 manager goals and council goals is called to order at 326. We're still waiting for one other person but let's first of all as we look at the agenda it's just a straight call to order there's no announcements there's nobody here to do public comment so I think what we want to talk about is the fact that we have this dual charge okay my here's my proposal okay the reason I'm suggesting we look at these up here which are the goals are the priorities that we identified is because to just in our minds have them there as we look at the town manager's goals and we do the town manager's goals first and I want to say in draft form because then I either need to meet directly with Paul or have Paul come meet with the committee and he needs to look at those with us okay and in the process of that it's a negotiation process okay but I would want to have a preliminary meeting with Paul and then either with this group or separately and then come back to this group and say okay we're ready to take these to the council for negotiation meantime we can be working on these but my reason for bringing these up here today is just to say you know there was a strong feeling that we should have council goals around the capital plans and a comprehensive plan which includes sidewalks and other things okay and maintenance they there were two votes on climate action I know I was one Darcy was one that zoning had a couple and then people added in a variety of things like the comprehensive downtown plan master planning and arts and so forth but the broad goal is around zoning and master plan okay and then I'm going to skip process for the moment and then over here under the one that has outreach the one piece that I mean it's it's a variety of differentiation and I think it deserves a goal but I'm not sure we have to spend a lot of time on it in relationship to the town manager's goals except to continue to ask that he do everything he can to create diversity in his appointments just as we should too but I do want to go down to finance and resources because although the points here are kind of like all over the place the issue of finance and resources is is a huge category within the town manager's goals and then the last one was just basically charter and areas need to be changed and the town attorney and relationship of counselors so in in my thinking as we go through the counselor's goals I mean not the counselor's goals I'm sorry the town manager's goals we want to make sure that of our priorities that got lots and lots of attention if you will or votes that they're reflected in how the town manager supports those priorities does that make sense okay so yeah I just would add you went through the same process that Doug Slaughter went through in terms of collating all the comments you got on a really long evaluation form but putting it into categories right it would be really useful I'm just looking at Doug's because I don't actually have yours because yours is probably on share point share point but I'm just thinking you ended up with some top-line categories and trying to think of what's missing from those I sent it to you Kathy and they are exactly the same five that Doug slotted at Doug did yeah and and then I was looking as Doug went into them he had subsets of each of them and the thing I found frustrated in the evaluation form is some of those subsets were quite major but we had them like to do to do lists and I like so I just want to go as we go through this think in terms of we have a decent outline and just what you were just saying there's some categories we might want to add that are missing because of our own or subsets we want to add but I don't want to put them in the submitted a proposal for kind of tasteless more it to have it be more global so that I sent you hi Darcy I did provide you with the write-up of the town manager's goals and ignore the write-up but the broad categories are the five categories that are here and the goals that were in those broad categories are under those it was a way of just saying here they are grouped now again these are the same grouping that Doug used I think this is how one of the ways I've thought about doing this is going through each of the five categories as Kathy has suggested decide should there be subcategories or are is there a sixth or seventh category and then the other thing is go through the existing goals that are here and say do we need that goal or are there other goals we should add and let's not throw the whole thing out and start over let's use what we've got I should just and see you had it as attached well yeah that's exactly where I was going so the five categories are fiscal management long-range planning relationship with the in this case town council staff and personnel relations and community intergovernment relations and volunteer committees boards and commissions those were the five that they clustered into committee community intergovernmental relations and volunteer committees comma boards and commissions those were the five categories there's nothing sacred about those I just it's a place to start just like there's nothing sacred about any of the actual goals under each of these categories it's a place to start okay okay um I had mentioned this to Lynn and I will send everyone the link to it for other reasons I was looking at the Cambridge budget because I'm on this participatory budgets commission anyway they have council goals embedded in the budget a one-pager so there are kinds of things that we talked about on Saturday and Darcy will like the very first what I'm going to read out because they're at deep in our commitment to sustainable use of energy and strengthen our capacity for resilience so we've identified that as something we as a council think is the town has done it would we want to make that a high-level Paul one or is that a subset of committees would be an example and then the other one that I liked in terms of it fits things we're thinking about is and these are just their words not mine make it easy to move safely through the city especially sustainable modes of transportation so under that they were thinking of buses bike routes sidewalks you know we want to be a livable walkable city and then so I'm good I will send these all to people but I kind of like some of them because it you know they're one on budget is this is the council goals okay ensure the city's budget allocates resources responsibly and responsibly and responsively but I think some of this is it a council goal is it a manager goal because I like this other one develop a more proactive inclusive and transparent city planning process we think of the planning board is just being over there responding to proposals and so Cambridge is saying do we want to as a city council have a what do we want our city to be looking at so so are those council goals if yes when we talk about it would they ever become a Paul goal because as town manager he can interact some of these are his staff so so those were just a few I picked out that they are along with some of the conversations we've had about what we'd like to see over the next few years do you let me comment on one or two points actually if you go back and you look in the FY 20 budget there are stated council goals that I took directly from the goals we developed at our first retreat when I wrote that section I didn't write any other sections of the budget but I had a right something and but we you know people have since said but that's just like a checklist I'm I actually feel it some of the goals we have in that are more much more than a checklist and so at some point when we get back to being much more serious about all of our council goals I think we might want to resurrect the old set of goals that we came up with that first time because I mean there's a housing goal there's a transportation goal there's a sustainability goal I mean again maybe exactly we had some of those and I didn't know you know and that this is my which of those does or doesn't translate to a goal for the town manager he's sitting on on top of all these departments that touch different aspects of those so could make a difference and on what level a year from now would we say oh he actually moved right the agenda forward some so my second point is in fact in that old set of goals that people said oh that's just a checklist at our retreat I actually think embedded are some of the actual real goals of the council that keep on because capital projects is there finances their transportation is their sustainability is there etc. and then finally Kathy you're you're absolutely stating the right thing the way I think about the manager's goals and that is what does he need to do to support our goals and that was one reason why I was suggesting we start by looking at what our priorities are and we say okay let's make sure as we go through then and look and decide on the what we think should be in the town manager's goals we would then they it should the goal in his case should be how does he help us reach that priority whether it's by providing information whether it's by forming committees or identifying additional resources or whatever the issue may be how does he help us obtain obtain that goal does that make sense yeah Darcy okay so what I did was in your in the things I mailed you for the meeting I included the document that for this last year's town managers sorry about that I included the document that was the memo that the council eventually approved of the town manager's appraisal if you will and the reason I included it was not because of all the write-up that was in there but because it's clustered by five categories and under the goals it has under the goal the goals that are in each of those categories are written right there so and I've just now no problem so now let me see if I can zero three two six so these are the boards from our retreat and they're in your packet as well and then I sent it I sent everything to you they're just listed as photos I'm sorry we haven't had time to have them transcribed yet but this is where at the retreat you remember we went through these and we put little stroke marks where there was more than one and I'm just looking back on this and saying make sure that we remember what we said you know capital projects and capital improvement plans which includes things like sidewalks and maintenance in general sidewalks roads and maintenance in general certainly got the highest down under climate action I don't know why there's not two strokes here but I think there were probably even more I know there were two zoning certainly had zoning and master plan certainly had a number skip process for the moment and see those are my examples of the reason you care about zoning master plan is you have a vision of what the future of the town and what you might want to have it look like so one of the tools you have is zoning and one of the tools you know so they're not the goal as much as the method of getting there so the only reason we're doing some of this if it was all working gloriously well and we looked around us and say we get we probably wouldn't list this on our think about it for the next few years I'm just saying that they're a tool to get us something that we we think there's some there there that needs addressing and so I just wanted to think in both ways where if we have that piece under us how could or can Paul because their planning is often its own piece but my understanding is the planning staff very much listens to what the town manager has to say I mean the planning staff through Dave Zomac reports to Paul yeah just as any of the other staff hire police whatever so anything regarding master plan and zoning so let me just because we do have a session coming up on master plan on the 28th the charter requires that we do a public forum every year on the master plan and that's what we're doing on the 28th and for people who are not kind of haven't visited the master plan lately we're doing a primer at 530 and then having the public forum but then the question at the pub after the public forum when we go into our regular meeting is going to be are we ready to say to say CRC please look at this decide where there may be places where we need to do some revision on the master plan not a total revision but just some revision and what are they and what's the timeline because at some point the council by virtue of the charter is asked to adopt the master plan and we've not done that and I don't think most of us I don't think we're ready to until we've done this exploration so that and then zoning follows master plan in terms of because master plan is where you do kind of like your vision Kathy it's it's the it's your vision statement for the town and then zoning follows that then over on this sheet all the way to the right we have a whole bunch of things about outreach everything including our relationship to UMass our desire for greater diversity that kind of thing and then under finance and resources it's in addition to education and public understanding it was planned for additional resources in other words generating additional resources economic goals and so forth and then it gets you know into much more detail when it talks about things like funding the fire department so and then there was one more sheet it doesn't have as much on it and basically it says charter promises areas needing changes and that's the whole track tracking of what we during our tenure here have found in the charter that's maybe needs to be tweaked because we are asked to keep a running list of those and then the town attorney was the relationship to town councilors so those that was the fourth sheet I didn't put it up there because I can't fit them all with that and then have you see them so that was just our thinking at the retreat and I we do need to come back to these and as Kathy said make sure we actually come back to the council with a set of draft goals but the more urgent thing in my mind at this point is to use these in their rough form to come up with a draft set of goals for the town manager because it is already October and usually that set of goals is done in late August early September so in making I just made the little outline that was used the categories and we get to near the end there are so many little teeny like 20 items under this 20 items under that and that's when I began to lose patience when I had to do the evaluation but then you have paragraphs which are written I think if we had towards of the evaluation of goals if we had the headings and then paragraphs which would include groups of those individual items instead of being asked item by item by item and many of them we had no idea I would have felt a lot better how we do the evaluation following the goals it's it's important to keep it in mind but our goal our charge in this area in this committee is to help is to help recommend to the council the goals and have those goals then negotiated with the town manager so and then those are the goals that in the summer of next year will do the evaluation on which totally needs to be revamped so I need to know some idea of how many goals were thinking of because I'm I would like fewer goals I would too okay so if we just had ballpark of what we're talking about I don't have a ballpark I know less than we have now and more than five so the town manager goals depend on our goals right I'm sorry the town manager's goals would depend upon what the council's goals are they do just some I mean even the goals for the town manager that relate to staff it's really it's how well is the town running because the town needs to run well in order to accomplish the goal and the vision we have for the town but they also need to just generally function to keep the town going and add one question when I was reading the description for the town manager that document I think it said something about him you know leading the having a vision for the town and I was not sure is he setting a vision for what the town is or are we or the town council or is it the master plan like who is setting the vision question I think all of it comes together but my sense would be that your council is the group that has the vision for the town that doesn't mean the town manager doesn't have some ideas to bring to it the document that you have that is the position description is the document that was used in recruiting people to apply for town manager and just going back to the period of time that that was in we had already decided leave to have a charter commission but the Charter Commission had not formulated its proposal and had not been voted on so it was very much a matter of how was the town manager then interacting with select board and town meeting and staff I keep hearing I don't know with you hear this but where I hear it a lot people like the fact that they have district counselors and they know who to call I mean it's just it's amazing to me how many times I hear that they they like the fact that there's somebody to go to that you know has a level of responsibility to be responsive which I think all of us are trying to be so anyway it's very different than before Darcy like doesn't it make sense to use the charter section with regard to the town manager evaluation and goals because it lays out very specifically in probably way greater detail than we'd even want but one of the one of the sections C 3.2 C I'm sort of relates to that section that we were talking about relationship to the select board the relationship of the select board in the town council it seems to me like that should be more like executes town council policies or something like that like C is administer either directly or through a person supervised by the time manager all provisions blah blah blah all measures adopted by the town council and all regulations promulgated by town agencies so he's he's in charge of executing all of those things so the section that Darcy is referring to is now up here and it's called executive and administrative impressed powers and duties it's amazing what I carry on my laptop and it does talk and I think that's a very excellent point it does talk about what the town managers responsibilities are and let me see if I can make it bigger I don't always do well at this part of it right how do I do that right there there we go so one of these this is a good pointing this out Darcy one of them it's little letter B under section 3.2 is coordinate activities of all the town agencies I felt and I found no place to write it under the evaluation form so I did one of those free form anything else you want to say I found that different department had sometimes had different points of view and in particular was about the intersection in North Amherst but they had literally different and they weren't working off the same page you know in terms of let's come together decide and I thought the town managers should have pulled them together you know so it's you know that not to have speaking out of different mouths so this yes you know so I don't know where these go because some of them is keep the town council fully informed with the needs of the town that could be under fiscal responsibility you know you know so some of these but they're a we need information sooner to make some of the decisions we're making and we're on occasion it feels like pulling teeth to get the other pieces and so yes so so I don't know where those go but I like these some of these thoughts underneath what the charter did it looks like these points in the charter could go within those big broad categories the five ones I think we have to see if they do yeah and then create additional categories that's exactly what I was doing saying you know which where did I slot and the one on sustainable energy policy you know the examples would be when we talked about Centennial Water Plant only at the very end did we say should we think about solar driving the electricity there and that's one where the town manager could be saying in each of these things put it through a lens of we're supposed to be thinking about that so it doesn't have to come up later it can come up sooner so is that its own or is it implement policies set up by the council which is a more generic you know it's interesting because as we were doing Centennial I thought one of the most important points that got me that was made and we actually vote on Centennial this coming Monday was that if we don't do Centennial we actually lose one of our three water sources and that is to me such an issue regarding sustainability I mean you can put I mean losing your water source is huge when it comes to sustainability and so I agree Kathy it came up in terms of putting solar on top it also came up with why were we hearing about it in July we should have been hearing about it in May you know I mean it's just you know just thinking with that if this is a top priority those things rise to the top to an otherwise very busy person yes yes right and if you look at and I can pull it up if you look at the document that I sent that is the town manager's evaluation I'm gonna have a hard time finding where it is I think there was it one maybe two goals that mentioned sustainability but that would be it yes I think I would raise it to the level of Roman numeral okay so another so let me just start something here as a way of trying to get us going in the present town manager things we have a Roman numeral one and that's fiscal management I don't think any of us disagree with that one too thank you long-range plant and then right now that's relationship with us because we don't have select board anymore but relationship the town council okay four is I know I wasn't able to answer most of it so what's five it's that long one so of those five three four and five are processing and four is one that we may or may not have any insight into you know so because you know other than someone comes to us and gripes or we meet a fantastic staff person and they say he's wonderful so you know I mean so I don't know I felt like I was no no ability to judge constantly on that and it wasn't just that I wasn't select board I just thought you know how how would I possibly know so I'm wondering whether you know it's is it maintains quality and talented staff or something that's so those be subsets underneath yes so this would be it's not so much the relationship with them but that we want to know that even if we lose someone we've got another great person and that he's bringing he's it's it's under so it's not I would take the word almost if high quality staff and personnel management or something like that I would have rather than staff and personnel relations you know so we don't want him just to be popular I mean it would be nice that he was liked but but are there other areas under staff and personal relations and this is where I suggest we go and yeah look at what's there yeah we say well no this one was so hard to judge but no this one I think we should it's maybe it's just the word relations is what I don't like it staff and personnel management might work fine for me and then all the categories go underneath it but it's not just the relationship it's the management I think that's part of it though I mean I would I think I would argue that that is important well I definitely think it is important it's a piece of it well we can't evaluate if the staff doesn't send us any evaluation forms definitely but but we could if they did I think Darcy just doesn't want me to scrap relations so if I had staff and personnel management and relationships you know so it's you don't want to look lose that he's a good team leader right the people like him like to work with him but where I was gonna go on three four and five it's this other one on you know this is just I'm just gonna reread Cambridge because I've got the sentence but we should write our own lead deep in the commitment the town and the council commitment to sustainable use of energy and strengthen our capacity for resilience I think that's different than fiscal management and different than long-range planning so I think I would raise it up to a category three after long-range planning although one could argue that it's a subset of long-range planning yeah I'm getting them down yeah sustainability and sustainable use of energy and a town's capacity for resilience fine for broad yeah fine that's fine absolutely okay so you're you're asking for his leadership in that area we're asking for his leadership so I would have if I had subcategories is he's leading in that every time anything comes up it's going through a grid like this he's coordinating so that if he needs two departments to talk to each other about this he's reaching out to other towns you know where could we be in partner you know so I could theme many roles that our manager could play that are separate from what we might do but it's constantly looking for ways to make a difference in the coming 12 months yeah I mean I will relate that in conversation with Paul since the whole discussion about the school bus he has said to his staff in everything future that we come up to purchase we need to be able to answer these questions what are the options what are they cost what are the trade-offs etc etc and so that one issue alone has already put the staff on alert that those kinds of recommendations in the future need to have background work done are there are there grants available all of those kinds of issues that got raised during that and even then some well we we're going to have our own I mean we're starting on November 18th with the work of the ECAC committee see it's ECAC stands for committee last committee they're coming forward with their their delivery to us on their first on the first of the three parts of their charge which is the town's goals for sustainability and that's happening on the 18th and of November and then from then on then after that they move to the second and the third one which is you know kind of planning for them and then implementing some of them actually over time will lead to work where you know the after we have policies then the issue is do we have regulations do we have guidelines do we have you know things that then the town implements as it makes sure they reach those goals that's that's the way I my understanding of how government works the category five which has all those words that includes the UMass strategic in this I mean in other words underneath that is when we say community because fiscal management it's you know we had one of the subsets of the select boards was look for every opportunity to get new revenues under fiscal management and I think that underneath the category of UMass and Amherst College there might be increased there might be opportunities for revenues if we think about it you know but but but I would put it under probably under five you know as I don't even know what what we're ultimately going to see with the latest agreement right I'd like to actually broaden this to higher ed relationships and then under it UMass partnership is one of them right because I mean we've seen an example where Amherst College yeah I said Amherst you know so higher ed I didn't mean just the UMass yeah so it's higher ed and just so you know where some of this is coming from I've been reading a series of how did other towns get larger pilots several of their mayors but clearly their councils said if we taxed you at 25 percent of the value of your properties you would have to pay us this much how much will you pay us and the Boston mayor went down around to every single college with that request the Smith mayor went to Smith College the Northampton Williams you know they actually put a number in front they didn't get the number but they were saying you know if we did this you know and the pilot payments put both of our two entities to shame in terms of the amount that's coming back and Shelleny had mentioned UVM up in Burlington which is a public university but paying a lot more UVM most most people tell you that UVM they feel like a private no they run themselves like a private but right but they I the whole issue of what do our partnership agreements look like with these institution and what are the pilots is what I'm hearing I'm just making notes I'm just trying to get broad exactly and that's where it's might be fiscal management but I like it better under this the category five there's no way any of these are discreet so that's okay you mentioned earlier there you said in the goals for the I guess was Cambridge there was one around transportation and safety yes and do you see where that would fit under anything here or does it deserve another Roman numeral well that's that's where I don't know because that's my sense of pulling all the staff I mean they also have one unaffordable housing but pulling the various entities in our town staff that are in charge of doing this together around what do we actually want rather than having them be silos so is that under staff and personnel relations management is that under long-term planning you know we have a vision of transportation but we're not actually acting on it you know as one really small anecdote when Bay Road was redone recently next to Applewood which is where my mother lives I noticed there's no shoulder at all and since I bike it became obvious there's actually rocks so I looked at what the contractor was supposed to do they were supposed to widen the road and put a bulk line but because they wanted to do it fast they decided we wouldn't do that so we'd have to do it again so I'm just wondering you know why would we redo a road when we have a vision of making it safer and do the shortcut to come back and do it again in a couple years so it's it's transportation policy goes underneath that long-range planning buildings economic development goes underneath here yeah is this where master plan and zoning go I think so and you know it's like here the manager is just supposed to make sure if we say we want to look at this stuff and be somewhere a year from now he's supposed to do his best to make it happen right I mean meanwhile we're we're the policy actors the only other one Lynn I hate to make number two even longer it's housing under long-range planning yep okay I mean as we know we have an emerging voice for let's have a policy and so will it be obvious that sustainability and resilience apply to everything under long-term I think so that's why I wanted to move you know when and Lynn said don't worry about the order right now I wanted it not to be last but to move it right up you know whether we move it up and say and everything above we run it through that grid you know I mean we can articulate a sentence next to that you know with everything above we're running it through with our eyes to this I mean in my mind again these are so interrelated you can't do a budget without looking at all the other areas you can't do sustainability without involving your staff without involving long-range planning without involving fiscal so they're completely interrelated and our our charge our difficult charge is going to be to put which goals under where without being repetitive or otherwise we will end up with the with 95 goals again okay and so just you know when we think of what we're doing with the subcategories what I found difficult in the most recent time is under number one fiscal management yeah we had the equivalent of long-term planning you know like we shouldn't do just one year at a time of budget we should be looking like what are the next two or three years look like no I want to leave it under fiscal management so you know like current year but also future years I just wanted you know so it's not just managed this year but managed with an idea for multiple years yeah multiple year total budgets or multiple year capital I I think both operating in capital I don't know whether we as a council would ever been able would ever be able to take a hard look at the subdivisions to say should some money be moved around and we can't under the charter but we could with the town manager say is one of the segments getting too little and one getting too much on the operating budget side we didn't have to face it this last year because everyone seemed to be happy with what they got yeah so that's good operating and capital we're the capital projects and where's the long-term capital budget again we started off talking about when we're looking at the handwritten goals we talked about capital projects and we talked about a capital plan which included roads and sidewalks and I was wondering whether transportation should go with that but I don't know where they are now so financing those belongs up here I mean you can't see my finger pointing can you it belongs up here thank you but the question is is there more you see I what I don't want to do is what I think we all had real problems with and that is it seemed like the same goals would appear under different categories so is this still a list of town manager goals because the list for manager goals but reflecting does it include our goals on the same hand yearly budgets really just long under fiscal under this one I want to add another one and that is identified additional resources so it just feels like it needs some verbs or something to make it make it express what what the goal is for the town manager the Cambridge wording on budget is assured that the city's budget allocates its resources responsibly and responsibly you know it's you're looking for some you know qualitative what what we'd like out of all of this and I think that's gonna come once we get the categories right that you know exactly I'm right now I want to make sure we feel that these are at least for now the six categories we want to work with and then are there other notes and that's all these abes and C's are our notes that we want to make that we when this issue pops up what do we think okay so under fiscal management the Dorothy question do we do the big capital projects really are about can we sustain services to the town you know core services schools library core services to town so that's to the tent so that's different than just getting additional resources so it's multi-year's budgets identify addition and sustaining core services you know what I mean I think over the next year Paul will have to be taking a role and it's back and forth on DPW and fire are we gonna say some of this is gonna have to be done in phasing you can't have everything you want you know and what are the needs but he's gonna have to be a real manager leader on this stuff by the way I think the capital plans the cap the big capital investments before and that's a change in wording belong under long-range planning because we can't all do it this year we know that oh he absolutely can't yeah not using the feature that would automatically re-letter those making it hard on yourself you have to make the bullet a letter and then it understands it's a bullet but don't worry about it it's somebody does this can you can define your bullet to be anything you want you can make it Greek letters if you wanted to I just wanted no that's good you know thank you okay but transfer well I mean we can come back whether we really want to have this many but I think the transportation policy is this larger issue of how do you get around town it's intersections it's sidewalks it's bike lanes so it's also clearly repairing a sidewalk or putting one in do we dare put the word transportation and parking because parking is to me under transportation is also parking but I don't I'm fine with leaving it as I think you could take safety out it's a separate because we're talking about it within the context of unless we want to say that we want to make sure EMT fire and everyone is on you know can get to where they want you know I think we're talking about it in the context of transportation I'm just trying to make this list a little shorter where are you putting safety then I didn't hear the question where where would the safety safety eat thing go I thought when with transportation well I think sustaining core services I'd put it up there but and she's got public safety up there and I just you know the transportation and parking when we do a longer evocative sentence you know make sure people can get around get to where they want to get to safely and by multiple means could be the sentence that goes with transportation parking Dorothy mentioned parks and recreation where does it go it's in your district well you know we each get a road and ours is that the Robert Frost trail that's what the origin of the famous poem that he's trotting along a trail and no one will care was deleted by a fuller field that went in so North Amherst had to do something to get it back and I ask you a question Dorothy does ECAC meet and here at 430 it meets down it meets down it's just a work group it's not the whole did anybody notice if there was another meeting here at 430 in the little room no in this one I just noticed at what time Kathy went out to look at the board it's my source okay all right I just want to make sure that I mean I I stretched you to 430 even though a couple people said that wasn't doable for them so don't need subcommittee meets before that but I don't know whether it meets there at 5 do they meet in this room Darcy that's us so they meet at 5 here all right let's try to it let me go back to the larger picture here are there any broader categories that go at the Roman numeral level I don't think so you know under five is where diversity of people serving and all the outreach and that stuff all goes under five yeah so I want Dorothy to come back because I want to do two things and then I think we do need to go one is I want people to get taking the town manager goals from this year okay go through them and see which of these which of these five they fit under now if you use the write-up of the evaluation they're the first four five are already there the sixth one is not okay and as you go through them also mark which ones you think should be eliminated because they're too detailed they're redundant or whatever or make other notes like yes we need this but it's not well worded or anything like that and then you're asking us to go through all these the subgroups 95 yeah yeah but the but if you they're already grouped with their group and you've bolded the ones that are more significant no I pulled the ones in which he got aware where we couldn't figure out what he was doing or he wasn't positive right no bolded was where he was very positive yeah bolded was a certain percentage above not bolded was where he was well I believe I'm right so can I just ask on certain things like working with the legislature to develop policies in line with our goals and value that means the Massachusetts legislature as opposed to the council how would we know it's very interesting I'm probably the only one that has had privilege to any of those discussions and they've only been here and there and that's but I do know for instance Paul gets there I think it's a very one hard one for the town council to assess yeah that's having said that I will also say that on December 2nd when we do the state of the town address when we get the annual reports from all of the boards and from the license commission we have also now invited because we had hoped they would plan anyway both Joe Comerford and Mindy Dom who could come and make and give a presentation about things that they have worked on this year and particularly those of interest to the legislature and also what their you know what they're thinking about for next year I keep every time I go back to this evaluation I say but we never were even through one year we did this evaluation based on seven months of a full year experience and you know it for example the whole issue of setting tax rates we're doing that on the 21st we're starting out doing tax rates so when we got to that goal and tried to evaluate it based on last year we had no clue we had no experience because that happens in the fall and we weren't sworn in by the time it happened so I think this year we have to look at it in a holistic way and by the time we get to December 2nd we will have been in business one year whether we like it or not we've been in business so I want to do two things I've mentioned already I want you to I'm gonna send this to you I want you to take this and try it but I want you to do that by taking the larger document which was the one date at September 3rd 2018 and I gave it to you in word so that you can actually mark it up or whatever that's this one do we want to divide it up among us so we aren't all doing the same thing that's that would be fine if you'd like to do that or everybody can do it and then we can compare where we are but how would you like to do that and it's it's basically to take these and say okay yes this first goal I don't know that that's true this first goal under fiscal management absolutely is reflected in Romanuma 1 we should keep it the second goal under fiscal management now we don't need to have that goal it was too detailed it's not or make another note that says we need to have a substitute goal for this let me just point out for instance this goal under 1b under fiscal management was submits mask work mass works grant to application for North Amherst that's a lovely goal but don't we really want to say submit it submits applications for various sources of funding you know it's in other words it's a broader goal no and successfully get the money I don't I would you know submit and right exactly exactly but we need to evaluate it in a way we can measure it so could we get that as information like these were the grant we got that would give us the information on which we are assess so remember when in order to do this Paul wrote his own self-evaluation so what are the things he would have to include it in his self-evaluation was during the past year the town has applied for the following goals and was following grants and has been successful in the following or it's still pending okay Dorothy before you leave when do we want to meet next but that's but Dorothy that's exactly just delete them then you know so some of these are things that I think oh we could ask for that maybe select board used to like develop a policy for the disposition reuse or disposal of surplus town property I have no idea how much surplus town property we have you know so we might say that finance should be asking for a list or you how many grants so we you know right to my knowledge I'm sure something like that exists but can I ask you is Wednesday a good Wednesday afternoon a good day next next week and do you want to try to meet on the 23rd I can't but I'm fine with your meeting without me okay do we want to meet on the 30th at 2 at 3 o'clock 3 that was that was fine for me you know on that day I could meet as early as to that's fine it's fine okay great thank you that's what I wanted to make sure we accomplished and I will get your room and the meeting is adjourned thank you