Thoughts in Return? A Q&A with Radha Gargeya, Select Board Candidate

[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?

My priorities for Sudbury are clear: responsible financial management, enhancing quality of life with a commitment to inclusion, and fostering thoughtful economic development.

Financial Responsibility and Long-Term Planning

Budgets and long-term plans must be transparent, well-communicated, and disciplined. Leadership should set clear missions and objectives, informed by the needs and requests of each department. A well-structured long-term capital plan is essential, providing a roadmap for sustainable growth. When urgent needs arise, cost centers must collaborate respectfully to address them while keeping town finances within established guidelines.

Enhancing Quality of Life

Sudbury’s exceptional quality of life is defined by our outstanding schools, sustainability efforts, and abundant open space and recreational opportunities. Through my work on the Sudbury 250 Committee, LS School Committee, and Sudbury Walkway Committee, I’ve delivered results across these areas. I fully support the town’s ongoing energy and sustainability initiatives and will advocate for the swift completion of the Open Space and Recreation Plan.

Commitment to Inclusion

My unwavering promise is that all residents are welcome, valued, and respected. Inclusion is not just a principle I support — it’s a core value that guides my work. I will continue to champion policies that promote equity and foster a sense of belonging for everyone in our community.

Smart, Sustainable Economic Development

We must thoughtfully spur economic development to diversify our tax base, increase town revenue, and ease the residential tax burden. Revitalizing our Route 20 commercial corridor is a key opportunity to create a vibrant, thriving business district. I envision a phased approach to development — short, medium, and long-term — to ensure sustained growth.

To attract businesses, we should create a one-stop “Business Hub” on the town website, consolidating all permitting and licensing information in one place, with a commitment to timely decisions. Streamlining this process will show prospective businesses that Sudbury is a welcoming place to invest and grow.

Working Together for Sudbury’s Future

My vision is for a Sudbury that thrives and remains strong, inclusive, and safe; where our children grow and learn, where all of us enjoy the recreational spaces, and where we preserve our environment – and we do so in a fair, responsible, and respectful way.

Please visit RadhaForSudbury.com – driving EXCELLENCE and EFFICIENCY with EXPERTISE.

I humbly ask for your support and your vote in the upcoming Annual Town Election on Monday, March 31.

What’s something a nearby municipality is doing that you think Sudbury should consider? 

There are two initiatives from neighboring municipalities that Sudbury should consider: the implementation of electric school buses and the development of a sewer project.

Towns like Acton and Concord have introduced electric school buses, which offer numerous benefits. They help improve air quality, reduce pollution, and provide students with valuable hands-on learning experiences in conservation and sustainability. I’m pleased that Sudbury’s Town Manager Sheehan, and Superintendents Crozier and Stephens are already exploring this option for our town. With available state and manufacturer grants, transitioning to electric buses is financially feasible. Over a 10-year period, the total cost of ownership is lower than that of diesel buses, and the electric buses’ range meets the needs of our routes.

Additionally, Littleton recently secured a $4 million grant from the Massachusetts Executive Office of Economic Development through the innovative Community One Stop for Growth funding program. This grant is being used to support critical sewer infrastructure to facilitate the redevelopment of a commercial parcel. Littleton also undertook a thorough Comprehensive Economic Development Strategy Plan to guide this work. I’m happy to see that Sudbury’s Planning and Community Development Department, under the leadership of Director Burney, is conducting a similar study of the Route 20 Corridor with the help of a consultant to explore opportunities for economic development in our town.

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? 

The declaration of a climate emergency at the 2022 Annual Town Meeting was a pivotal moment for Sudbury, marking our commitment to urgent action on climate issues. It was a strong and clear statement. In fact, long before this declaration, the Sudbury Select Board took a progressive step by approving the installation of a solar farm near the Transfer Station in 2013. Additionally, as Chair of the Lincoln-Sudbury School Committee, I spearheaded the installation of the L-S Solar Canopy, which has saved the district over $1 million to date.

Sudbury’s Energy and Sustainability Committee has demonstrated passion and clear vision, successfully advancing our efforts in energy conservation and renewable energy. I’m particularly glad the town created the Sustainability Coordinator role to drive proactive initiatives and deliver results in both cost savings and sustainability.

Sudbury has developed a CMAP (Climate Mobilization Action Plan) to serve as a strategic plan to focus on Energy, Resilience, Governance, Water, Mobility, Waster, Facilities and Buildings, and Natural Resources. We must continue to make good progress along this plan.

Energy and Sustainability Committee Chair Alwan has presented a comprehensive summary of the initiatives and plans at the 1/14/2025 Select Board meeting.

If elected, I will bring my experience to continue supporting these efforts. It’s crucial that we keep pushing forward to reduce greenhouse gas emissions and save taxpayer dollars. Every step matters, whether it’s lowering emissions or contributing to the several million dollars Sudbury has already saved through sustainability initiatives. I will listen, learn, and work collaboratively to ensure these efforts remain at the forefront of our town’s priorities.

How should Sudbury ensure it remains a welcoming and inclusive community for all residents, including transgender and gender-diverse people?

Sudbury has long prided itself on being a community that welcomes and nurtures all people. From the Revolutionary War, when women and people of color, often despite the odds, participated in shaping our nation, to today, Sudbury has consistently been a place where all residents are valued. However, this welcoming spirit doesn’t happen automatically—it is up to each generation to uphold and expand these inclusive values.

Throughout American history, progress has been made with movements like women’s suffrage, civil rights, and the fight for gay and lesbian equality. Continuing this tradition, I am proud that Sudbury has taken steps to ensure our town is a welcoming space for all, including transgender and gender-diverse individuals.

Inclusion requires more than good intentions—it requires action. This responsibility falls on all of us, and it’s essential that our town leaders lead by example. Prejudice often starts when people are misunderstood or treated as “other.” The path to changing hearts and minds is not through condescension or mandates, but through compassion, open dialogue, and education. With clear leadership, we can foster a culture of understanding, where every resident feels seen, respected, and included.

Should the Town use more of the operating budget to fund the Park and Recreation Department? Why or why not?

Sudbury residents benefit from our parks and recreational opportunities, whether through physical activity, team sports, or creative and cultural activities. These programs not only support our physical and mental well-being but also foster community connections and contribute to the local economy.

The Park and Recreation Department utilizes both enterprise and revolving funds where receipts typically cover expenses. Additionally, it receives a small allocation from the town’s budget—just 0.46% of Sudbury’s FY’25 budget. During their compelling presentation to the Finance Committee on November 18, 2024, the Park and Recreation Commission provided a clear overview of their operations and financials, offering to collaborate with town officials to address any funding needs.

I have confidence that the Town Manager, Finance Director, and Park and Recreation Director will continue working together to ensure the department’s financial needs are met, while balancing the town’s fiscal responsibilities. The mission of the Park and Recreation Department is vital to the well-being of our community, and I trust that all parties will strive to support it responsibly.

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?

Considering an override is one of the Select Board’s most significant responsibilities. It demands careful deliberation, full transparency, and a commitment to protecting the town’s financial stability while preserving essential services. I view every public dollar as a sacred trust, and if elected, I will follow a structured, step-by-step process:

1. Transparent Communication: Keep residents informed with clear explanations of the town’s financial position and factors driving the potential need for an override.
2. Budget Review & Projections: Analyze current and future budgets to understand long-term fiscal pressures.
3. Revenue & Expense Analysis: Assess known revenue streams, expenses, and contractual obligations.
4. Scenario Planning: Model best-case, worst-case, and likely scenarios to anticipate financial outcomes.
5. Identify Shortfall Scenarios: Distinguish between short-term gaps and long-term structural deficits.
6. Collaborative Evaluation: Work with the Town Manager, Finance Director, fellow board members, and the Finance Committee to explore all alternatives.

If a shortfall is temporary, we should first explore reserves or non-override solutions. For long-term deficits, we must carefully examine all budgets to identify savings without compromising core services.

During my time as chair of the LS School Committee, we avoided an override through budget adjustments and collaboration with both Select Boards and Finance Committees. When an override was necessary, we ensured residents were informed through public forums and open discussions.

If elected, I will bring this same balanced, transparent, and community-driven approach to the Select Board, ensuring every option is considered before pursuing an override.

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? 

The Isotrope consultant’s findings, presented at the 4/23/2024 Planning Board meeting, highlighted that large portions of Sudbury experience “marginal” cell service, with only a few areas showing good coverage. Notably, even areas with strong coverage can degrade under high demand from phones and devices connecting to distant towers.

Reliable cell service is essential for public safety, remote work, and overall quality of life. The Town should take an active role in improving coverage while balancing community concerns around aesthetics, setbacks, and environmental impact. A thoughtful approach could include:

• Expanding Wireless Overlay Districts: Broaden areas where cell towers are permitted to increase coverage options.
• Exploring Non-Residential Zones: Prioritize commercial or industrial areas for new installations to minimize residential impact.
• Site-Specific Evaluation: Assess potential sites based on performance metrics and dimensional criteria to optimize coverage.
• Small-Cell Technology: Leverage utility poles along main roads to host small-cell equipment, filling coverage gaps without requiring large towers.
• Federal Law Compliance: Streamline processes for ‘eligible facilities requests’ in accordance with Section 6409(s) of the Telecommunications Act to expedite improvements.

Collaboration with carriers, residents, and state agencies will be key to finding solutions that enhance service while respecting Sudbury’s character. By proactively addressing this issue, the Town can ensure reliable coverage for all residents, businesses, and visitors.

Should the Town continue to operate a transfer station? Why or why not?

As a regular user of the transfer station, along with many other Sudbury residents, I believe it provides an essential service to both our community and the environment by offering convenient, well-organized recycling options. It’s easy to stop by while running errands, and it’s a great place to connect with neighbors.

Looking at the Town Manager’s budget proposal, it’s encouraging to see a steady, modest increase in the Transfer Station Revolving Fund over the past three years. For FY’24 (actual), FY’25 (appropriated), and FY’26 (recommended), the expenditures are projected at $300K, $330K, and $347K, while receipts and reserves match at $316K, $330K, and $347K, respectively. This balanced financial outlook demonstrates the transfer station’s sustainability. Additionally, the staff running the facility is knowledgeable and attentive, ensuring smooth operations.

I believe the town should continue to monitor the operations of the transfer station and work to promote it to residents who may not yet be aware of the service. 

However, for those who find it difficult to use the transfer station due to busy schedules, I am pleased to see the Energy and Sustainability Committee exploring a preferred waste hauler model. This approach, similar to how we choose electricity providers in Sudbury, will allow residents to select their waste hauler, leading to lower costs through economies of scale and reducing the traffic impact from multiple haulers on our streets.

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?

As misinformation threats grow, Sudbury can take proactive steps to ensure residents have access to accurate, reliable information. Building community resilience requires strategic communication, education, and collaboration.

Strengthening Communication and Response:

• Establish Crisis Communication Plans: Set clear protocols to address misinformation swiftly.
• Train a Response Team: Equip staff to correct falsehoods and share verified information.
• Monitor Key Topics: Track critical local issues to catch and counter misinformation early.
• Partner with Fact-Checkers: Collaborate with reputable organizations to validate information.
• Coordinate Messaging: Ensure officials, board members, and community leaders share consistent, accurate messages.
• Collaborate with Neighboring Towns: Share strategies and resources for managing misinformation.

Promoting Information and Digital Literacy:

• Launch Literacy Campaigns: Teach residents to identify reliable sources and misinformation tactics.
• Host Digital Literacy Workshops: Offer sessions at locations like the Goodnow Library or Fairbank Community Center, led by local volunteers or students.
• Introduce Detection Tools: Provide resources to help residents fact-check online content.

Misinformation spreads quickly and can undermine public trust and local governance. By fostering an informed, media-literate community, Sudbury can safeguard the integrity of public discourse and ensure decisions are guided by truth and transparency.

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?

After earning my master’s degree in electrical engineering and computer systems, I began my career at a company where I applied computer science to solve commercial challenges. I thrived there — learning extensively about operating systems and networking, receiving promotions, and even being entrusted to train fellow employees and customers. The company invested in my growth, and I felt valued and supported.

Early in my career, I faced a life-changing decision: I had the opportunity to pursue a Ph.D. in Computer Science at the Illinois Institute of Technology in Chicago. But accepting this opportunity meant resigning from a company that had been exceptionally good to me — one that had nurtured my development and accelerated my career. I wrestled with the dilemma: Should I leave a place that had given me so much, or step into the unknown to further my education?

After deep reflection, I chose to pursue my doctorate. This decision ultimately led me to start with an academic career, where I joined the computer science faculty at Boston College and later taught part-time at Northeastern University. In many ways, teaching and training has been my way of giving back — repaying, in a small part, the investment that my former colleagues and mentors made in me.

This experience taught me that when faced with two ethically sound paths, it’s essential to pause, reflect, and make a mindful choice. And once that choice is made, we can honor the path not taken by paying forward the kindness, knowledge, and opportunities we received to help others along their journeys.

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Thank you for the opportunity to answer these questions.

I am ready to listen and engage in conversations with you. Please visit RadhaForSudbury.com to contact me and to learn more about the issues, my service, and my thoughts. 

Please contact me at [email protected]