Information about the City Manager finalists

Engage in developing high school youth on legal career pathways. Risk management expert, decreasing the City's and School District's liabilities by implementing risk minimization tactics including early program intervention and scrutinizing legal claims for issues.

Developed and launched City Grows—web-based licensing platform—centralizing access to the Licensing Administrator, enhancing the licensing experience, expediting renewal process, maximizing compliance, and increasing City's revenue by $1.2M annually.

Underpin legal decisions, enforcing violations and ordinances as Municipal Hearing Office; protect Chelsea residents' civil rights leading the Human Rights Commission; and set the foundation for School District's nondiscrimination policy as the City's Title IX Coordinator.

Spearheaded creation of the Chelsea Legal Services Housing Clinic, providing representation to displaced Chelsea residents.

Reduced the number of insurance claims filed by 36% through effective risk reduction strategies.

Conceptualized formation of Diversity, Equity, and Inclusion Office, collaborating with staff to strategize implementation and execution of new department.

Influential in two significant revisions and promptly delivered charter updates and legal advice to residents and elected officials on changes to the governmental structure.

Achieved timely response of revised COVID-19 contracts.

Ideated and executed multilingual online appeal process for sanitary code and trash citations, transitioning city from antiquated technology and procedures, and enhancing the user experience.

Partner | Galluccio and Watson, LLP – Cambridge, MA | November 2010 to Present

Extensive experience managing complex civil cases as Founding Member of this Cambridge-based firm. Represent individuals and small companies in employment, real estate, probate, and family law.

Early Career and Prior Positions of Note

Assistant City Solicitor | City of Cambridge – Cambridge, MA | 1999 to 2003 Assistant Regional Counsel II | Department of Social Services – Commonwealth of MA | 1994 to 1999 Field Attorney | National Labor Relations Board – Boston, MA | 1991 to 1994

EDUCATION AND CREDENTIALS

Juris Doctor | Boston College Law School – Chestnut Hill, MA

Bachelor of Arts in Sociology | Wheaton College – Norton, MA

BOARD MEMBERSHIPS AND AFFILIATIONS

Board Member | Central Square Business Improvement District (CSBID)

Board Member | Margaret Fuller Neighborhood House

City Solicitors and Town Counsel Association

Mass Municipal Lawyers Association

Massachusetts Black Lawyers Association

Women's Bar of Massachusetts

Massachusetts Association of School Counsel, former President

CITY OF CAMBRIDGE, MA

CITY MANAGER

SEMI FINALIST CANDIDATE QUESTIONNAIRE

Name: Cheryl Watson Fisher

1. What major factors have motivated you to apply for the Cambridge City Manager position? How does this position fit your overall career goals? I applied for the position of City Manager of Cambridge because it will be the next step in my public service career and Cambridge is my hometown. As you can see from my resume being a public servant and ensuring that the public is protected and served has been my life work.

In 2014, when the City I work for was searching for a new city manager, I volunteered to help lead with the Deputy City Manager. I spent 8 months performing the job and became aware that I am capable of being the leader of a city. As a small business owner in Cambridge and a member of two non-profit boards in Cambridge, I realized that City government is where I would be able to ensure an equitable and transparent administration to lead Cambridge into the future for all residents.

The position of City Manager in my experience contributes to the overall quality of life for all of its residents and that is what is motivating me to apply. 2. Tell us how you communicate with your governing body and its individual members (if applicable). Over the years, as I grew in my role as City Solicitor and a member of the Executive Team, I have spent considerable amount of time creating processes for effective communication.

At the beginning of each election cycle, there is a training of the elected officials as to each department’s goals and procedures. I recommend in that retreat/training we outline of the Council’s priorities to set goals and timelines. All Department Heads should be able to meet in public with the Council and its subcommittees to discuss ongoing issues and resolutions. I expect to share weekly reports as to goals and current day-to-day issues with all members of the Council.

My intention is to create a position in the City Manager’s Office that is responsive to the constituent concerns that Council inquires about. 3. Describe your leadership and management styles with employees - both management level and, if applicable, union representatives. The overall environment that I strive for in every situation such is a team approach and an overall sense of collaboration. My management style evolved from my experience being a senior management is democratic but transformative team.

Democratic is the team approach where everyone participates in the planning and policy-making and have a sense of inclusion in decision-making. By involving everyone early on and creating an environment, whereby results and plans are achieved transforms individuals from their self-interests to achieve team goals. For example, prior to union negotiations, I normally reach out to Department Heads and managers as to their union employees and sentiments about the collective bargaining agreements.

This leads to valuable strategic positions when sitting at the negotiation table with the Unions. I also believe that the Union and Management has to understand each other’s positions at the beginning of negotiations. 4. Please explain how you have demonstrated commitment to, and include any accomplished records of, anti-racism, equity, inclusion, and diversity in organizations that you have managed.

In 2020 and 2021, I convinced the City Council and City Administration that there was a need for a department for diversity, equity and inclusion in Chelsea. What is interesting is that a City where 70% of the population are people of color there was no sense of inclusion in policies and actions of the local government. And at that time, over 50% of the elected body at that time were people of color.

Chelsea has always had a sense that they were inclusionary and diverse but I spent years explaining to them that Chelsea was mainly Latinx and other minority and residents of color communities were not feeling a sense of belonging. I procured training for the executive team and surveyed current staff as to their sentiments. That survey and training provided overwhelming support of the Leadership Team to seek funding for a new DEI department.