhill and Ashburnham where he served as an Interim Chief. His consulting services have included management of operations, departmental assessments, the development of strategic plans, and the recruitment and selection of new Chiefs. I have attached his resume as Attachment B.

Mr. Parow has also provided assessment center services to a number of communities in the hiring of fire and police management personnel, including Fire and Police Chiefs. The assessment center methodology utilizes behavioral based exercises and simulations judged and evaluated by a panel of current and former fire service executives. The creation of these exercises, and the criteria of evaluation, is built in partnership with the Town in order to ensure the qualities of the successful finalists meet the Town’s expectation. Additional information about the assessment center process and client communities is included as Attachment C.

We believe that we bring specific qualifications to the task of helping Grafton find its next Fire Chief:

• First, we know the skills and characteristics of a Fire Chief in carrying out their responsibilities, and we understand the essential role of a Fire Chief within the municipal organization. Mr. Parow has performed in the role for 20+ years as a permanent Chief and as an outside resource for communities that needed an experienced individual to assume those responsibilities in difficult circumstances. Additionally, Mr. Parow has led the national organization that represents the leaders of the fire service.

• Second, we understand the role of the appointing authority in managing the Fire Department within the overall municipal organization, and on behalf of the community. Members of the team, including myself, as municipal managers have appointed and overseen Fire Chiefs.

• Third, we have an extensive and current network, especially here in Massachusetts, which we will utilize in an approach of active recruitment, not simply advertising a position and waiting for responses. Such an approach also recognizes the importance of actively seeking a diverse candidate pool that would represent all segments of the community.

• Fourth, our recent work with Grafton has provided us with knowledge of the Town, its governmental structure and the priority issues. In particular, we are familiar with 2018 Fire Department Organizational and Staffing Analysis report, and the significance of reorganizing the department and establishing the full-time status of the Fire Chief.

The fee associated with the basic services is $11,000.00 with $2,750 payable at the conclusion of each phase.

Phase 1: Preparation and Recruitment (Steps 1-3)

Phase 2: Review of Applicants (Steps 4-5)

Phase 3: Selection of Finalists (Steps 6-18)

Phase 4: Selection (Steps 9-10)

The cost of the optional Assessment Center would be $5,500.

The stated costs do not include expenses related to the search (advertisements, printing, miscellaneous, etc.), which will be paid directly by the Town or as reimbursement to the consultant with appropriate documentation. It is estimated that these costs will total approximately $1,000.00.

I believe our work for dozens of municipalities in is indicative of the quality and commitment of our approach to serving our clients. I have attached a Firm Profile, Attachment D, that provides background about the firm and our work for the clients we have assisted over the past seven years.

I would be happy to respond to any questions regarding this matter and look forward to hearing from you. Thank you for the opportunity to submit this Proposal. Sincerely,

Bernard Lynch Principal

PROPOSAL FOR SERVICES

I. Approach and Plan for Performing Services

The selection of a new Fire Chief for Grafton is significant given the move to a full-time professional position, the implementation of the 2018 Fire Department Organizational and Staffing Analysis report and the likely move to a Strong Chief under MGL Chapter 48, Section 42. These changes require the Town to identify candidates that have the knowledge, experience, and adaptive leadership skills to implement and manage changes within the department and the larger municipal organization.

The recruitment and selection process require an understanding and knowledge of the characteristics of the candidate pool, aggressive outreach, stakeholder engagement and participation, and a nimble and creative approach to finding and choosing the “right” individual for the community. The approach that would be utilized as described herein, along with the already described experience and knowledge, will work in finding the best and most appropriate Fire Chief for the Town of Grafton. The following is a description of the process that will be utilized by Community Paradigm, acting as the “Consultant”:

Preparation

1. Initial Consultation and Supporting Information It is most important to have The Consultant meet with the Town at the outset to obtain a clear understanding from the Town on the experience, management style, and personal attributes that the next Fire Chief should possess.

2. Preparation of Position Statement The Consultant would assist in developing the required professional qualifications and recommended compensation package for the Fire Chief position. The information gathered from the Select Board, Town Administrator, and town officials would complete the development of a Position Statement. This Statement would be used as a Recruiting Brochure that will provide possible candidates a full understanding of the Town, its current issues, the Fire Department, the responsibilities of the Fire Chief position, and community expectations. The Position Statement is also a useful tool for the Screening Committee in assessing candidates that have applied for the position.

3. Advertisements and Active Recruitment of Candidates Ultimately, the success of selecting a new Fire Chief for Grafton is ensuring the largest and most diverse possible pool of qualified candidates. Certainly, one manner of gaining applicants is advertising the position through various publications and organizations. The consultant will make recommendations on the most effective locations to advertise but at a minimum would include publications of the Massachusetts Municipal Association (MMA), the International Association of Fire Chiefs (IAFC), and the Massachusetts Fire Chiefs Association.

However, the most important activity in recruiting is conducting targeted outreach to a diverse pool of prospective, qualified candidates. This activity is imperative, as many qualified candidates do not respond to advertisements for various reasons. In particular, in highly visible municipal positions, there is concern about disclosure of candidates, which could impact existing positions. A consultant-initiated contact can ease such concerns and expand the pool of candidates. The Consultant will conduct outreach by utilizing its network of contacts in the municipal sector.

Review of Applicants

4. Receipt of Résumés Applications and résumés should be sent directly to Community Paradigm Associates in order to maintain confidentiality of each inquiry and application. This will ensure the greatest number of qualified candidates. Any résumés sent to the Town, the Screening Committee, or the Town Administrator should be forwarded to the Consultant. All résumés will be acknowledged by the Consultant.

5. Initial Screening Process: Review of Résumés and Assessment The Consultant will review all résumés to determine those which best meet the Town’s criteria as set forth in the parameters included within the approved Position Statement. This information will be reviewed with a Screening Committee on a confidential basis, as will advisement by the Consultant as to which candidates are the most qualified. With the advice of the Consultant, the Screening Committee will select the candidates to be interviewed. All résumés will be provided to the Screening Committee with feedback from the Consultant regarding the recommendations for consideration.

Selection of Finalists

6. Screening Committee Interviews and Selection of Finalists It is recommended that the Screening Committee interview 5-7 candidates. The final decision of selecting these semi-finalist candidates will rest with the Committee, which might be informed by the use of preliminary evaluative tools, such as the completion of written essays to assigned questions or probes. The semi-finalist interviews would be expected to last 60-75 minutes. The Consultant will assist the Screening Committee with the interview process. This will include the notifications to candidates and scheduling of interviews as well as assisting the Committee on methods of interviews, possible questions, and evaluating responses, etc. At the completion of these interviews, the Committee will determine which candidates should be forwarded to the appointing authority as finalists.

7. Assessment Center (Optional) At this phase of the process, or within the next phase of appointing authority selection, the Town may wish to utilize an Assessment Center methodology which is quite typical for public safety promotional testing and selection. Three to five candidates will be challenged to perform in multiple, high pressure job simulations in which their knowledge, skills, and abilities will be scored against a preset evaluation standard by trained assessors who are familiar with the role of a fire executive. Assessment center exercises would be specifically developed to meet the needs and desired qualities of the community and simulates “real world” situations.

8. Referral of Finalists Upon completion of a Reference and Background review, the Consultant will work with the Screening Committee, as needed, for final referral of finalist names to the appointing authority. This step will allow for any modification to the chosen finalists if notable information is gathered during the background review.

Selection

9. Finalist Interviews and Review The Consultant will assist the appointing authority with the interview process including preparation, scheduling of interviews, etc. The Town may choose to conduct two interviews, the first involving a preliminary introduction and review of credentials and experience; and a second meeting that follows time spent with members of the community and Town staff. The second interview could focus upon management style and thoughts and ideas regarding the Grafton Fire Department.

10. Selection At the conclusion of Finalist interviews and review, the appointing authority will make a decision regarding the choice of the next Grafton Fire Chief. The Consultant will help with organizing the process of making that decision. Any offer to an individual should be “conditioned” upon the successful negotiation of a contract and any additional background checks deemed necessary.

II. Tentative Timetable

The following is a tentative timetable that anticipates a March 29, 2021 start date and completion of the process in mid-June in order to have a selection starting in the position by mid-July.

Dates

Actions

March 29th - April 12th

Information gathering with Town Administrator, Select Board, town officials and community; Position Statement and advertisement created, reviewed and approved.

April 13th – May 7th

Position advertisements placed and active recruitment. Initial Screenings, including preliminary background reviews.

May 10th – May 21st

Meet with Screening Committee to identify semi-finalists, conduct interviews, and tentative selection of finalists. Possible use of Assessment Center.

Week of May 24th Finalists submitted to Appointing Authority May 25th – June 4th

Finalist interviews with Appointing Authority and determination of utilization of Assessment Center

June 7th - June 18th

Selection of candidate, additional Background Review, and commencement of any contract negotiations.

Mid-July New Fire Chief begins employment.

John “Jack” Parow 32 School Street

Chelmsford, MA. 01863 978 490-4736

[email protected]

WORK EXPERIENCE:

September 2010 to Present - Independent Consultant, Chelmsford, MA Consultant in the Public Safety arena, promotional assessment centers, strategic plans, fire department evaluations and various consulting work for a large EMS provider in the Metro Boston area. Lecturing nationally and internationally on Fire and EMS issues.

August 2010 to September 2011 President and Chairman of the Board of Directors International Association of Fire Chiefs (IAFC) President and Chairman of the Board of Directors of a 13,000 member association dedicated to educate, lead and serve leaders in the Fire Service and EMS arena. The IAFC has a full-time staff of 65 people and operates with a fifteen million dollar budget. Headquarters is located in Fairfax, VA. IAFC Executive Board member 2008-2012.

Interim Fire Chief/Chief of Department Positions • January 2018 to October 2019 - Interim Fire Chief/Chief of Department, Ipswich, MA.• December 2016 to July 2017 - Interim Fire Chief/Chief of Department, Ashburnham, MA.• June 2015 to July 2016 - Interim Fire Chief/Chief of Department, Haverhill, MA.• October 2013 to June 2014 - Interim Fire Chief/Chief of Department, Ipswich, MA.

Responsibilities included all departmental administration and leadership, overseeing the day to day operations, conducting a full assessment of the department’s current operations and the development of a strategic plan to set the future direction of the department. In addition, directed the process and necessary events involved in hiring of a new Fire Chief.

February 1994 to October 2010 Fire Chief/Chief of Department, Chelmsford, MA. Responsibilities included all departmental administration and leadership, establishing the future direction of the department, setting future goals and objectives, hiring and firing of personnel, all purchasing, labor negotiation, budget formulations and reviews, payroll, emergency medical services, LEPC member, emergency management, etc. Oversee the operation of the District 6 Fire Mutual Aid Center and Leader of the District 6 Hazardous Materials Team. Fully paid department operating five stations.

April 1991 to March 1994 Fire Chief/Chief of Department, East Bridgewater, MA. Responsibilities included all departmental administration, hiring and firing of personnel, all purchasing, building and apparatus maintenance, labor negotiations, budget formulations and reviews, payroll, emergency medical services, in-house transport ambulance, etc. Duties also included Forest Fire Warden, Deputy Emergency Management Director and Right to Know Coordinator. Combination career/on call department.

Attachment B

January 1975 to April 1991 Fire Captain/Shift Commander, North Reading, MA. Responsible for administration, leadership and training of all shift operations. Duties included: fire suppression, E.M.S., fire prevention inspections and enforcement, department computer operations and updating. Leader of a 30 person Hazardous Material Team.

EDUCATION: State University of New York, Empire State, MBA, Business and Policy Studies.

Thesis: "Addressing Change in the Fire Service"

University of Cincinnati, Summa Cum Laude, Bachelor of Science, Fire Engineering and Safety Technology.

No. Shore Community College, Associate in Science, Fire Science.

National Fire Academy, Executive Fire Officer Program Graduate.

Naval Post Graduate School, 2011, Homeland Security Executive Leaders Program.

University of Massachusetts Donahue Institute for Government Services, Chief Fire Officer Management Program.

TEACHING: Adjunct Professor Anna Maria College, Paxton, MA., Fire Science and Management program; Public Administration program at both the Graduate and Bachelor level, 1996 - present.

Adjunct Professor, SUNY, Empire State College, N.Y., Fire Science Program, Bachelor’s Degree Program, 2012 - 2018

Adjunct Professor Rivier College, Nashua, N.H., Fire and Emergency Management Program, Bachelor’s Degree Program, 1996 - 2002.

Guest Speaker, National and International seminars, conferences and events.

SPECIAL APPOINTMENTS: Appointed to the Homeland Security Science & Technology Advisory Committee (HSSTAC), May 2012 to May 2014, by Homeland Security Secretary Janet Napolitano.

Top Secret Security Clearance

CERTIFICATIONS:

Chief Fire Officer (CFO) Designation, Center of Public Safety Excellence Fire Chief Accreditation, Commonwealth of MA., Fire Service Commission Certified Emergency Medical Technician, OEMS and National Registry Certified Fire Training Instructor, MA. Fire Training Council Certified Hazardous Materials Technician, MA. Fire Training Council Certified NFPA Fire Inspector, NFPA Certified Fire Inspector, MA. Fire Training Council

OTHER QUALIFICATIONS AND APPLICABLE AFFILIATIONS: IAFC President and Chairman of the Board of Directors 2010-2011 IAFC Vice President 2008-2010 IAFC President New England Division 2003-2004 IAFC Vice President 2001-2003 IAFC Vice President from Massachusetts 2000-2001 IAFC Election Committee 2003-2006 IAFC Regional ICC Member 2003-2009 President Fire Chiefs Association of Massachusetts 1998-1999 Vice President Fire Chiefs Association of Massachusetts 1995-1998 Board of Directors Fire Chiefs Association of Massachusetts 1991-1995 Executive Board Fire Chiefs Association of Massachusetts 1999-2001 Legislative Committee Fire Chiefs Association of Massachusetts 1991-2002 President of the Hazardous Material Technicians of Massachusetts 1992-1993 Member State of Massachusetts Hazardous Material Policy Board 1994-1997 Team Leader/Coordinator District 6 Hazardous Material Team 1990-2010 Certified Domestic Preparedness Instructor, for Homeland Security Emergency Medical Technician 1978-present Member New England Association Fire Chiefs Member International Association of Fire Chiefs Member International Association of Fire Chiefs, New England Division Member Fire Chiefs' Association of Massachusetts Member National Fire Protection Association Member National Fire Academy Alumni Association Who's Who International in Public Service 2000 Massachusetts Construction Supervisor License City of Boston Builder’s License

John Parow Consulting & Associates 32 School Street

Chelmsford, MA. 01863

978.330.2561 (office)

978.490.4736 (cell)

[email protected]

Parowconsulting.com

An Assessment Center is a method of evaluating candidates for promotion to a particular job or

position. Assessment Centers are based on a specific and systematic analysis of the tasks

associated with the targeted position, as well as the knowledge, skills, abilities and other

characteristics required to perform the tasks of the target job.

The Assessment Center will consist of multiple, job related exercises. By using multiple

exercises, the assessors can observe the candidate’s performance across the many different

aspects of the job. The best candidates are those who can demonstrate exceptional levels of

competence in all aspects of the job.

Typically, three or four of the following exercises are specially developed and administered to

get a true understanding of the skills and abilities of the individual candidate:

• In-Basket – Out-Basket exercise

• Role playing

• Group exercise

• Written/Administrative problem-solving exercise

• Oral presentation

• Emergency Incident Simulation

• Interview

The exercises, that are chosen, will be custom designed to reflect the position, community and

the needs of the fire department. Meeting with the City/Town Management, Fire

Administration and other senior staff members, as appropriate, will enable an Assessment

Center to be developed and meet the pre-determined needs of the City/Town.

The common job measurements obtained in the Assessment Center are:

• Department administration and operation skills

• Problem solving ability

• Reasoning, judgement and analytical ability

• Decision making and decisiveness

Attachment C

• Time management skills • Ability to manage • Supervisory and coaching skills • Planning skills • Ability to delegate • Leadership ability and command presence • Customer service/citizen focus ability • Interpersonal skills • Oral communication skills • Written communication ability

We will provide an Assessment Center Administrator who will be in charge of the overall Assessment Center. Subject matter experts that will serve as assessors. They will be responsible to score, evaluate and sometimes role play in the course of the assessment.

The Assessment Center oversight, exercise development and process will be completed by a person with over 25 years of experience in Fire Service Assessment Centers, 40 years in municipal government and 25 years as a Fire Chief in the Commonwealth of Massachusetts. The Assessors will all have significant municipal government experience and considered top in their field, at or above the position being tested for. The make-up of the Assessors with be determined by the City/Town and the consultant.

All candidates will be evaluated equally and against the same criteria and circumstances. Each exercise will be scored separately. When all the exercises are completed, they will be complied resulting in a final overall score for each candidate.

After the completion of the Assessment Center process, the City/Town will have the necessary information to best evaluate a candidate’s knowledge, skills, abilities and other characteristics to best fill the position.

We conduct both Civil Service and non-Civil Service Assessment Centers.

Recent Assessment/Promotional Centers Conducted

Pepperell, MA - Fire Chief Danvers, MA - Fire Chief Norwood, MA - Deputy Fire Chief Danvers, MA - Deputy Chief City of Fitchburg, MA - Fire Chief Sudbury, MA - Fire Lt. and Capt. Easton, MA - Deputy Fire Chief Shrewsbury, MA - Fire Lieutenant City of Beverly – Fire Chief Rockland, MA - Fire Captain Manchester by the Sea - Fire Chief City of Haverhill – Fire Chief Easton – Deputy Fire and Fire Chief Natick – Fire Lt. and Capt. Topsfield, MA - Police Chief Swansea, MA – Police Chief

FIRM PROFILE Community Paradigm Associates, LLC, is a multi-dimensional organization focusing on governmental,nonprofit, and community concerns. It develops transformational initiatives and innovative solutions designed to enhance the dynamics of communities. Its Principal and Associates draw upon their extensive government, academic, and private sector experience to provide the answers clients need to effectively and efficiently manage their organizations.

Principal Bernard F. Lynch has devoted more than 35 years to guiding cities and towns toward brighter futures by focusing on the efficiency and responsiveness of organizational day-to-day operations as well as highly transformational initiatives that bring communities to a new level. His experience as an innovator, strategist, educator, researcher, and leader allow him to consider challenges from various viewpoints. Known for his collaborative problem-solving and innovative solutions, Mr. Lynch steered a Massachusetts city away from potential receivership to solid fiscal stability. He has managed the successful conception and completion of public libraries, police stations, community centers, school buildings, bicycle and walking trails, and recreation facilities.

Mr. Lynch served as City Manager of Lowell, Massachusetts, for eight years and as Town Manager of Chelmsford, Massachusetts, for 20 years. He served on Lieutenant Governor Karyn Polito’s Task Force on Local Government Workforce Skills Gap, is a Senior Fellow at Suffolk University, and serves as an adjunct professor at both Suffolk University and University of Massachusetts Lowell. He earned a Master of Public Administration degree from University of Massachusetts Amherst and a Bachelor of Science degree in Political Science from the University of Lowell.

Senior Associate Sharon Flaherty has more than 30 years of experience in communications, public relations, project management, digital and traditional marketing, and brand management. She has worked as an editor at daily and weekly newspapers, and directed marketing and communications departments in the financial industry. Ms. Flaherty served as an adjunct professor in business at Middlesex Community College. She earned a Master of Business Administration degree from Rivier University, a Master of Arts degree in English and Writing from Southern New Hampshire University, and a Bachelor of Arts degree in Communications from Rivier University.

Senior Associate Peter Hechenbleikner has 45 years of government experience, including over 30 years in Massachusetts. Prior to his retirement in 2013, he served as Reading’s first Town Manager and he has continued his commitment to local government service by serving in a number of interim assignments and providing consultative assistance to municipalities. He has extensive experience in operational reviews, government studies, budget development, and organizational development. He holds a Master of Science in City and Regional Planning from Pratt Institute in Brooklyn, New York, a Bachelor of Arts degree in Political Science and Public Administration from the University of Cincinnati, and a Certificate in International Studies from the University of Manchester, England.

Attachment D

Senior Associate John Petrin has dedicated more than 30 years to municipal service, including seven years as the Town Administrator of Burlington, seven years as the Town Manager of Ashland, and 13 years as the Town Administrator of Harvard. He has extensive experience in developing operating and capital budgets, hiring and managing department heads and other personnel, and managing the day-to-day operations of a municipality. Additionally, Mr. Petrin served as Assistant Superintendent of Schools in Marlborough, as Tax Assessor in Bellingham, and as an elected Park Commissioner in Bellingham. He has served on numerous professional boards, including the Massachusetts Police Accreditation Commission and Joint Labor Management Committee, and is the former President of the Massachusetts Municipal Association and of the Massachusetts Municipal Managers Association. Mr. Petrin earned a Bachelor of Arts in Political Science from Stonehill College and Master of Public Administration from Northeastern University.

Senior Associate Ray Santilli has nearly 40 years of experience working in the municipal sector, including 17 years as the Assistant Town Manager in North Andover, Mass. Mr. Santilli also served as a purchasing director, director of community services, and human resources director in North Andover, and as Planning/Budget/Personnel Director for the Cambridge Police Department. He earned his Master of Business Administration from Boston College and a Bachelor of Science degree in Criminal Justice from Northeastern University.

Senior Associate Carl Valente has 40 years of State and local government experience, including 35 years in Massachusetts. He was the first Town Administrator for the Town of Needham, the first Town Manager for the Town of Weston, and served for 13 years as Lexington’s Town Manager until his retirement. He also served as Section Chief for Technical Assistance for the Massachusetts Department of Revenue-Division of Local Services and as Director for Financial Management for the International City/County Management Association. He specialized in municipal finance issues. He earned a Master of Public Administration from the University of Hartford and a Bachelor of Arts in Political Science from the University of Connecticut. He currently is a member of the Solid Waste Commission for the City of Newton.

Community Paradigm Associates has affiliations with numerous highly experienced municipal management professionals and industry professionals who assist with various projects. It has a network that includes professionals in such areas as finance, public works, telecommunications, land use and development, public safety, emergency management, municipal law and process, personnel management, and sustainability. Each is an experienced and proven leader in his or her field.

Services provided by Community Paradigm Associates include: executive recruiting, economic and community development, strategic analysis and counsel, public finance, public policy, community engagement, strategic management and planning, social innovation, building high performing organizations, marketing and communications, professional development, process improvement, community sustainability, and tactical research and solutions.

CLIENT LIST Executive Recruitment

Town Manager/Town Administrator Positions

Adams East Longmeadow Lynnfield Plympton Topsfield

Amherst Fairhaven Marion Provincetown Truro

Avon Grafton Mattapoisett Rockland Uxbridge

Becket Great Barrington Millbury Rutland Wayland

Bourne Hamilton Natick Salem, NH Wellesley

Boxborough Holliston Norfolk Shrewsbury Wellfleet

Brewster Hopedale North Attleborough Southbridge Westminster

Buckland Ipswich Northfield Stoughton Weston

Coventry, RI Kingston Norwood Sturbridge Westwood

Dedham Lakeville Oxford Sudbury Whitman

Dighton

East Bridgewater

Leicester

Longmeadow

Palmer

Pembroke

Swansea Winchendon

Various Municipal Positions

Andover - Director of Elder Services Northborough - Senior Center Director

Ashland - Town Planner Norwood - Library Director

Bourne - Director of Finance

Great Barrington - Police Chief

Pittsfield - Director of Public Services

Rockland - Town Accountant

Marlborough - City Comptroller Scituate - Sewer Superintendent

Mattapoisett - Library Director Swampscott - Town Accountant

Methuen - Chief Administrative and Finance Officer Swansea - Police Chief

Norfolk - Town Planner

Northborough - Assessor

Walpole - Community Planning Director

Worcester - Chief Diversity Officer

Northborough - Assistant Town Administrator

Northborough - Health Agent

Northborough - Library Director

Worcester - Chief Financial Officer

Worcester - Commissioner of Inspectional Services

Worcester - DPW Commissioner

Ongoing Recruitments

County of Norfolk - Director of County Operations

Town of Hamilton - Director of Finance/Town Accountant

Town of Hudson - Executive Assistant

Town of Monson - Town Administrator

Town of Natick - Library Director

Town of South Hadley - Town Administrator

Town of Wenham - Town Administrator

Town of Winchendon - Town Manager

City of Worcester - Assistant Commissioner of Operations - DPW

Non-Profit/Quasi-Governmental Massachusetts Police Accreditation Commission - Program Manager

Massachusetts Police Accreditation Commission - Director of Field Operations

Massport Community Advisory Committee - Executive Director

Merrimack Valley Planning Commission - Executive Director (2016)

Merrimack Valley Planning Commission - Executive Director (2020)

Metro South/West WIOA / Partnerships for a Skilled Workforce - Executive Director

Public Management Projects

o Franklin Regional Council of Governments - Organizational Assessment

o Massachusetts Bay Transportation Authority Advisory Board - Organizational Review

o Massachusetts Bay Transportation Authority Advisory Board - Business Improvement Implementation &

Strategic Plan Implementation

o Massachusetts Municipal Management Association - Strategic Planning

o Massport Community Advisory Committee - Executive Director 360 Assessment, Strategic Goals and

Objectives

o Metro South/West Workforce Development - Organizational Structure Review

o Town of Adams and Cheshire - Facilitation with Adams/Cheshire Regional School District

o Town of Andover - Department Head Classification and Compensation Review

o Town of Andover - Government Study

o Town of Ashburnham - Business Guide

o Town of Ashburnham - Risk Assessment Project

o Town of Auburn - Council on Aging/Elder Services Operational Evaluation

o Town of Auburn - Position Description Review

o Town of Bridgewater - Strategic Plan

o Town of Dover - Public Works Study

o Town of Framingham - Downtown Re-Development/Urban Center Housing

o Town of Longmeadow - Selectmen/Town Manager Roles and Responsibilities and Setting of Joint Goals

and Objectives

o Town of Longmeadow - Strategic Planning

o Town of Millis - Budget Improvement Project

o Town of Millis - DPW Organizational Study

o Town of Millis - Operational Review of Town Clerk Office

o Town of Needham - DPW Structural Evaluation

o Town of Needham - DPW Mentoring Program

o Town of Norwood - Conservation Commission Operational Evaluation

o Town of Norwood - Fire Department Strategic Plan

o Town of Pembroke - Capital Plan

o Town of Sharon - Operational Review of Health Department

o Town of Shrewsbury - Organizational Assessment

o Town of Southampton - Government Study and Charter Development

o Town of Swansea - Capital Projects Technical Assistance

o Town of Westminster - Government Study/Town Charter Project

o Town of Winchendon - Personnel System

Non-Profit/Private Sector Projects

o Axuda, Inc. - Development of non-profit peer-to-peer micro-lending program/Community relations

o Colonial Power Group, Inc. - Government relations/Marketing and communications

o Sustainable Strategies 2050, LLC - Government relations

Town of Grafton

Fire Chief Recruitment

Proposal

March 12, 2021

BadgeQuest, Inc.

PO Box 1491

Plymouth, MA 02362

508-888-3442

[email protected]

PO Box 1491 Plymouth, MA 02362 508-888-3442

Evan Brassard

Town Administrator

Town of Grafton

30 Providence Road

Grafton, MA 01519

March 12, 2021

BadgeQuest, Inc. is pleased to submit the following proposal to conduct recruitment services and an

Assessment Center for the position of Fire Chief for the Town of Grafton. BadgeQuest is a public safety

consulting firm specializing in public safety selection processes. Since its inception, BadgeQuest has

attained a reputation for providing extraordinarily high quality service at reasonable fees.

We respectfully urge you to contact any of our attached references. We are certain that should you do so,

you will find our clients have been more than pleased with the quality of our endeavors.

BadgeQuest would be pleased to offer our full range of services from recruitment to an assessment center

and background investigation, or any level of service you choose. For example, BadgeQuest could provide

recruitment services only, an Assessment Center only if you choose to perform your own search, or we

could provide both. Although we highly recommend that BadgeQuest provide both recruitment and an

assessment center, our enclosed price proposal offers a range of options.

To ensure that the highest of standards are attained in this selection process, we will assemble a team of

highly experienced and qualified professionals to work with us.

We appreciate the opportunity to submit this proposal. It would be a privilege to assist the Town of Grafton

and hope we are given the opportunity to do so.

If you have any questions regarding this proposal, please feel free to contact me.

Sincerely,

Robert J. Pomeroy Robert J. Pomeroy, Esq.

BadgeQuest Inc.

Proposal BadgeQuest, Inc. is pleased to submit the following proposal for your consideration. We welcome

the opportunity to assist you in this most important endeavor. We believe that our process will

meet or exceed all of your requirements. The process that we provide is comprehensive and will

provide for both transparency and stakeholder input.

WHO WE ARE

Our team consists of individuals with a unique combination of technical skills, integrity and a deep

commitment to public safety. The project manager is a retired Chief of Police and attorney with

extensive experience in personnel management. All assessment team members have been or are

currently Fire Chiefs with considerable experience in Fire personnel management and the

Assessment Center process.

BadgeQuest, Inc. is a Massachusetts based corporation founded in 2001. As evidenced by our

attached references, we have assisted numerous communities with the recruitment and selection

of public safety Chiefs. We have conducted Assessment Centers for all public safety ranks

including Fire Chief, Battalion Chief, Fire Captain, Fire Lieutenant, Fire Prevention Officer, Fire

Marshal, Deputy Fire Marshal, Deputy Fire Chief for Training, Police Chief, Deputy Police Chief,

Police Captain, Police Lieutenant, Police Sergeant, Police Detective and entry level police and fire

examinations and selection processes.

Scope of Services

JOB ANALYSIS

A job analysis is a process used to collect information about the duties, responsibilities, necessary

skills, outcomes, and work environment of a particular job. To identify the knowledge, skills,

abilities and personal characteristics essential to the position of Fire Chief in the Town of Grafton,

BadgeQuest will conduct a job analysis of the position. The analysis will consist of input from

stakeholders and a review of relevant department documents. This information will provide the

foundation for the design of Assessment Center exercises that are consistent with the job-related

duties of the Fire Chief position.

Preliminary Interviews

BadgeQuest will speak with the Town Administrator to obtain information pertaining to

community and department needs and priorities as they pertain to the position of Fire Chief for the

Town of Grafton.

Review of Relevant Fire Department Documents

BadgeQuest will review the following:

• Fire Chief job description

• Department policies, procedures, rules and regulations (SOG’s)

• Fire statistics

• Organizational charts

• Staffing tables

• Budget

• Other relevant department documents

Fire Department Questionnaire

BadgeQuest will develop a confidential questionnaire for all members of the Grafton Fire

Department and will review all responses to elicit what they perceive to be the qualities and

competencies that are essential for the next Fire Chief to possess.

Knowledge, Skills, Abilities and Personal Characteristics

The job analysis will result in indentifying the knowledge, skills, abilities and personal

characteristics needed by your next Fire Chief. It also provides the foundation for designing an

Assessment Center (if the Town so chooses) that will evaluate each candidate’s ability to meet the

specific and unique needs of the Grafton Fire Department.

MARKETING/RECRUITING

BadgeQuest has extensive experience in the recruitment of Fire & Police Chief candidates.

BadgeQuest will provide the following recruiting and marketing services:

• The development of job postings to be used in recruiting efforts

• Identifying effective advertising venues

• Placing the posting on targeted web sites

• Utilizing our extensive network for independent recruiting efforts

CANDIDATE SCREENING

Initial Screening

BadgeQuest will first review all résumés to eliminate those that do not meet the minimum posted

requirements. BadgeQuest will share specific knowledge regarding candidates who are known to

us and assist the Town Administrator and/or Screening Committee in the initial candidate pool

reduction.

Development of Written Questions and Application

The remaining candidates will be asked to complete a standard Town of Grafton employment

application and respond in writing to a series of questions. BadgeQuest will provide a “menu” of

potential questions to the Town Administrator and/or Screening Committee and assist in

developing those that will provide further information about the candidate’s history, management

philosophy and values. Our experience has shown that approximately fifteen to twenty percent of

applicants will either withdraw or not respond at this point in the process. This element, in addition

to providing valuable information about the candidates who do respond, also serves as a means of

eliminating individuals who are not truly committed to pursuing the position of Fire Chief in your

community.

Review of Written Responses and Application

The responses to the questions and application will provide important information to assist the

Town Administrator and/or Screening Committee in the further reduction in the candidate pool.

Interview of Selected Candidates and Evaluation of Commitment

It is obviously harmful to the community and Fire department if the individual ultimately selected

fails to accept the position. To minimize this possibility, it is essential to determine, to the extent

possible, that the individuals selected to continue in the process are committed to accepting the

position. To accomplish this, BadgeQuest will discuss salary parameters, housing issues and other

contract related matters with the Town Administrator. BadgeQuest will then engage in frank

conversations with each remaining candidate to ensure, to the extent possible, that the candidate

and the Town are on the “same page” regarding wages and conditions of employment. These

conversations will result in the selection of candidates to continue in the process.

ASSESSMENT CENTER (Option)

BadgeQuest Assessment Center Overview

An Assessment Center is a process to test and evaluate the leadership, administrative and

management skills of executives and managers. In our Assessment Centers, candidates participate

in a series of exercises and are evaluated on their performance in each exercise using a series of

predetermined criteria. Our Assessment Centers evaluate knowledge, skills, abilities and personal

characteristics (KSAPs) such as leadership, planning and organizing, integrity, judgment,

communication, service orientation, decision-making, teamwork/cooperation, and interpersonal

relations. Our Fire Chief process will also include a Fire Technical Exercise. The BadgeQuest

process provides information about the candidates that is unattainable from written tests,

interviews or other means.

The Assessment Center will be custom designed to meet the unique needs of your Fire Department

and your community. It will be professionally administered to ensure that the process is valid,

realistic and consistent with your needs. We pride ourselves on administering a process that is well

organized, well planned and efficient.

Assessment Center Implementation and Content BadgeQuest proposes to design and administer a Fire Chief Assessment Center comprised of no

less than 5 exercises. The Assessment Center will evaluate the KSAPs that have been identified as

essential for your next Fire Chief to possess. BadgeQuest adheres to the Guidelines for Ethical

Considerations for Assessment Center Operations established by the International Task Force on

Assessment Center Guidelines.

BadgeQuest will: ▪ Provide orientation materials for all candidates prior to the commencement of the Assessment

Center.

▪ Supply all personnel (including Assessors), labor and materials to conduct the Assessment

Center.

▪ Arrange for, oversee and conduct a sound, effectual and comprehensive Assessment Center.

The Town Administrator and/or Screening Committee is welcome to attend and observe the

Assessment Center. The Assessment Center is not open to the public and is not a public

meeting.

▪ Provide and present a comprehensive written report to the Screening Committee. The report

will include each candidate’s overall standing, the standing on each individual exercise, and

narrative comments pertaining to each candidate’s strengths and weaknesses observed in

process.

Protocol During the Assessment Center ▪ Anonymity: To ensure anonymity, each candidate will be identified throughout the exercises

with a designated number. The assessors will not be told of candidates’ actual identities or

histories until after all exercises and scoring have been completed.

▪ Security: Prior to the administration of the Assessment Center, the specific content of the

exercises will be known only to BadgeQuest. At the conclusion of the exercises, all documents

relating to the scoring and evaluation process will be collected and maintained by BadgeQuest.

▪ Equity: A specific amount of time will be allocated for each exercise. All exercises will be

timed and terminated at the end of the allocated time. Each candidate will be given the exact

same instructions prior to the beginning of each exercise. The role-players and their

instructions will also be the same for each specific exercise.

▪ Respect: Although our exercises are challenging, we recognize the stress associated with a

selection process. Therefore, we do everything within our power to ensure that all candidates

are treated with the respect that they are due. The universal response from candidates is that

they were treated fairly and the process was a learning experience.

Background Investigation of Finalist

Our background investigation actually commences with the résumé review process. Because of

our extensive experience, it is not uncommon for us to have considerable knowledge of numerous

candidates.

The subsequent application process requires proof of education and the provision of references.

The interviews of semi-finalists will further explore background related issues as will our internet

checks.

Initial references provided by the candidates will be checked prior to the candidate being invited

to participate in the Assessment Center. Prior to these interviews, each candidate’s employer will

be contacted and questioned about the individual’s work history, competence and integrity. All

background information will be conveyed to the Screening Committee.

As an optional service, BadgeQuest will conduct a comprehensive on site background

investigation of the finalist. This shall include but not be limited to, meeting with the individual’s

supervisors, peers and subordinates and a complete review of employment records and interviews

with neighbors. If the candidate resides some distance away, BadgeQuest will arrange for and

monitor such investigation.

A comprehensive written report of the on-site investigation will be provided to the Town

Administrator.

Timeline

BadgeQuest is prepared to begin this process immediately after the contract award. A realistic

timetable for the recruitment and selection of a new Fire Chief is 4-5 months.

Project Director BadgeQuest limits its practice to the provision of Public Safety related services. Our team consists

of individuals with a unique combination of technical skills and a deep commitment to the law

enforcement profession.

Chief Robert J. Pomeroy (Ret)

President of BadgeQuest, Inc.

Chief Robert J. Pomeroy began his law enforcement career with the Plymouth County Sheriff's

Department. He was later appointed a Patrol Officer with the Town of Plymouth Massachusetts

Police Department and rose through the ranks serving as a Detective, Prosecutor, Sergeant,

Lieutenant and Captain. At the age of 38, he was appointed Chief of Police in Plymouth, MA and

served nearly sixteen years as Chief before his retirement.

Chief Pomeroy has earned a Bachelor's degree in History, a Master of Science in Criminal Justice

Administration, and a Juris Doctor. He is admitted to practice law in Massachusetts, the United

States District Court of Massachusetts, the U.S. First Circuit Court of Appeals, and the United

States Supreme Court.

Chief Pomeroy is a graduate of both the 159th Session of the FBI National Academy, and the FBI

Law Enforcement Executive Development Program at Quantico, VA. He was past president of the

Plymouth County Police Chief's Association and the Southeastern Massachusetts Police Chief's

Association.

Chief Pomeroy is a former member of the adjunct faculty at Western New England College where

he served as a senior lecturer instructing undergraduate and graduate students in the areas of

criminal investigation, criminal law, criminal procedure and risk management. Chief Pomeroy

has served as an instructor in both police recruit academies and veteran in-service training

programs. He has been an invited speaker before the Massachusetts Municipal Association, the

Massachusetts Interlocal Insurance Agency Risk Management Program, and the National Black

State Troopers Association. Chief Pomeroy is a certified trainer in Prevention of Workplace

Discrimination and has lectured in the Roger Williams Senior Leadership Program on the topic of

employment law and workplace discrimination.

Chief Pomeroy is a former member of the FBI Law Enforcement Executive Development

Association faculty and served from 2007-2011. He has instructed command rank law enforcement

officials nationwide in the Supervisory Leadership Institute, the Command Institute, and the

Executive Survival Program.

In 1996, Chief Pomeroy, Plymouth County Sheriff Peter Forman and District Attorney Michael

Sullivan were the recipients of The Pioneer Institute Better Government Award for their program

“Strengthening Public Safety Through Coordinated Specialization”.

Governor Mitt Romney appointed Chief Pomeroy to the Massachusetts Joint Labor-Management

Committee where Chief Pomeroy served from 2001–2006. The Joint Labor-Management

Committee has statutory oversight responsibility for all collective bargaining negotiations

involving municipal police officers and firefighters in Massachusetts.

Since 2005, Chief Pomeroy has served as a certified ombudsman / mediator for the United States

Department of Defense, Massachusetts Committee for the Employer Support of the Guard and

Reserve (ESGR). The ESGR is the only volunteer organization within the Department of Defense

and is tasked with obtaining employer support for the Guard & Reserve and with providing

ombudsman services to uniformed service members and employers regarding their rights and

obligations under the Federal Uniformed Services Employment and Reemployment Rights Act

(USERRA). In each year from 2009-2020, Chief Pomeroy received the Bronze Presidential

Volunteer Achievement Award. In 2015, Chief Pomeroy was recognized by the Massachusetts

ESGR with the prestigious Seven Seals Award for significant achievement. Chief Pomeroy now

serves as the Vice-Chair of the Massachusetts Committee.

After serving close to thirty-three years in law enforcement, Chief Pomeroy retired in August of

2008 and formed his own company, Pomeroy Resources, Inc., that provides risk management

consulting, litigation support, and licensed investigative services to law firms, municipalities and

business clients. Pomeroy Resources, Inc. has conducted police department management studies,

investigated internal affairs complaints and conducted numerous other municipal internal

investigations in police, fire, DPW, and school departments as well as auditing property and

evidence functions in police departments.

Chief Pomeroy has been associated with BadgeQuest, Inc. since 2005. BadgeQuest, Inc. is a public

safety consulting firm specializing in police and fire chief recruitment, promotional testing and

assessment centers. He has served as an assessor, MA Human Resources Division compliance

liaison, test developer or project coordinator for hundreds of police and fire projects including

promotional processes and recruitment. Chief Pomeroy now serves as the President of the

company.

PRICE PROPOSAL

Recruitment Services $10,995.00

Assessment Center for 1-5 Candidates $6,800.00

(Optional but Recommended) $6400.00 if we also do the Recruitment)

Background Investigation of Final Candidate

$125/hr plus travel and reasonable expenses Estimate $3000

(Optional but Recommended)

Note: The Town of Grafton would be responsible in furnishing a suitable location for an Assessment Center.

Candidate travel costs are not included.

BadgeQuest, Inc. will place advertisements in professional Fire publications and with various regional fire

associations. The Town will be invoiced by BadgeQuest for the cost of these ad placements (estimated at $500).

1

REFERENCES

Bourne, MA Fire Chief Assessment Center*

2021 Anthony Schiavi, Town Administrator 508-759-0600

24 Perry Avenue Bourne, MA 02532

Greenwich, CT Deputy Fire Chief for Training – Written Examination & Oral Board

2021 Fire Lieutenant Written Examination & Oral Board (in progress)

2021 Deputy Fire Chief Written Examination & Assessment

2020 Fire Lieutenant Written Examination & Oral Board

2019 Entry Level Fire Fighter Exam & Interview Process

2019 Deputy Fire Marshal Written Exam & Oral Board

2019 Deputy Fire Chief Written Examination & Assessment Center

2018 Fire Marshal and Deputy Fire Marshal Exam and Oral Board


2017 Entry Level Fire Fighter Exam & Interview Process

2016 Deputy Fire Chief Written Examination & Assessment Center


Erica Mahoney, Ass't Human Resources Director (203)861-6198

101 Field Point Rd., Greenwich, CT 06830

Orleans, MA Fire Lieutenant and Fire Captain Assessment Center

2020 Chief Geoff Deering 508-255-0050

58 Eldredge Park Way, Orleans, MA 02653

Mashpee, MA Fire Lieutenant & Fire Captain Exam and Assessment

2020 Chief Thomas Rullo 508-539-1458

20 Frank Hicks Drive, Mashpee, MA 02649

New Britain, CT Fire Captain Examination (in progress)

2021 Fire Lieutenant Examination

2020 Linda Guard, Director Human Resources

27 W. Main Street New Britain, CT 06051

Newington, CT Fire Chief Assessment Center

2020 Newington Volunteer Fire Department

Brian Gallagher, Chairman Board of Fire Commissioners 860-667-5900

1485 Main Street, Newington, CT 06111

Portland, ME Deputy Fire Chief Assessment Center

2020 Fire Lieutenant & Fire Captain Assessment Centers

2019 Fire Lieutenant & Fire Captain Assessment Centers

2018/2018 Chief Keith Gautreau 207-874-8400

380 Congress Street Portland, ME 04101

Tewksbury, MA Fire Chief Assessment Center*

2020 Richard Montuori, Town Manager 978-640-4300

1009 Main Street, Tewksbury, MA 01876

Wakefield, MA Deputy Fire Chief*

2020 Chief Michael Sullivan 781-246-6435

1 Union Street, Wakefield, MA 01880

Marshfield, MA Deputy Fire Chief Assessment Center*

2020 Deputy Fire Chief Assessment Center*

2016 Fire Lieutenant Assessment Center*

2015 Chief William Hocking 781-834-5546

60 S. River St., Marshfield, MA 02050

Nantucket, MA Fire Captain Examination and Assessment

2020 Fire Prevention Officer Examination and Assessment

2019 Deputy Fire Chief Oral Board

2016 Fire Chief Recruitment & Assessment Center

2015 Chief Stephen Murphy, 508-228-2324

131 Pleasant Street Nantucket, MA 02554

Palmer, MA Fire Fighter Entry Level Oral Board

2020 Fire Fighter Entry Level Oral Board

2016 Chief Alan Roy, 413-531-8667

12 Walnut Street, Palmer, MA 01069-1724

2

Truro, MA Fire Lieutenant Assessment Center

2020 Entry Level Police Exam and Interview Process

2018 Entry Level Firefighter Exam & Interview Process

2018 Police Chief Recruitment



2016 Interim Fire Chief Recruitment

2015 Police Chief Recruitment & Assessment Center

2010 Rae Ann Palmer, Town Administrator 508-349-7004

24 Town Hall Rd. PO Box 2030

Truro, MA 02666

Walpole, MA Fire Lieutenant & Fire Captain Assessment Centers

2019 Chief Timothy Bailey 508-668-0260

20 Stone St., Walpole, MA 02081

Oxford, MA Fire Chief Assessment Center

2019 Jennifer Callahan, Town Manager 508-987-6030

325 Main Street Oxford, MA 01540

Mansfield, MA Fire Chief & Deputy Fire Chief Assessment Centers*

2019 Fire Captain Written Exam & Assessment Center *

2014 Chief Neal A. Boldrighini (508) 261-7490

500 East Street, Mansfield, MA 02048

Medfield, MA Fire Chief Recruitment and Assessment Center

2018 Kristine Trierweiler, Assistant Town Administrator – (508) 359-8505

459 Main St., Medfield, MA 02052

Hingham, MA Fire Lieutenant Assessment Center * (in progress)

2021 Fire Lieutenant Assessment Center *

2019 Fire Lieutenant Assessment Center *

2017 Chief Steve Murphy 781-741-1416

339 Main Street, Hingham, MA 02043

Norton, MA Fire Chief Assessment Center*


2019 Chief Paul Schleicher – 508-285-0249

70 E. Main Street, Norton, MA 02766

Danvers, MA Fire Chief & Deputy Fire Chief Assessment Center*

2016 Chief Patrick Ambrose 978-774-1213

1 Ash St., Danvers, MA 01923

Hudson, MA Fire Chief Assessment Center

2018 Thomas Moses, Executive Assistant 978-562-9963

78 Main Street, Hudson, MA 01749

Lakeville, MA Fire Chief Assessment Center

2018 Clorinda Dunphy, Human Resources 508-946-8803

348 Bedford Street, Lakeville, Ma 02347

Southwick, MA Deputy Fire Chief Assessment Center

2018 Chief Russell Anderson 413-569-3635

15 Depot Street Southwick, MA 01077

Wrentham, MA Fire Chief Recruitment


2018 Kevin Sweet, Town Administrator 508-384-5400

79 South Street Wrentham, MA 02093

Hanson, MA Deputy Fire Chief Assessment Center

2018 Jerry Thompson, Fire Chief 781-217-8492

505 Liberty Street, Hanson, MA 02341

Clinton, MA Deputy Fire Chief Assessment Center*

2017 Fire Chief Assessment Center*

2015 Michael Ward, Town Administrator 978-365-4120

Clinton Town Hall, 242 Church St., Clinton, MA 01510

Easton, MA Deputy Fire Chief Assessment Center*

2017 Chief Kevin Partridge508-230-0750

413 Bay Rd. Easton, MA 02375

Greenfield, MA Fire Lieutenant Assessment Center*

2014/2017 Fire Chief Assessment Center*

Dennis Helmus, Director of Human Resources 413-772-1577

14 Court Square Greenfield, MA 01301

Westwood, MA Fire Lieutenant Assessment Center

2017 Fire Captain Assessment Center

2012 /2010 Fire Lieutenant Assessment Center

William Scoble, Fire Chief (781) 320-1066

637 High Street, Westwood, MA

3

Mattapoisett, MA Fire Fighter - Entry Level Examination Process

2016 Chief Andrew Murray (508)758-4150

2015 26 County Rd. Mattapoisett, MA 02739

Hanover, MA Deputy Fire Chief Assessment Center*

2016 Police Sergeant Assessment Center*

2016 Police Chief Walter Sweeney 781-826-3231/ Fire Chief J. Blanchard 781-826-7727

129 Rockland Street, Hanover, MA 02339

Reading, MA Assistant Fire Chief Assessment Center

2016 Robert LeLacheur, Town Manager 781-942-9043

16 Lowell Street, Reading, MA 01867

Plymouth, MA Battalion Fire Chief Written Exam & Assessment Center*

2015 Chief Edward Bradley – (508) 830-4213 Ext 106

2012 11 Lincoln Street, Plymouth, MA 02360

Haverhill, MA Fire Lieutenant Assessment Center*

2012 Mary Carrington, Human Resources Director (978) 374-2357

4 Summer Street Room 306, Haverhill, MA 01830

Wellfleet, MA Fire Chief Recruitment

2012 Timothy King, Assistant Town Administrator – (508) 349-0349

300 Main Street, Wellfleet, MA 02667

Medway, MA Fire Chief Assessment Center

2012 E. Susan Ellis, Human Resources Director – (508)321-4943

155 Village Street, Medway, MA 02053

Arlington, MA Deputy Fire Chief Written Exam & Assessment Center*

2010 Caryn Cove Malloy, Director of Human Resources 781-316-3121

730 Massachusetts Ave. Arlington, MA 02476

Plymouth, MA Police Sergeant and Lieutenant Assessment Centers*

2010 Michael Botieri, Chief of Police – (508) 830-4128

20 Long Pond Road, Plymouth, MA 02360

Burlington, MA Police Chief & Fire Chief Assessment Centers

2010 Joanne Faust, Director of Human Resources – (781) 270-1774

29 Center Street, Burlington, MA 01803

Yarmouth, MA Fire Chief Recruitment & Assessment Center

2008 Robert Lawton, Town Administrator – (508) 362-3274

1146 Route 26, Yarmouth, MA 02664

* Civil Service Process

Town of Grafton, Massachusetts Proposed Fire Chief Assessment/Recruitment Services

April 2021

MRI will provide the Town of Grafton with the following professional services:

1. MRI will review the job description and develop an ideal candidate profile at the direction of the Town Administrator.

2. We will work with the Town Administrator to develop a timeline for the recruitment process so that the client and all candidates can plan accordingly.

3. If requested, we will provide a recommended updated position description.

4. We will develop ad copy, recommend advertising venues, and coordinate

placement of the ads (advertising costs are billed directly to the client unless otherwise agreed). Resumes are typically received for at least 30 days.

5. We will research MRI’s database and contact potential candidates from other

similar recruitments we have conducted in the past 12 months. 6. We will canvas MRI’s professional network to identify and reach out to promising

potential candidates to invite their application. 7. We will receive and hold all resumes in confidence until the semi-finalists are

chosen for interview. We have found that assured confidentiality will increase the number and quality of applicants rather significantly. We acknowledge receipt of all resumes and keep candidates apprised of their status at each selection point throughout the process.

8. We will provide you with an overview of relevant information about the

candidate pool, answer questions, and review selection criterion at each decision point throughout the process.

______________________________________________________________________________ Town of Grafton Page 2 Proposed Fire Chief Recruitment/Assessment Services Prepared by Municipal Resources, Inc. April 2021

9. We will work to update the Fire chief Screening Committee on the applicant pool, level of qualification and demographics.

10. If you concur, we will establish a team of professional consultants who will

screen and review all resumes for minimum qualifications before ranking them against the ideal candidate profile.

11. We will brief the Fire Chief Screening Committee work with you to develop a

written essay questionnaire to the top qualified candidates (generally 10 to 12 candidates), focusing the questions on matters of special relevance to the client’s needs or current situation. The questions will be prepared in consultation with the appointing authority. Candidates will have a specified amount of time to respond (typically 10 days), after which our team of consultants will review and rank the responses.

12. After essay responses have been returned, reviewed, and ranked, we conduct a

web search of the top candidates (generally 8 to 10), to identify potential issues or controversies in other jurisdictions. Then, two members of our team will conduct telephone interviews with these candidates, placing the focus on current position and reasons for leaving; career history of successes and failures; future personal and professional goals; and their understanding of best practices and contemporary professional thinking in the field. In addition to screening the candidates, this interview provides for follow-up to the essay responses and information found in the web searches. It also assists us in determining the verbal communication skills of the candidate and his/her ability to answer questions spontaneously. Typically, we reduce the pool to six semi-finalists for local interviews at this juncture.

13. We will work with the Fire Chief Screening committee to identify the applicants

that will participate in either virtual or in person interview or in an assessment center as detailed below.

14. MRI will formulate, design, and facilitate either virtual or in person semi-finalist

interviews or provide an assessment center for up to five candidates to include at least five (5) assessment exercises most appropriate for identifying the strengths and weaknesses of the candidates. The assessors are all MRI management consultants that are experienced in administering the process and evaluating candidates. At the conclusion of the Assessment Center, the MRI team will meet with the designated officials to fully discuss the performance of each candidate and to provide a scoring matrix.


A typical Assessment Center consists of a number of exercises, each designed to measure the skills, knowledge and abilities of each candidate within the most critical dimensions required of the position. The primary consideration in developing exercises is to determine those which best identify the potential of a candidate if appointed to the position. The Assessment Center process is viewed as a much better process than oral interviews and/or written examinations for determining a candidate’s suitability for a position because it combines elements of both with an assessment of written communication skills, performance under pressure, and critical thinking in a real-time, relative real-world setting.

Each job-related exercise will measure critical skill dimensions, such as written and verbal communication, planning, work assignment and delegation, team building problem solving, administrative skills, leadership, and reaction to stress/poise.

While there are a variety of possible exercises, a typical assessment center consists of some combination of:

A. In-basket exercise

B. An impromptu presentation

C. Exercises to evaluate written problem-solving

D. Group discussion with assigned, or unassigned, roles

E. Employee counseling skills

F. Staff meeting exercise

G. Community presentation

H. Labor relations/negotiation exercise

I. Budget preparation/control exercise

J. Program development exercise

K. Disciplinary meeting exercise

L. Structured oral interview

15. Following interviews with the finalists, the appointing authority or the screening committee, in consultation with our lead consultant, will determine what, if any, additional steps are needed to arrive at a final selection. In some instances, additional interviews are required, or an onsite “meet-and-greet” with key staff,


or the administration of a standardized management profiling instrument for the top 2 or 3 candidates to help inform the client regarding management strengths and potential weaknesses. In others, the final selection is readily apparent, and we move to negotiations immediately.

16. We will provide advice pertaining to the development of terms and conditions of

employment, preparation of a conditional offer of employment, creating a draft of an employment agreement, and development of initial goals and objectives.

17. If the final candidate will be relocating to the community from a significant

distance, we may recommend and can coordinate a family visit to the community prior to making a conditional offer of employment.

18. We will assist the Town in the coordination of physical, medical, and

psychological exams as desired. 19. As an optional service (cost of $1,550.00), upon the request of the Town of

Monson, we will complete a comprehensive background investigation on the selected candidate which shall include, but not be limited to, previous employment, and criminal and motor vehicle records checks, finances, references, and interviews with previous employers. In order to protect the client, MRI will not complete a comprehensive background on a candidate before a conditional offer of employment is accepted, unless the Town provides a waiver.

Note: Based on the current and evolving situation with the spread of the Coronavirus and the Public Health State of Emergency that exists within Massachusetts MRI will follow Governor Baker’s guidance and the timeline may need to be elongated and some activities may need to be done via the use of remote technology as suggested by the

FEES

Fees for services are based upon the specific recruitment and selection process that is structured for your unique circumstances. The comprehensive recruitment and assessment center process identified in this proposal is offered utilizing three different options. Option One – full recruitment, three virtual meetings with the Screening Committee and development and facilitation of in person semifinalist interviews. - $10,195.00


Option Two- full recruitment, three virtual meetings with the Screening Committee and development and facilitation of a four-exercise virtual assessment center and facilitated in person interviewing with the screening committee. - $11,925.00 Option Three- full recruitment, virtual meetings with the Screening Committee and development and facilitation of a five-exercise in person assessment center including facilitated in person interviewing with the screening committee. - $12,995.00 Comprehensive Background Check - $ 1,550.00 Payments to be made as follows:

1. 1/2 to be invoiced upon placement of advertisements

2. 1/2 to be invoiced upon the delivery of interviews or the assessment center. All payments shall be made within 15 days of receipt of the invoice unless otherwise agreed. Invoices not paid within 15 days will accrue interest at the rate of 1.5% per month. The Client is responsible for providing food for the assessment team and candidates on the day of the assessment center. In addition, the client is responsible to reimburse MRI for meals and lodging for the assessment team on the night(s) prior to an in between assessment center days. Fees for professional services provided beyond the Scope of Services will be calculated at the billable hourly rate of $135.00. Services above those outlined in the Scope of Services shall require a written Supplement to this Agreement, executed by both parties, prior to commencement of the work.

3a) APPOINTMENTS – SB -DISABILITY COMMISSION

Please see the attached letter of interest from Teri Turgeon as well as a letter from Roger Trahan, Chairman of the Disability Commission.

Motion for Consideration: I move the Board vote to appoint/not appoint Teri Turgeon to the Disability Commission for a term set to expire on June 30, 2022.

March 24, 2021

To: Chairman Carlson, and members of the Select Board, as well as Chair Trahan of the Grafton Disability Commission,

I am writing to express my interest in filling the vacancy and serving on the Grafton Disability Commission.

Anyone who knows me, can attest to my interest in advocating for and ensuring that those who have disabilities have

equal access and opportunities to participate in community life, as their non-disabled counterparts.

My personal experience, both as a parent of a young adult 25-year-old, who has a low incidence disability, has

lend itself to a life of advocacy. I understand firsthand the challenges of parents, as well as my professional life of

working with students and adults who have disabilities, as they learn to access their local community.

Many years ago, as a parent, I alongside, Kristie Proctor and Elaine Nanjemy created AVID, Accepting, Valuing

and Including Disabilities, a school wide K-6 disability specific program for non-disabled children to learn about

disabilities. Starting fist in Kindergarten and through the grades, students would be able to learn more about how

children learned, what strategies they used, get to experience the tools and strategies they used and finally get to hear

from an adult guest speaker who lives with this disability every day. I understand that this program hasn’t run for a

number of years, I would love to see this program resume.

From there, I served on the Grafton School Committee from 2007-2017, serving 10 years, often raising questions

and advocating for children of special needs. As well in my professional life, I have worked across Massachusetts, as a

Teacher of The Visually Impaired and in the last 6 years I have been the Program Director of Community Programs at

Perkins School for the Blind, leading over 45 itinerant Teachers of the Visually Impaired, Orientation and Mobility

Instructors, Deafblind Specialists, Assistive Technology Specialists, serving over 1000 children, birth - 21 across the

Commonwealth, as well as formerly an adult program that worked to access community services, supports and

inclusivity.

In closing, I hope you will consider my intent to serve on the Grafton Disability Commission. I hope that I am able

to serve and lend my expertise to this effort. It is my hope that all of Grafton’s residents, both with and without

disabilities have the opportunity to participate in town government, town activities and just town life. Whatever we can

do as residents and town leaders to create an environment of inclusivity, where everyone has a place to contribute and

take part as a town resident, should be all of our calling. Ensuring inclusivity is something that benefits everyone,

regardless of disability.

I appreciate your consideration of my interest in this appointed role, and hope that you will see the value, and

will vote to appoint me.

Thank you for your time and consideration,

Teri Turgeon

17 Nelson St.

North Grafton, MA 01536

[email protected]

3/26/2021 Town of Grafton Mail - [Town of Grafton MA] Disability Commission Appointment (Sent by Roger Trahan, [email protected])



[Town of Grafton MA] Disability Commission Appointment (Sent by Roger Trahan,[email protected])

Contact form at Town of Grafton MA <[email protected]> Thu, Mar 25, 2021 at 10:24 PMReply-To: [email protected]: the Town Administrators Office <[email protected]>

Hello the Town Administrators Office,

Roger Trahan ([email protected]) has sent you a message via your contact form (https://www.grafton-ma.gov/user/14856/contact) at Town of Grafton MA.

If you don't want to receive such e-mails, you can change your settings at https://www.grafton-ma.gov/user/14856/edit.

Message:

Dear Select Board members,

Speaking for myself and not on behalf of the Disability Commission or any of its members, Teri Turgeon's appointment toDisability Commission would greatly assist the Commission in fulfilling its charge, as well as current and future initiatives.Among these are addressing the items contained in Grafton's 2019 ADA Self-Evaluation and Transition Plan with whichshe's already familiar. Based upon Teri's interview during a recent Select Board meeting for a vacancy during whichanother applicant was selected, it's clear that her qualifications to effectively serve are solid. Teri now seems the obviouschoice to fill the current vacancy through 6/30/2022.

Kind regards,

Roger Trahan


https://www.grafton-ma.gov/user/14856/contact

https://www.grafton-ma.gov/user/14856/edit

4a) APPOINTMENTS – TA – HUMAN RESOURCES ANALYST – CHRISTA MAROT

Please see the attached appointment letter.

Motion for Consideration: I move the Board vote to affirm/not affirm the appointment of Christa Marot to the position of Human Resources Analyst.

O F F I C E O F T H E T O W N A D M I N I S T R A T O R

30 Providence Road Grafton, MA 01519

(508) 839-5335 Evan Brassard

[email protected] www.grafton-ma.gov

cji/CT

TO: Selectboard DATE: 3/18/2021 SUBJECT: HR Analyst Effective April 12, 2021, I am appointing Christa Marot to the position of HR Analyst. Ms. Marot has 20 years’ experience in payroll and benefits administration, including Harpers Payroll which is currently used by the Town of Grafton. I have requested Ms. Marot be present at her affirmation with the Selectboard. Should you have any questions or concerns, please feel free to contact me. Thank you, Evan Brassard, Town Administrator CC. Mary Lauria, Finance Director Amy Perkins, Treasurer/Collector

4b) APPOINTMENTS – TA – ASSISTANT TREASURER COLLECTOR – THOMAS MEROLLI


Motion for Consideration: I move the Board vote to affirm/not affirm the appointment of Thomas Merolli to the position of Assistant Treasurer Collector.





cji/CT

TO: Selectboard DATE: 3/17/2021 SUBJECT: Assistant Treasurer/Collector Effective April 5, 2021, I am appointing Thomas Merolli to the position of Assistant Treasurer Collector. Mr. Merolli has a BS in Political Science/International Relations from Westfield State, has already begun working towards his MCTA Collector Certification, and has four years’ experience as a Treasurer/Collector in a neighboring community. I have requested Mr. Merolli be present at his affirmation with the Selectboard. Should you have any questions or concerns, please feel free to contact me. Thank you, Evan Brassard, Town Administrator CC. Mary Lauria, Finance Director Amy Perkins, Treasurer/Collector

4c) APPOINTMENTS – TA – TEMPORARY HIRE – LOCAL BUILDING INSPECTOR – RONALD DESANTIS


Motion for Consideration: I move the Board vote to affirm/not affirm the appointment of Ronald DeSantis as a temporary hire in the position of Local Building Inspector.





cji/CT

TO: Selectboard DATE: 3/17/2021 SUBJECT: Emergency Hire – Local Building Inspector Effective March 22, 2021, I am appointing Ronald DeSantis to the position of Local Building Inspector. Recently, the Building Department has developed a backlog of plans and approvals that will be remedied by this appointment. Mr. DeSantis is currently certified as a Building Commissioner with the Commonwealth of Massachusetts. In speaking with Mr. Berger about the current volume of permits, plan reviews, and inspections, as well as the time constraints of other environmental impacts, it is clear to me that some temporary assistance would offer relief within the department. Further, this appointment will reduce wait times for residents and businesses during the review period and help keep Grafton moving forward. Mr. DeSantis will be paid the flat rate of $50.00 per hour, not accrue any benefits, and be funded through current Building Department funds. He has no set hours and will be utilized on an as-needed basis. Should the backlog continue we may seek a Finance Committee Transfer, but that will be determined at a later date. Should you have any questions or concerns, please feel free to contact me. Thank you, Evan Brassard, Town Administrator CC. Robert Berger, Inspector of Buildings

7) CORRESPONDENCE

Please see the attached correspondence.

Summary:

Grafton, Massachusetts; GeneralObligation; Note

Primary Credit Analyst:

John Kennedy, CFA, New York + 1 (212) 438 2128; [email protected]

Secondary Contact:

Victor M Medeiros, Boston + 1 (617) 530 8305; [email protected]

Table Of Contents

Rating Action

Stable Outlook

Credit Opinion

Related Research

WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MARCH 24, 2021 1

Summary:

Grafton, Massachusetts; General Obligation; Note

Credit Profile

US$12.455 mil GO mun purp loan bnds ser 2021A dtd 04/13/2021 due 04/01/2041

Long Term Rating AA+/Stable New

US$10.29 mil GO rfdg bnds ser 2021B dtd 04/13/2021 due 04/01/2032

Long Term Rating AA+/Stable New

US$6.95 mil BANs, unltd tax - tax-exempt dtd 04/13/2021 due 04/13/2022

Short Term Rating SP-1+ New

Rating Action

S&P Global Ratings assigned its 'AA+' long-term rating to the Town of Grafton, Mass.' $12.455 million general

obligation (GO) municipal-purpose loan of series 2021a bonds and $10.290 million GO refunding series 2021b bonds.

At the same time, we assigned our 'SP-1+' short-term rating to the town's $6.950 million GO bond anticipation notes

(BANs), maturing April 13, 2022. We also affirmed our 'AA+' long-term rating on the town's existing GO bonds and our

'SP-1+' short-term rating on the existing notes. The outlook, where applicable, is stable.

Grafton's full-faith-and-credit pledge, subject to the limitations of Proposition 2-1/2, secures the bonds and notes. We

understand that the town voted to exclude most debt service on the series 2021a and 2021b bonds, as well as all debt

service on the notes, from the limits of Proposition 2-1/2, but we do not make a rating distinction, and we rate the

limited obligation at the same level with our view of Grafton's general creditworthiness as expressed in our rating on

the unlimited-tax GO bonds due to the fungibility of the town's revenues and flexibility under its Proposition 2-1/2

limits. We rate the limited-tax GO debt based on the application of our "Issue Credit Ratings Linked To U.S. Public

Finance Obligors’ Creditworthiness" criteria (published Nov. 20, 2019, on RatingsDirect).

The short-term note rating reflects our criteria for evaluating and rating BANs. In our view, Grafton maintains a very

strong capacity to pay principal and interest when the notes come due. The town has what we view as a low market

risk profile because it has strong legal authority to issue long-term debt to take out the notes and is a frequent issuer

that regularly provides ongoing disclosure to market participants.

Proceeds from the series 2021a bonds will permanently finance the town's local share of a library project and a

Department of Public Works project, as well as refund outstanding series 2010 and 2011 bonds. Proceeds from the

series 2021b bonds will refund series 2012 bonds on an advance basis. Proceeds from the notes will finance a library

expansion project.

Credit overview

The rating reflects our opinion of Grafton's growing property tax base that benefits from its location between

Worcester and Boston, aiding positive budgetary performance that has supported growth of reserves. Due to active

capital-project management through the annual budget process, the town has maintained a favorable debt profile, in


our view, with no significant additional debt plans, coupled with manageable costs. What we consider the town's weak

pension and other-postemployment-benefit (OPEB) funded ratios, resulting in projected annual payment increases,

somewhat offset these strengths.

Overall, we expect recovery from the recent COVID-19-related recession will be gradual and uneven, and we will

continue to monitor the town for material economic and financial changes. (For more information on COVID-19's

effect on the U.S. public finance sector, see the articles titled "Outlook For U.S. Local Governments: Revenue Pressures

Mount And Choices Get Harder," Jan. 6, 2021, and "Across U.S. Public Finance, All Sectors Stand To Benefit From

The American Rescue Plan," March 18, 2021.) That said, our ratings and stable outlook reflect that we believe the

town's strong management, very strong economy, and budgetary flexibility will allow Grafton to weather the economic

and financial shock over our two-year-outlook period. Our view of the town's rating stability is further supported by the

fact that property taxes, which we view as less economically sensitive in the near term, account for the majority of its

revenues. That said, a prolonged drag on budgetary performance and flexibility, which is currently not our base case,

could exacerbate potential long-term credit risks from unfunded pension liabilities.

The long-term rating also reflects our view of the town's:

• Very strong economy, with access to a broad and diverse metropolitan statistical area (MSA);

• Strong management, with good financial policies and practices under our Financial Management Assessment (FMA)

methodology;

• Adequate budgetary performance, with balanced operating results in the general fund but a slight operating deficit

at the total governmental fund level in fiscal 2019;

• Strong budgetary flexibility, with an available fund balance in fiscal 2019 of 13.8% of operating expenditures;

• Very strong liquidity, with total government available cash at 14.1% of total governmental fund expenditures and

2.8x governmental debt service, and access to external liquidity we consider strong;

• Strong debt and contingent liability position, with debt service carrying charges at 5.1% of expenditures and net

direct debt that is 79.1% of total governmental fund revenue, as well as low overall net debt at less than 3% of

market value; and

• Strong institutional framework score.

Environmental, social, and governance factors

The rating also incorporates our view of the health and safety risks posed by the COVID-19 pandemic with regard to

potential revenue pressure or state funding changes. Absent the implications of COVID-19, we consider Grafton's

social risks in line with those of the sector. We also view environmental risks as being in line with our view of the

sector. We believe governance risks are broadly in line with the sector standard, but we recognize that somewhat

aggressive assumptions and the funding status of its pension and OPEB plans are governance factors that could lead to

escalating retirement costs. However, due to strong management conditions and historically consistent positive

results, we expect management to make the necessary budgetary adjustments to maintain balanced operations.


Summary: Grafton, Massachusetts; General Obligation; Note

Stable Outlook

Downside scenario

We could lower the rating if the economic and financial effects of the recession prove longer lasting, translating into

sustained deterioration of financial performance, exacerbated by rising pension and OPEB expenses, and leading to

drawdowns of available reserves.

Upside scenario

Positive rating movement would require continued economic growth because per capita market values are currently

below peer 'AAA' means. Additional factors would likely include a trend of positive budgetary performance, along with

maintenance of and commitment to very strong budgetary flexibility.

Credit Opinion

Very strong economy

We consider Grafton's economy very strong. The town, with an estimated population of 19,470, is a primarily

residential town in Worcester County, 35 miles west of Boston and 10 miles southeast of Worcester. It is in the

Worcester MSA, which we consider to be broad and diverse. The town has a projected per capita effective buying

income of 159% of the national level and per capita market value of $144,617. Overall, market value grew by 3.5%

over the past year to $2.8 billion in 2021. The county unemployment rate was 3.1% in 2019.

The Massachusetts Turnpike (I-90) and I-495 are within five miles of the town and provide convenient access to the

commonwealth's largest employment centers. A commuter rail station with service to Boston is in North Grafton. We

believe the town's convenient location will remain beneficial for future tax base growth. We understand that Grafton

has several large-scale residential, commercial, and mixed-use developments in the planning and construction phases.

Its tax base is very diverse and primarily residential. About 91% of the assessed value is composed of residential

properties, while only 6% is made up of commercial and industrial concerns.

Worcester County's unemployment rate was 3.1% in 2019. However, rapidly evolving economic conditions as a result

of COVID-19 and the federal stimulus have also affected the labor market in uneven ways (see "Economic Outlook

U.S. Q2 2021: Let The Good Times Roll," March 24, 2021). During the Great Recession, the county unemployment rate

peaked at 8.9%. It was 7.0% in December 2020, below the state but above the national average. Management

estimates that area suburbanization during the pandemic contributed to higher housing values and lower inventory in

Grafton, although management expects the growth was also part of larger and continuing demand. We will monitor

the longer-term effects of the current downturn on the labor market and the economy overall.

Strong management

We view the town's management as strong, with good financial policies and practices under our FMA methodology,

indicating financial practices exist in most areas, but that governance officials might not formalize or monitor all of

them on a regular basis.

• In general, revenues and expenditure assumptions have been conservative and informed by historical trend analysis.



• Management monitors budget-to-actual trends regularly and presents them to the governing body quarterly; the

town can make budget amendments and transfers if necessary.

• Grafton has a comprehensive five-year capital plan that looks at both facilities and infrastructure improvements, as

well as five-year financial projections for revenues and expenditures.

• A formal investment policy mirrors commonwealth restrictions, with annual investment holding reports through the

town's audit.

• The town also maintains a basic debt management policy that addresses debt maturity, debt limits, and the debt

schedule.

• In addition, it maintains a 10% target for its stabilization reserves and unassigned general fund balance, a level it has

historically met.

We spoke with the town regarding cybersecurity and view management as conversant in the relevant risks and

proactive in its approach to managing them. Likewise, we note that the town has recently increased investment in its

climate and weather resiliency infrastructure, as well as focused on emergency management capability.

Adequate budgetary performance

Grafton's budgetary performance is adequate, in our opinion. The town had balanced operating results in the general

fund of 0.4% of expenditures, but a slight deficit result across all governmental funds of negative 0.7% in fiscal 2019.

General fund operating results of the town have been stable over the last three years, with results of negative 0.6% in

2018 and negative 0.7% in 2017. Our assessment accounts for potential revenue pressures associated with COVID-19

and a slow economic recovery.

Grafton's operating performance has been consistent and balanced in recent years. The town has been making capital

investments in road improvements and other capital outlays by using fund balance reserves in excess of its target

ratios. While this is reflected in a negative operating result on a generally accepted accounting principles basis, we

recognize that budgetary performance and reserves have been stable. Property taxes contributed 62% of operating

revenues in fiscal 2019, with state aid contributing approximately 20%. Draft audit results for fiscal 2020 (ended June

30) suggest the town's operating revenues slightly outpaced operating expenditures, reflected in a $62,000 increase in

fund balances on a GAAP basis. Stronger-than-anticipated license and fee revenue aided the result, although the

surplus mainly reflected strong expenditure control with conservative midyear adjustments in spending. Property tax

revenues fell approximately $413,000 short of the budgeted figure, although management conveyed that this result was

related to a tax payment deadline extension and was likely aberrant.

The fiscal 2021 operating budget totals $64.0 million, a 3.3% increase over the previous year. The town initially

estimated a revenue shortfall of slightly more than $600,000 resulting from the fallout from COVID-19, composed of

lower revenues across meals and excises taxes, fees, permits, and state revenues. Although management still believes

some revenue items will fall short of budgeted figures, it expects the town will achieve a small positive GAAP

operating result. Conservative revenue estimation is an important contributor to this expectation, along with

higher-than-expected state aid receipts. The town also received approximately $700,000 of CARES Act funding in

fiscal 2021 to offset pandemic-related expenses and anticipates receiving additional federal funding through the

American Rescue Plan Act as well. The town adopted a $4 million Proposition 2 1/2 to begin in fiscal 2021. The town



intends to use the resulting increases to fund $3.2 million in general expenses and $800,000 in capital expenses.

The town is in the process of developing its fiscal 2022 budget and expects to adopt it in early June. Management

expects the budget will not include major changes from prior years and will be structurally balanced. Overall, despite

the more difficult economic conditions caused by COVID-19 and the expectation for slightly weaker performance, we

believe near-term risks for Grafton's budgetary performance are contained. The town's strong management team and

willingness to make cuts when necessary should allow it to weather the near-term effects of the recession. Longer

term, we believe rising pension and OPEB costs could become a budgetary pressure due to the respective funding

ratios. Management is actively making budgetary adjustments when needed for these liabilities. The town is funding

the actuarially determined contribution (ADC) for pensions and has also set aside funds to prefund OPEBs.

Nevertheless, we believe these liabilities could strain future operations, particularly if the effects of the recession prove

longer lasting than currently expected.

Strong budgetary flexibility

Grafton's budgetary flexibility is strong, in our view, with an available fund balance in fiscal 2019 of 13.8% of operating

expenditures, or $9.3 million.

Grafton's available reserves, which include assigned and unassigned general fund balance, have been stable over the

past few years and provide the town with a cushion during this recent recession. Draft audit results for fiscal 2020

show available fund balance remained at similar levels. In addition to assigned and unassigned fund balance, Grafton

maintained road project stabilization reserves totaling $1.7 million in fiscal 2019.

Although certain revenues will likely fall short of their budgeted figures for fiscal 2021, we expect the town will be able

to absorb shortfalls through expenditure cuts or receipt of federal stimulus. Depending on the length and depth of the

recession, it might have to draw down some reserves in the near term. That said, we believe Grafton will maintain at

least strong reserves. Moreover, the town maintains well-established reserve targets, which it has historically

exceeded.

Very strong liquidity

In our opinion, Grafton's liquidity is very strong, with total government available cash at 13.9% of total governmental

fund expenditures and 2.8x governmental debt service in 2019. In our view, the town has strong access to external

liquidity if necessary. Our assessment of available cash does not include restricted governmental cash from bond

proceeds or restricted reserves in nonmajor governmental funds.

The town's cash balances have recently strengthened somewhat and we expect them to remain strong. Our view of the

liquidity assessment also factors in the fact that the town has demonstrated strong access to external liquidity by

issuing GO debt and BANs frequently. In addition, Grafton does not have any contingent liquidity risks from financial

instruments with payment provisions that change on the occurrence of certain events.

Strong debt and contingent liability profile

In our view, Grafton's debt and contingent liability profile is strong. Total governmental fund debt service is 5.1% of

total governmental fund expenditures, and net direct debt is 79.1% of total governmental fund revenue. Overall net

debt is low at 2.1% of market value, which is, in our view, a positive credit factor.



Following this bond issue, we calculate that Grafton will have approximately $98 million of total direct debt

outstanding. Of this, we consider approximately $38 million to be adequately supported by enterprise rates and

charges based on a historical coverage test. The town does not anticipate issuing additional debt in the near term that

would affect the overall debt position.

Pension and OPEB highlights

• We do not view pension and OPEB liabilities as an immediate source of credit pressure for Grafton despite low

funding levels and our expectation that costs will increase.

• Because the town's pension ADC is built from what we view as weak assumptions and methodologies, we believe it

increases the risk of unexpected contribution escalations. However, we anticipate higher contributions will likely

remain affordable given the strength of the town's revenue base and our expectation that management will factor

rising costs into the budget.

• OPEB liabilities are funded on a pay-as-you-go basis, which, given claims volatility as well as medical cost and

demographic trends, is likely to lead to escalating costs. The town is prefunding liabilities, which we believe is

positive.

Grafton participated in the following plans as of June 30, 2019:

• Worcester County Retirement System: 43.1% funded with a $27.3 million net pension liability.

Grafton's combined required pension and actual OPEB contributions totaled 3.9% of total governmental fund

expenditures in 2019. Of that amount, 2.2% represented required contributions to pension obligations, and 1.7%

represented OPEB payments. The town made its full annual required pension contribution in 2019.

Regarding its OPEB liability, Grafton's unfunded actuarial accrued liability was $61.6 million, based on its most recent

study, done June 30, 2019. In fiscal 2019, the town's pay-as-you-go contribution was $1.3 million. The town has

established an OPEB trust fund, and maintains a current balance of $124,950.

Strong institutional framework

The institutional framework score for Massachusetts municipalities is strong.

Related Research

• Through The ESG Lens 2.0: A Deeper Dive Into U.S. Public Finance Credit Factors, April 28, 2020

• Criteria Guidance: Assessing U.S. Public Finance Pension And Other Postemployment Obligations For GO Debt,

Local Government GO Ratings, And State Ratings, Oct. 7, 2019

• S&P Public Finance Local GO Criteria: How We Adjust Data For Analytic Consistency, Sept. 12, 2013

Ratings Detail (As Of March 24, 2021)

Grafton Twn GO

Long Term Rating AA+/Stable Affirmed

Grafton Twn GO BANs

Short Term Rating SP-1+ Affirmed



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8a) DISCUSSION – STRONG FIRE CHIEF CHARTER CHANGE

8b) FIRE CHIEF SEARCH COMMITTEE CHARGE

Please see the attached Fire Chief Search Committee Charge.

TOWN OF GRAFTON

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