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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?
Strategic Capital Planning for a Stronger Future
The Select Board has directed the Town Manager to develop and implement a comprehensive capital plan, guided by the newly finalized Facility Condition Assessment and Space Use Analysis. This effort is my top priority because strong capital planning ensures that we prioritize critical projects, reduce wasteful spending, and prevent costly delays. With thoughtful long-term planning, we can invest in infrastructure and facilities that serve our community effectively and efficiently.
Learn more about Article 27 Space Use and Facility Condition Assessment: Facility Condition Assessment and Space Use Analysis.
Addressing Staffing Shortages & Strengthening Town Operations
Long-standing staffing shortages in Sudbury have strained town services, and we must act. The Select Board must provide strong leadership and support the Town Manager in efforts to attract and retain top talent, improve efficiency in town operations, and maximize revenue opportunities. A well-staffed, well-supported town workforce is essential to delivering the high-quality services that residents deserve.
Fostering a More Inclusive and United Sudbury
Sudbury should be a place where everyone feels welcomed, valued, and respected. As the primary policy-setting body, the Select Board must lead by example in fostering inclusive policies and practices. From my earliest days as a parent on the Special Education Parent Advisory Council to my years as a Sudbury School Committee member to my current role on the Select Board, I have consistently advocated for inclusion—regardless of race, ethnicity, sexual orientation, religion, gender identity, or ability. At a time when divisions in our community are growing, we must proactively build bridges, promote understanding, and ensure that all residents have equitable access to town resources and opportunities.
If re-elected to the Select Board, I will continue to advance these values that define who we are as a community—a town that invests wisely, strengthens its foundation, and embraces progress, equity, and inclusion for all.
Learn more about Sudbury’s diversity and inclusion efforts: Sudbury Stands Against Hate and the ADA Evaluation and Transition Plan.
Serving on the Sudbury Select Board since 2022 has been one of the greatest honors of my life. I am deeply passionate about this community — our neighborhoods, our schools, and the people who make Sudbury such a vibrant and welcoming place to call home. As we approach this year’s local election, the choices we make will have a lasting impact on our town’s future, especially as national events continue to influence our daily lives.
I am committed to continue being the leader Sudbury needs: someone who listens with empathy, takes decisive action, and relentlessly advocates for our town’s best interests. With a track record of thoughtful decision-making, collaborative leadership, and a clear vision for the future, I am dedicated to keeping Sudbury moving forward.
I am grateful to the Sudbury Weekly for the opportunity to share my goals and help residents make an informed choice. If you’d like to learn more about my campaign or get involved, please visit www.GoLisa.org and follow my Facebook page at facebook.com/golisa.org.
Together, we can build a thriving, inclusive, and resilient Sudbury. Your voice matters — and your vote counts on Monday, March 31!
What’s something a nearby municipality is doing that you think Sudbury should consider?
I have been incredibly impressed by our friends and neighbors in Lincoln. Their community’s resilience and dedication to education were on full display in their successful effort to renovate the Lincoln Public Schools. Through hard work and collaboration, they celebrated the ribbon-cutting of their newly renovated Lincoln School just a couple of years ago—a true testament to a project that centered on their community values.
What stands out most is that the new building is net-zero, running entirely on electricity, meeting the highest standards of energy efficiency, and host to a 1.2 MW solar array. Not only does it provide students with innovative and modern learning spaces, but it also serves as a valuable community resource. The auditorium, for example, is used for town meetings and local events, reinforcing the school’s role as a hub for civic engagement.
Lincoln’s investment in education, sustainability, and community spaces is inspiring. While Sudbury does not currently have a similar project on the horizon, I hope that as we plan for our future, we take a similarly progressive and forward-thinking approach—one that prioritizes high-quality facilities, essential services, and strong sustainability practices.
Watch this video to learn more about Lincoln’s school project: Lincoln School Project https://vimeo.com/808817773/efb34405db
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?
Yes! Sudbury is moving in the right direction on sustainability, and we are seeing real progress toward reducing our carbon footprint. A major step forward was the Town’s commitment to hiring a dedicated Sustainability Coordinator, a position that plays a key role in securing grants, implementing green initiatives, and advancing our climate action goals. Our investment in this important position ensures we have the expertise and leadership to turn our sustainability commitments into action.
One of the Sustainability Coordinator’s critical responsibilities is grant writing, which has already helped Sudbury secure funding for projects. Another important partner in this work has been the Town’s Combined Facilities Director, whose leadership has driven the expansion of solar energy use, the installation of additional EV charging stations, and other key sustainability efforts—all of which help generate revenue while advancing our environmental goals.
Additionally, the Energy and Sustainability Committee finalized Sudbury’s Climate Mobilization Action Plan (CMAP) in 2023, which provides a roadmap for reducing emissions, improving energy efficiency, and strengthening climate resilience. In 2024, Sudbury also produced the Geographic Community-Scale and Consumption-Based Greenhouse Gas (GHG) Emissions Report. This year, based on their recommendation, Town Meeting will consider adopting the Specialized Stretch Code, which would require new residential construction to be more energy-efficient and electric-ready—an important step toward a cleaner future.
We also continue to benefit from the work of Sustainable Sudbury and other local advocates, whose dedication helps drive community-wide awareness and action.
Moving forward, I am committed to building on this momentum. We must continue to prioritize funding, policies, and partnerships that advance sustainability, while also ensuring that our climate actions remain financially responsible and beneficial to the community. We owe it to future generations to reduce our carbon footprint, embrace clean energy, and make environmentally responsible choices at the local level.
Learn more about grants that Sudbury has received related to this initiative: Municipal Vulnerability Preparedness Grant and MVP Action Grant
How should Sudbury ensure it remains a welcoming and inclusive community for all residents, including transgender and gender-diverse people?
Creating a truly welcoming and inclusive Sudbury will continue to be a top priority for me in my second term. As someone who has spent well over a decade advocating for people with disabilities, I understand that fostering inclusivity takes thoughtful, consistent action—not just words. I have a proven track record of building inclusion.
While a member of the Sudbury Commission on Disability (COD) we made progress to expand access in Sudbury. The Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan has improved the lives of people who live, work, and visit Sudbury. As a direct result of the COD’s efforts, improving access is a regular discussion by many boards, committees, and commissions in Sudbury. Everyone in our community deserves to feel safe, valued, and respected, and that begins with strong leadership on the Select Board that makes it clear: hatred, discrimination, and intolerance of any kind have no place in Sudbury.
Right now, transgender and gender-diverse individuals are facing unprecedented attacks across the country, and the impacts of those harmful policies and rhetoric are being felt even here in Sudbury. It is our responsibility as local leaders to push back against discrimination and ensure that our town remains a place where people are embraced for who they are. That means enacting and upholding policies that explicitly protect trans and gender-diverse residents, visitors, and employees, while also fostering a culture of inclusion, respect, and belonging in all aspects of town life.
I believe our differences are our strength, and Sudbury must continue to reflect that in its policies, community programs, and leadership. We must come together as a community, put aside partisan divides, and stand up for each other—because a truly strong and welcoming Sudbury is one where everyone feels at home. Throughout my years of public service, I have worked tirelessly to make Sudbury a more inclusive place for all, and if re-elected, I will continue to advocate for policies that ensure our town is a model of inclusivity, equity, and respect.
Should the Town use more of the operating budget to fund the Park and Recreation Department? Why or why not?
Yes! Recreation is essential to Sudbury’s vibrant community, and ensuring access to quality programs and facilities must be a priority. The dedicated Park and Recreation staff and the committed Park & Recreation Commission work tirelessly to serve residents, despite funding and staffing challenges.
Currently, the department receives only a small portion of the Town’s general fund and relies heavily on program fees — a model that is becoming unsustainable due to rising costs and increasing demand. Staffing shortages further limit the ability to expand and improve services.
To maintain and enhance recreational opportunities, we must reevaluate Town funding and ensure the department has the resources it needs. This is particularly important as we look forward to the upcoming Open Space and Recreation Plan to further expand and improve recreational opportunities in Sudbury. At the same time, we should explore ways to boost revenue through expanded programming at the Fairbank Community Center, grants, and Community Preservation Act (CPA) funds, which have been vital for past projects.
Recreation is an investment in our well-being, quality of life, and the town’s overall appeal. Residents deserve high-quality facilities and diverse programs that serve all ages and abilities. If re-elected, I will continue to champion a balanced, sustainable approach to funding that keeps Sudbury a place where everyone can thrive.
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?
The possibility of an override is something I take very seriously, and I have discussed it extensively with Town Manager Andy Sheehan. One of the most significant achievements of my first term was working collaboratively with my colleagues on the Select Board to hire Town Manager Sheehan, who has the expertise and fiscal discipline to help us navigate these challenging financial times.
Before considering an override, the Town must exhaust all available options to build efficiencies, control costs, and maximize revenue sources. Town Manager Sheehan has already begun this work by:
- Exploring regional partnerships, such as our participation in the Holbrook Regional Emergency Communications Center, which will streamline and improve dispatch services while controlling costs.
- Finding opportunities to increase revenue, including reviewing fee structures and identifying new funding sources.
- Prioritizing and addressing long-standing staffing shortages to ensure essential town services remain strong.
If an override becomes necessary, we must approach it with transparency, data-driven analysis, and a clear understanding of what is at stake. I would seek out:
- A comprehensive financial assessment detailing why an override is needed, what services would be affected, and what alternative solutions have been explored.
- Public input and feedback to ensure that residents fully understand the implications and have a voice in the decision.
- Clear communication about how an override would impact taxpayers, town services, and long-term financial sustainability.
An override should never be the first solution, but if it is determined to be the best course of action, we must educate the community, build trust, and ensure a transparent process so that residents understand why it is necessary and how it will benefit Sudbury in the long run.
Ultimately, fiscal responsibility and long-term sustainability must guide our decisions. I am committed to ensuring that any discussions about an override are handled thoughtfully, responsibly, and with the best interests of our entire community in mind.
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?
Cell service in Sudbury has been a longstanding challenge, and while steps have been taken to improve coverage, gaps remain. While we cherish Sudbury’s wooded landscape, dense clusters of tall trees can interfere with signal strength — an issue that has become even more pressing as remote work continues to rise. Now is the time to take proactive measures to enhance service reliability for all residents.
Improving cell coverage is a priority for the Town Manager, with a goal approved by the Select Board. As outlined in the Select Board meeting packet (page 20), the Town Manager will work with the Planning Department to explore potential zoning amendments to support better coverage across Sudbury. Any recommendations will come before the Select Board for public discussion and consideration.
Investing in infrastructure improvements like enhanced cell service is essential to meeting the evolving needs of our community. Sudbury residents deserve reliable connectivity, and I am committed to supporting solutions that strengthen our town’s infrastructure and keep us all connected.
Learn more about Planning Board discussions related to wireless service here: Planning Board – Meeting of April 23, 2023.
Should the Town continue to operate a transfer station? Why or why not?
The transfer station provides a valuable service to many Sudbury residents, but it is essential to evaluate its long-term sustainability and explore options for increased efficiency. The operational costs of the transfer station are significant, and maximizing cost-effectiveness must be a priority. One potential cost-saving measure would be to regionalize the transfer station to share operational costs, while reducing expenses. This regional approach could maintain service levels while optimizing efficiency.
At the same time, the Energy and Sustainability Committee has been discussing a transition to a single-hauler system for curbside waste collection. A single-hauler system could reduce the number of large waste trucks on Sudbury’s roads, cutting emissions, reducing wear on roadways, and potentially lowering costs for residents.
Ultimately, the Select Board should seek a recommendation from Town Administration on the best course of action, considering:
- Financial sustainability—how can we reduce costs while maintaining service?
- Environmental impact—would a single-hauler system significantly reduce Sudbury’s carbon footprint?
- Resident preferences—what system best meets the needs of those who rely on the transfer station versus those who prefer curbside pickup?
By taking a proactive, data-driven approach, the Town can make an informed decision that balances financial responsibility, environmental impact, and community needs.
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?
Misinformation and disinformation pose growing challenges for local governments, eroding trust and creating confusion. I recently watched the Massachusetts Municipal Association (MMA) webinar on combatting misinformation, which emphasized the importance of transparency, proactive communication, and community engagement.
Sudbury has already taken many positive steps to foster clear, reliable communication, including:
- Maintaining a centralized website and official Facebook page where residents can find accurate, up-to-date information.
- Holding public forums and office hours to provide direct engagement opportunities.
- Offering FlashVote to gather community input on important issues.
- Allowing public comment at Select Board meetings and ensuring Select Board members remain accessible to residents.
However, there is always room for improvement. The Town could enhance communication efforts by:
- Proactively addressing misinformation head-on—when false information spreads, providing an immediate and fact-based response.
- Expanding public education efforts on how residents can access accurate information and verify sources.
- Strengthening partnerships with community organizations and local media to ensure important messages reach all residents.
Building and maintaining trust in local government requires constant effort, transparency, and open dialogue. If re-elected, I will continue to advocate for expanding our communication efforts, increasing accessibility, and ensuring that all residents feel informed and engaged in the decisions that impact them.
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?
Throughout my decade in public service, I have occasionally encountered situations where seeking guidance from the State Ethics Commission was the best way to ensure I upheld the highest ethical standards. Massachusetts provides public officials with a valuable resource for navigating potential conflicts of interest, and I have always been proactive in using it to maintain transparency and public trust.
For example, during my time on the School Committee, I consulted the Ethics Commission and filed the necessary disclosures when decisions intersected with my children’s education. Similarly, as a Select Board member, I have disclosed potential connections to my family’s business to avoid even the appearance of impropriety.
These experiences have reinforced the importance of honesty, transparency, and seeking expert advice when needed. Ethical questions can arise in public service, but how we address them defines our leadership. By following the law, utilizing available resources, and always prioritizing the community’s best interests, I strive to serve Sudbury with integrity and accountability.
For residents interested in learning more, ethics disclosures are public records available through the Town Clerk’s office — an important aspect of the transparency that helps build and maintain trust in local government.
Thank you again to the Sudbury Weekly for the opportunity to provide answers to these important questions. In the event anyone has additional questions, I have several meet and greet opportunities in person and virtually where I am happy to engage with community members. https://golisa.org/meet-lisa Community members can also email me questions or request a campaign sign at Lisa@GoLisa.org I look forward to working very hard to earn our residents votes on March 31st!