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[Editorial Note: As Sudbury Weekly has done in prior years, we offered the opportunity for all candidates in contested races in the Town Election to answer a few questions. We run any and all responses we receive.]
If elected, what would be your top three priorities?
Sudbury is a diverse and vibrant community, and I am committed to fostering open dialogue where every resident has a voice in shaping our future. With my leadership and problem-solving experience, I will work to unite our community, respecting our differences while addressing local challenges. My top priorities are ensuring accountability in the governance of our town government, promoting responsible and transparent financing, and creating and maintaining a safe environment for all—on our roads, in our facilities, and in our homes. By strategically balancing support for our dedicated employees and meeting the needs of residents, we can ensure Sudbury remains a thriving, well-run town. As a member of the Select Board, I will uphold high standards for both the board and town staff, ensuring taxpayer dollars are spent wisely, decisions are made transparently, and the safety and well-being of our residents are always prioritized.
What’s something a nearby municipality is doing that you think Sudbury should consider?
We need to address Vocational Education. Back in 2016, we voted as a town to leave the Minuteman Vocational School District with an understanding that we would quickly join another district (Assabet Valley was recommended by the study committee.) For whatever reasons, we didn’t join Assabet Valley, and as a result, today, we are not a member of any vocational school district. In short, this means that kids who are looking for a vocational education don’t have a guaranteed seat anywhere. And with statewide shortage of vocation education spots, our kids have a very small chance of finding an out-of-district spot anywhere.
The Select Board has had this on their goals list for years, but it’s time for solid action. Let’s put our money where our mouth is. One big hurdle in joining a vocational district is money. So let’s start asking districts how much money it will take to join.
So many of us move to Sudbury for the education opportunities. This should include opportunities for every student – Not just kids going to LSRHS, but also kids who are seeking vocational training. This is another way that we need to meet every student and family where they are and offer alternative public education options that are truly inclusive.
In 2022, the Sudbury Town Meeting declared a climate emergency requiring urgent action. With the benefit of hindsight, do you believe the Town has moved in the right direction on sustainability since Town Meeting in 2022? What would you change and/or keep the same?
While I am uneasy about the method of the citizen’s petition in 2022, which mandated hiring a Sustainability Director in violation of the Town’s Financial Policies, I have been happy to see some of the work that has been done. Dani has worked on several initiatives (Earth Day, EV chargers, pollinator gardens) and established herself as a presence in town advocating for sustainable thinking. In particular, she was the force behind $45,000 in grant money to explore the possibility of a Farmer’s Market in Sudbury. As such, I am beyond disappointed that she found it necessary to leave her position this week.
We need to focus on not only attracting, but also retaining talent. Creating a positive work environment is essential, as it fosters a sense of belonging and motivation. If employees do not feel valued and supported, they will not stay and contribute to the long-term success of the organization.
How should Sudbury ensure it remains a welcoming and inclusive community for all residents, including transgender and gender-diverse people?
Sudbury is a wonderful community filled with caring and thoughtful individuals. As a member of this community and a leader in town government, it is not only my job but also my ethical responsibility to ensure that Sudbury remains a remarkable place for everyone. We are a town dedicated to protecting its residents, our friends, families and our neighbors.
In addressing issues involving underrepresented groups, sometimes it’s helpful to pause and reflect. Occam’s Razor reminds us that sometimes the simplest answer is the right one. When raising our daughter, we encouraged her to treat others the way she would want to be treated. It’s a straightforward principle, but it can guide us in making sure everyone, regardless of background, feels heard and valued. I believe that my wife and I were successful in guiding her to adopt those values, I would bring those same principles to my work on the Select Board.
Should the Town use more of the operating budget to fund the Park and Recreation Department? Why or why not?
There has been some discussion recently about whether or not Park and Recreation should be allocated more money from the Tax Levy. This is an excellent illustration of how the lack of transparency in town finances fuels debate. More than half of the Park and Recreation budget comes from fees paid (Pool fees, Field fees, Camp fees, Program fees) not the Tax Levy. And about half of that comes from Revolving Funds (Camp fees, Program fees.)
Back in 2013-2014, the revenue, expenditures, and balances were reported for all the revolving funds. Was that a blip? Why have we stopped reporting this as part of the budget process? The term “Revolving Fund” doesn’t even appear in our town Financial Policies, and yet, over $3 Million can be spent out of revolving funds every year.
As a town, we need to be making decisions about finances based on all of the information. We need more transparency, period.
The Town Manager has informed the Select Board about a possible need for an override in future fiscal years. How would you evaluate if an override was necessary or appropriate? What information would you seek out to make your determination?
Laying the weight and blame for the override on the schools.
Let’s be honest, we pay a lot of taxes here in Sudbury, and we have some of the most responsible taxpayers. While so many communities suffered during the pandemic and continue to struggle in the aftermath, Sudbury taxpayers have consistently paid their bills and town budget planning has not been affected.
Many municipal union contracts are in progress now. As part of the Lincoln-Sudbury Regional High School school committee, I am proud of the work that we just completed in negotiating a new 3-year contract with the unions at LS. These negotiations were not easy, as we were responsible for balancing the requests from the unions with the constraints of our budget. We knew that it would be irresponsible to negotiate a contract that could not fit into future budgets. I hope that the Select Board and other boards involved in negotiations now will act responsibly as well.
If we hear from the Town Manager and Select Board next year that they want to ask the Sudbury taxpayers for an override, then I would expect full transparency into the justification.
Cell service in Sudbury was deemed “marginal” by a Town consultant. What role should the Town play in improving Sudbury’s cell service, given the consultant’s findings?
This is such important infrastructure and important to the safety and efficiency of the way our town functions. The Select Board plays a crucial role in digesting complex issues and translating them into clear, accessible options for discussion by the legislature—otherwise known as Town Meeting—where every eligible voter has a voice. While the Planning Board, Zoning Board, and utility companies are deeply engaged in discussions filled with intricate details, it’s unrealistic to expect all citizens to stay on top of every development. That’s why it’s essential for the Select Board to act as a bridge, distilling these details into understandable information for the public. At the heart of this process is transparency: ensuring that all options and perspectives are clearly communicated so that everyone has the opportunity to make informed decisions.
Should the Town continue to operate a transfer station? Why or why not?
Transfer station vs trash pickup. This is one of those ongoing debates like window vs aisle or Pepsi vs Coke. Pros and cons to both sides. We currently run our transfer station as an Enterprise Fund (it stands separate from the main town operating budget), so maybe it’s time to research our options.
However, when I talk to people in town about trash options, the discussion isn’t usually about actual trash pickup. It’s about priorities. What I hear are people who wonder how we spend money on various expensive projects which they see as “nice to haves” when they’d just like to have some simple municipal services provided. If elected, I hope to bring more discussion around our priorities. I’d like to hear from not only town staff and interest groups, but also from as many citizens as possible. With our busy lives, it’s hard to pay attention to every detail that’s happening in town, but as your elected Select Board representative, I hope to bring more voices into the discussions.
The Mass Municipal Association recently hosted a webinar about how towns can combat growing misinformation threats and challenges. What steps should Sudbury take to ensure residents have access to accurate, reliable information about local government activities and decisions?
Transparency is the key for residents to have access to accurate information. Work has been done in this area by previous Select Board members, but we are not maintaining the initiatives. For example, Bill Schillner was a select board member who championed the idea that we should track town projects. He helped develop a process for tracking projects and reporting on Key Performance Indicators (KPIs). The idea was that for every project that the town took on (constructing a building, renovating a softball field, updating facilities to ADA compliance) there would be at least an annual review of the KPIs. I’ll take it a step further and suggest that the KPIs should be readily available on the town’s website for the community to easily peruse.
Transparency is key. If information is only available to only a select few, then we can only expect confusion and hearsay to complicate and derail constructive debate.
Can you share an example of an ethical dilemma you have faced in your personal or professional life? How did you handle it and what did you learn from your experience?
For the last 18 years, I was a partner in an executive search firm working in the higher education sector. Our business specialized in placing interim, or short-term executives, into C suite short term positions at colleges and universities. The business grew significantly and we were and are both well known and well regarded in higher education.
I was contacted by a board chair one day and asked if I might help them find a new president. The president was being let go and the board of trustees wanted our firm to find an interim president for the next year. We agreed to set up a meeting later with other members of the board and the college CFO.
In that meeting it became clear to me that the board had asked the president to not only violate the college by-laws but also the law by reporting false enrollment data. The school’s enrollment numbers had been declining and the news of the declining numbers were seen as something that would damage the reputation of the college and further their enrollment decline. I was being asked to replace a president with an interim president who would do the board’s bidding. While, to me, it was clear what the board was doing, there had not been an admission or anything said that overtly indicated this.
I told them I would get back to them with a proposal. After a sleepless night, I called the board chair and told them that we couldn’t take on the job. I thanked them for bringing us the opportunity and wished them well. After the call, my sense of relief was strong. While it is impossible to predict the future, I felt I had protected our firm from being caught up in the board’s deception, saved us from the potential damaging loss of reputation, prevented one of our consultants from becoming embroiled in the situation, and allowed myself to sleep well that night. We lost a sizable fee but retained our reputation. The college limped along for a few years and eventually went out of business.
The lesson: do the right thing, no matter the cost.