Tammy Martin introduced herself as a seasoned professional with extensive experience both in the private sector and municipal administration. Her career trajectory from banking to municipal roles—starting as a cessor clerk and progressing to a chief procurement officer—equipped her with skills in financial management and grant writing. Martin emphasized her directive leadership style, which balances transparency and communication without micromanaging. Her approach to personnel management focuses on maintaining morale through positive reinforcement before addressing issues.

A concern Martin addressed was the challenge of revenue generation, particularly in small towns like Granby, where 90% of income is derived from real estate taxes. She highlighted her success in securing grants, such as a $100,000 park fund grant, as a vital tool for community development. She underscored the importance of grants and alternative funding sources in bridging financial gaps and facilitating projects like park improvements.

Martin’s discussion with the board also delved into maintaining a work-life balance in demanding roles. She acknowledged the personal challenges that come with extended work hours, citing her commitment to projects often leading to disruptions in her personal life. She also addressed public perception and criticism, particularly through social media, by focusing on the integrity and transparency of her work, maintaining an open-door policy for residents to engage directly with her.

As the budget season approaches, Martin outlined her strategy for communication with department heads to address budget issues proactively. She emphasized the necessity of understanding the root causes of financial challenges and finding solutions collaboratively to prevent surprises during budget presentations to the Finance Committee.

The board inquired about Martin’s vision for Granby over the next five years. She articulated a desire for community growth that aligns with resident preferences, stressing the importance of maintaining open spaces while exploring avenues for increased revenue. Martin encouraged a collaborative approach to planning, akin to capital planning, to ensure development aligns with community desires, including potential school and recreational facility needs.

Discussions also touched on the town’s taxation rates, procurement laws, and governance dynamics. A comparison highlighted that Granby’s tax percentages are reportedly higher than those in Warren. The procurement practices were underlined, with recent bidding processes for property valuation and other projects emphasized. Adherence to procurement laws, including compliance with OSHA standards, was deemed essential.

Martin expressed her enthusiasm for Granby, aligning with the town’s agricultural character and open spaces. She conveyed her long-term commitment to the town, stating her hope to serve for over 15 years if appointed. The dynamics of change within the select board were acknowledged, with Martin expressing readiness to adapt to new board members while maintaining effective communication.

The discussion also broached the candidate’s current obligations, with Martin indicating a willingness to transition smoothly to the new role while honoring her existing contract’s 90-day notice requirement. Staffing challenges within the town were noted, including the impending retirement of the assistant Town Administrator and the search for a new fire chief and building commissioner. The urgency of filling these roles was emphasized as the town faces multiple transitions.

Infrastructure concerns, particularly water and sewer services, were identified as barriers to business growth in Granby. Martin acknowledged the importance of these services in attracting businesses and emphasized the need for solutions to facilitate economic development.