Voter Guide

Please describe your professional background and education.

Graduated from Suffolk Law in 1998; Completed MBA courses at Babson F.W. Olin Graduate School of Business; Attorney; Market Director for an engineering firm specializing infrastructure design and development (telecom, fiber, EV, utility, edge data centers).

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

Planning Board — Appointed and Elected (7 Years); Recreation and Parks — Elected (3 Years); Town Charter Committee (2 years) — Appointed. Over 10 years combined experience.

What are the primary issues motivating your candidacy?

I want to help solve our town’s challenges on a broader scale and find solutions to unite us as one community. We need to bridge communication and collaboration gaps at every level: among town officials, boards and commissions, and the community. The divisive way we sometimes tackle issues costs the town time and money. We need to challenge each other to reach common ground.

I moved to Marblehead fifteen years ago. Since that time, I have served on various elected and appointed town boards for nearly a decade. My time on the Planning Board, Charter Committee (Vice Chair), and Recreation & Parks (Chair) has given me a unique perspective on how our town operates. Serving on the Town Charter Committee helped me better understand Marblehead’s governing structure and the value of keeping it intact. On the Recreation and Parks Commission, the commission has worked on the restructuring of the department, including the creation of a policies and operations manual, as well as continues to work on large scale initiatives such as the Reynolds project, Seaside Park, Devereaux Beach improvements and budget related items.

Why should voters elect you?

People. Process. Policy. I do not have a political agenda. I volunteer my time to the town because I believe Marblehead is a special community and I want to help find solutions to our challenges. I am about progress and results — not division. I approach issues with an open mind and commit to apply a fair, reasonable and collaborative mindset. My decision-making process is driven by fact-based information and not political affiliations. Here to get things done.

What tier of the override do you support, and what about the trash collection? Why?

I support stabilizing the town’s financial situation and services while holding ourselves accountable. We must take a measured approach to raising taxes. Balanced stewardship is required. I attended the Super Saturday session that the Finance Committee held with all departments. I am confident the town needs an override. That said, high-level presentations communicating the budget to the community seemed hurried and unclear, causing some confusion and distrust regarding the overall process. I support Tier 2 while committing to exploring ways to run the town more efficiently and find creative ways to increase revenue.

Regarding trash collection, solid arguments exist on both sides. I may support the override, but I also see the opportunity in a fee-based structure to allow people more choice. Regardless of the community’s decision, I recommend applying lessons learned from the last trash collection override.

The fiscal 2027 budget addresses a structural gap through a combination of one-time funds, reserves and a Proposition 2½ override question. How would you approach the years that follow once one-time funds are no longer available?

The work to prevent a future structural gap needs to start now — we need to come together, brainstorm with creative thinking and keep an open mind on new ideas to reduce costs and/or increase revenue. No stone should go unturned. We need to be proactive — we cannot wait until we are hit with what feels like “no-choice” decisions.

The town has significant capital needs in parks, public buildings and infrastructure, with limited funding sources for full project completion. How would you prioritize among competing capital projects?

Bring all stakeholders to the table — including community feedback. Listen to all viewpoints, identify any safety and accessibility related projects, and prioritize all projects based on overall benefit to the community and available funds.

A committee is reviewing Marblehead’s town charter and is expected to deliver recommendations during the next term. What process would you use to evaluate and act on charter recommendations?

Based on my extensive time on the Town Charter Committee, my recommendation to the board would be not to move forward at this time. The due diligence that took place over the last two years, to understand Marblehead’s current governing structure, is best served being applied to finding efficiencies in our town’s administration. The decentralized structure we have in place will work with the right leadership and a collaborative mindset across all stakeholders. Notwithstanding this opinion, I will remain open-minded to the opinions of other board members in evaluating next steps.

Please describe your professional background and education.

Graduated Wheaton College, major in Mathematics and Economics. I worked for over twenty-two years in the investment and banking industry including Fidelity Investments and Bank of America. In 2004 I founded a real estate business on the North Shore focusing on multi-family property development and management.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

I served on the Marblehead School Committee from 2016–2020 and 2023–2026. I am currently on the Marblehead Housing Authority Board of Commissioners and serve as Chair. I was an active parent volunteer in the Marblehead Public Schools for many years and served in parent leadership roles at the Eveleth, Village, Veterans and High School parent councils. I also served as Chair of SEPAC (Special Education Parents Advisory Council). I am an active parishioner at Our Lady, Star of the Sea Church and a member of the Clifton Heights Improvement Association.

What are the primary issues motivating your candidacy?

Marblehead is facing a genuine fiscal crisis, and the decisions made in the next few years will determine whether this town remains affordable for working families and welcoming to the next generation. That urgency is what motivated me to step forward.

Our structural deficit can no longer be addressed with temporary patches. We need disciplined, zero-based budgeting, a five-year capital and operating forecast, and a rigorous review of every expense line and every available revenue source. Residents deserve radical transparency, with financial data presented in plain language so every taxpayer understands exactly where their money is going. And affordability must be protected, especially for those on fixed incomes who feel every tax increase most acutely.

Why should voters elect you?

I have already done this work. I am not asking voters to take a chance on what I might do; I am pointing to what I have already delivered. In my most recent term on the School Committee Budget Subcommittee we presented a budget aligned with the Finance Committee’s recommendations, navigating declining enrollment while holding the administration accountable for every line item. With many years as an executive at Fidelity Investments and Bank of America and over two decades running my own business, financial management and fiscal discipline are not a learning curve for me. It is my wheelhouse.

I grew up here, raised my children here, and have volunteered in this community for decades. My commitment to this town is not a campaign promise. It is my life.

What tier of the override do you support, and what about the trash collection? Why?

The override questions are already on the ballot, and residents will be asked to make a decision on June 9th. I recognize that after years of spending down our reserves, raising the tax levy to increase revenue may be an unfortunate but necessary step. I am wrestling with this decision, as the process has not been as transparent or well-structured as it should have been.

In 2025, voters overwhelmingly expressed that they wanted a menu of items so they could specifically decide where their money should go. That message deserved to be heard and respected, and I regret that the current override is not being conducted in that fashion.

What I can commit to is this: if Marblehead votes to raise the levy, and I am elected to the Board, I will fight to ensure that the additional revenue is used to provide meaningful relief, including funding the areas of greatest need, while allowing the time necessary to do the hard work properly.

Waste collection costs will be passed on to residents this year either in the form of a fee or an increase in taxes. If Question 4 passes, I will work to ensure those funds and their annual Proposition 2½ increases are earmarked for waste collection and not folded into the general fund. That did not happen after the 2005 trash override.

The fiscal 2027 budget addresses a structural gap through a combination of one-time funds, reserves and a Proposition 2½ override question. How would you approach the years that follow once one-time funds are no longer available?

The time to plan for the years ahead is right now, not when we are standing at the edge of the cliff. One-time funds and reserves are not a strategy — they are a delay, and that delay is nearly over. My priority will be advocating for a five-year capital and operating forecast so that the town is anticipating and managing challenges rather than scrambling to respond to them.

I will also push for a rigorous zero-based budgeting process across all town departments which means every department must justify every dollar from the ground up each year, rather than simply rolling forward last year’s numbers with incremental increases. No assumptions, no autopilot, no sacred cows. Every expense must earn its place.

The town has significant capital needs in parks, public buildings and infrastructure, with limited funding sources for full project completion. How would you prioritize among competing capital projects?

Prioritization must be rooted in a data-driven, disciplined, and transparent process — not by which project has the loudest advocates or the most political momentum. I would push for a comprehensive capital needs inventory with honest, independent condition assessments and realistic cost estimates for every project on the table. From there, projects should be evaluated against clear, consistent criteria: public safety risk, legal or regulatory obligation, the true cost of deferral versus acting now, and alignment with the town’s long-term financial plan.

But fiscal analysis alone is not enough in Marblehead. This is a town with extraordinary history, character, and beauty — and our capital decisions must reflect that.

A committee is reviewing Marblehead’s town charter and is expected to deliver recommendations during the next term. What process would you use to evaluate and act on charter recommendations?

I respect the work the charter review committee is doing, and I will review their recommendations carefully and with an open mind. But I want to be direct with residents about where my priorities will be focused during this term. Regardless of how the override questions are resolved, the Select Board will have an enormous amount of urgent work ahead.

What I would prioritize in the near term is something more achievable and immediately valuable: a thorough effort to make Marblehead’s existing town bylaws easily accessible and fully indexed online. Every resident should be able to go to the town website, search for a topic, and find a clear answer to how something is done in this town without having to call Abbot Hall or hire a lawyer.

Please describe your professional background and education.

Attorney.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

Select Board Member since 2021.

What are the primary issues motivating your candidacy?

I want to continue moving Marblehead forward and help deliver town services that the residents deserve and expect.

Why should voters elect you?

Over my time on the Board, I have worked to address the town’s financial challenges and structural deficit, as well promote strategic planning for operational and infrastructure needs. I work hard and always keep the best interests of the town forefront in my decision-making. I’ve developed strong working relationships with town department heads and numerous elected and appointed officials because I believe collaboration produces the best results. I work to build consensus, but I’m willing to take a firm stand when doing what’s right isn’t easy.

What tier of the override do you support, and what about the trash collection? Why?

I will be voting Yes on Questions 1, 2 and 3 because I support Question 3, the $15 million request spread over 3 years. I want to be clear that Question 3 is not a wish-list for a “Cadillac” version of town services. Rather, a Yes on Question 3 simply restores the town to 2020 service levels, funding everything in Questions 1 and 2 plus additional investments in public safety, capital needs, schools and other town departments.

On public safety, Question 3 funds a total of 3 police officer positions and 4 firefighter positions. The four firefighter positions return the Marblehead Fire Department to its 2020 staffing levels and should have an impact on reducing overtime costs. On the police side, the department currently has 31 officers — down from 32 prior to fiscal 2025, which was already the leanest department on the North Shore. Question 3 would bring the total to 33 officers.

Question 3 also restores a number of positions and programs that were cut in recent years. It brings back the DPW Foreman and Specialized Heavy Equipment Operator position. It restores the special education program for 18–22 year olds that was cut during Covid. It also restores mental health funding for the Marblehead Counseling Center and returns curriculum and professional development funding to the school budget.

Question 3 also dedicates $1.5 million to town and school capital needs covering building repairs, vehicle purchases or leases, and ongoing maintenance of town equipment. There are currently between $8 and $11 million in identified projects waiting on this funding, including the Jacobi Center sunroom and library renovation, an elevator for the Old Townhouse, improvements to the Chandler Hovey Park Pavilion, replacement of aging school buses, and rehabilitation of Castle Rock Park.

The only new position added in Question 3 that was not contained in prior budget years is the grant writer position. This position will help us secure outside funding and reduce reliance on property taxes.

The fiscal 2027 budget addresses a structural gap through a combination of one-time funds, reserves and a Proposition 2½ override question. How would you approach the years that follow once one-time funds are no longer available?

I will continue to look for ways to increase revenues and reduce costs wherever possible. I served on the Select Board in 2024 when we proposed, and Town Meeting adopted, a 0.75 percent local meals tax and a 6 percent local room occupancy tax to capture additional revenue. They have the potential to generate an additional $480,000 per year here.

Additionally, in 2024 the Select Board proposed, and Town Meeting approved, the creation of the Community Development and Planning Department. In the past two years, this department has secured $1.9 million in grants and is currently managing 35 active projects.

The town could also realize meaningful new revenue by promoting responsible development in appropriate areas. I support creating a smart-growth overlay zoning district under Chapter 40R, which requires that 20 percent of new housing be affordable and provides financial incentives from the state for participating municipalities. We should also restore unused public property such as the Coffin school to the tax base.

This past year, I began speaking with elected officials from other boards to explore ways we might create efficiencies in our operating costs. For example, several departments currently perform landscaping work across town, including Recreation and Parks, the Cemetery, Highway and the Waste Department at the transfer station. I am committed to continuing to work with colleagues and town department heads to explore how this responsibility might be better coordinated in terms of staffing and equipment.

The town has significant capital needs in parks, public buildings and infrastructure, with limited funding sources for full project completion. How would you prioritize among competing capital projects?

The process of prioritization for capital projects involves the communication between the Community Development and Planning Department, the Building Department, individual Department Heads, as well as the town administrator. In addition, we incorporate the Capital Planning Committee to assess larger projects. Currently, we are in the process of updating our Capital Improvement Plan, a strategic outline of our long-term (5–10 year) infrastructure needs, cost estimates and funding mechanisms.

A committee is reviewing Marblehead’s town charter and is expected to deliver recommendations during the next term. What process would you use to evaluate and act on charter recommendations?

The Select Board will receive the proposed Charter and present it to Town Meeting. If approved by Town Meeting, the proposed charter is submitted as a special act to the Massachusetts Legislature. If approved by the Legislature the Charter then proceeds to a town election for ratification.

Please describe your professional background and education.

I’m a graduate of Marblehead High School. I have worked in local real estate for almost 40 years.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

My first municipal appointment was to a Regionalization Study Committee with Swampscott. Following that, I served several years on the Capital Planning Committee, as a member and chairperson, the Sea Wall Study Committee and the Fireworks Committee. I am currently the Chief Shellfish Constable and elected town moderator. I have also served and presided over several of Marblehead’s large nonprofit organizations which include the Marblehead Rotary Club, Goldthwait Reservation Trust, Marblehead High School Interact Club and the Marblehead Museum.

What are the primary issues motivating your candidacy?

As Moderator, I am motivated by procedure and not issues. My primary motivation is to provide a well organized, fair and accessible space for the deliberation and decision making forum of Town Meeting.

Why should voters elect you?

I love Marblehead and have a keen interest in our stability and governance structure. I have been a regular Town Meeting attendee for over 40 years and serve the legislative body of Town Meeting well by being a constant student of our municipal policies, procedures and finances.

The May 4, 2026, single-night Town Meeting saw a noticeable share of the 1,386 voters leave after Article 29 passed, prompting a reminder that the 300-voter quorum was at risk before the warrant was finished. How would you weigh the appeal of a single-night format against the risk of losing quorum on later articles?

Town Meeting should be run efficiently but never compromised by correlating a time allotment as a gauge. Marblehead has one of the highest quorums in the state and I hope that recent interest in our meeting continues our tradition of achieving that quorum.

Speakers at recent meetings have raised concerns about article reordering jeopardizing quorum on lower-profile but essential warrant items. How would you decide when to allow reordering motions, and how would you communicate those decisions to first-time attendees?

Although statute allows a moderator to regulate the proceedings, I will yield, in most cases, to the will of the assembly. There are a few different procedural approaches to altering the order of the meeting but the final call is typically up to the consensus of the meeting.

The town offered free child care during the May 4 meeting at the Jacobi Community Center for kindergarten through grade six. What other accessibility steps would you take to lower the barrier for parents, working residents and people with mobility limitations?

It is a priority to accommodate anyone with limitations who wish to participate in Town Meeting. Town Meeting is a privilege which can come with sacrifice in order to participate. The addition of childcare was a big change and it was embraced and well managed by our Recreation and Park Department. The MHS Field House has given us a better venue for accessibility and we added hearing assist devices with the new sound system this year. I am always seeking ways to improve and open to suggestions.

Citizen petitioners filed four articles for the 2026 warrant, including three sponsored by a Housing Authority commissioner. What assistance would you offer petitioners on language and structure without crossing into advocacy on the merits?

My greatest honor as Moderator is working with citizens who want to learn more about Town Meeting or would like to accomplish a goal through the practice of submitting an Article to the Warrant for consideration at Town Meeting. Once the Warrant is opened, I submit a column to the local papers, welcoming citizens to reach out to me at any time. I also mention that there are nuances that can impact the validity of the citizen’s intention for action at the meeting. My role requires neutrality, consistency, and fairness to all. The Moderator’s job is to ensure that the process is impartial.

In your eyes, what is the role of Town Moderator?

The most important role of the moderator is to provide guidance to citizens. Whether it is questions about the legislative process or based in an interest to achieve a goal through submission of an article, there are many nuances which, through my experience and knowledge of the town, I can provide guidance and clarity on. Another important role is to protect the integrity of Town Meeting and ensure that the process is fair, orderly, and accessible to everyone. The moderator should foster an environment where voters can deliberate differing opinions respectfully while ensuring meetings are conducted efficiently and within state law and our town bylaws.

Please describe your professional background and education.

I have a Bachelor’s Degree from Wentworth Institute of Technology in Interior Design. I worked as an Interior Designer, focusing the last several years on project management of multimillion dollar projects. I transitioned to working at home after having my fourth child. Currently I am committed to several volunteer positions in the community and raising our six children.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

Marblehead School Committee, two terms (Budget Subcommittee chair for 5 years; Facilities Subcommittee chair for 6 years; Superintendent, Assistant Superintendent, Principal Search Committees; School Committee Chair from 2022–2024); Gerry / Brown School Building Committee; Bell, Coffin, Veterans and Brown School Advisory Councils; Bell School PTO Board; Aspire Early Intervention Parent Representative 2011–2024.

What are the primary issues motivating your candidacy?

I have been following the town wide budget crisis and all the School Committee meetings since I came off the School Committee last year. My passion for the Marblehead Schools and its students is no secret. Over the past month I have become increasingly concerned with the lack of support our current School Administration has had regarding their recommendations for the school budget. With the current terms ending on the School Committee there will be a void of knowledge regarding the school budget which accounts for 63 percent of tax payer dollars. I have always had a reputation of asking questions, digging into data and balancing students needs with accountability to taxpayers.

Why should voters elect you?

I have 6 years experience overseeing the School Budget, bringing a depth of knowledge which is unique to the current candidate pool. It is important for voters to keep in mind the expiring seats this term will leave the School Committee with no depth of school budget experience. I also have experience working with school administrators working towards a zero based budget. With the current financial reality of Marblehead it is imperative that the school department create a zero based budget and be able to clearly articulate where every dollar is going and how spending effects students.

The fiscal 2027 budget eliminates 18.25 full-time-equivalent positions, of which 9.3 are filled. Override Tier 2 would restore free full-day kindergarten at $671,408, and Tier 3 would add an in-district special education program for students 18 to 22 at about $500,000 in startup costs. If a tier passes, how would you sequence restorations and additions? If all tiers fail, where would you look next?

The current plan being presented does not return any of the eliminated positions to the schools at any tier.

Additionally Marblehead Public Schools previously had a wonderful in house program for our 18 to 22 year old students for several years while I served on the School Committee. I fully support making sure this program has an appropriate physical space and can run with needed resources and staffing. It is always best for students to be able to be educated in their home district as it is the least restrictive environment and financially responsible. The build out of a new space for the return of this program, however, is a one time expense. If elected, I would provide more transparency on where that funding is being allocated following the initial one time program building costs.

Marblehead is one of only a handful of communities in Massachusetts who do not provide free full day kindergarten. I do believe full day kindergarten is a necessary piece of public education. Regardless of the outcome of the override I will advocate for a zero based data driven budget process. At the last School Committee meeting the finance director provided year end projections including a projected $2 million dollar surplus. With the budget for half day kindergarten being an estimated $625,000–$650,000 yearly, a zero based budget and closer comparison to historic budgeted versus expended line items may likely allow for a phased in approach to making full day kindergarten free.

Enrollment has declined 24 percent since 2016, from 3,144 to 2,435 students, while the share of high-needs students has risen from 27 percent to 32 percent and licensed teaching positions are down 19 percent. How would you decide where to right-size and where to invest as the district shrinks in headcount but grows in complexity?

Budget is one of the three primary responsibilities according to Massachusetts General Law for School Committees. While the School Committee must vote and oversee the budget, the specific line items should be recommended by the Superintendent. Given the steep decline in enrollment it is imperative for the School Committee to charge the administration with developing a zero based budget which reflects the needs of a more complex yet smaller student body. It is only through the process of a zero based budget that the Marblehead Schools can become right sized.

Health insurance is set to move to the school side of the budget for fiscal 2028, and the contract that ended the November 2024 teachers strike remains in effect. What would you ask of the next round of contract talks given the cost pressures and staffing reductions already in the budget?

As I have advocated for in the past, I would ask to implement a health insurance buy out program which incentivizes employees going with their spouse’s health insurance plan rather than sourcing it from Marblehead tax payers. This provides a good benefit to both the town and the employee. While I have asked repeatedly for this to be available, it has not been an option for the School Committee to implement as the benefits have historically been controlled by the town side of the budget. With the planned migration of the benefits to be controlled by the schools for their own employees, this would allow for a health insurance buy out, benefiting employees and tax payers alike.

Essex Technical High School enrollment of Marblehead students rose to 27, more than double the prior year, with associated tuition costs flowing through the district budget. How should the committee plan for continued growth in out-of-district enrollment?

While the projected enrollment for the 26–27 school year is 27, it is important to note Marblehead’s allocated spots have actually risen to 35 which represents roughly 20 percent of the rising freshman class. As I have stated at several public meetings, being the first to bring this to the public’s attention, this will have a significant financial and class size implication. Over the next four years Marblehead High School will see a potential 20 percent decline in its enrollment driven solely from the change in Essex Tech’s enrollment process. At the same time that Marblehead will see a steep increase in its assessment for payment to Essex Tech, it will also see the potential to further right size staffing as class sizes will shrink by a potential 20 percent at the high school.

The high school roof and HVAC project came in at an $8.97 million low bid, about $2 million below budget, with Homer Contracting awarded the work. How would you decide what to do with savings on capital projects when the operating budget is under pressure?

The high school project was a debt exclusion override. Any savings should be returned to the tax payers, thus reducing the tax rate. Debt exclusion overrides are very specific and funds should never be used for any purpose other than what they have been approved for.

The committee is responsible for evaluating Superintendent John Robidoux. What would you look for to decide whether he is doing a good job, and what would you do if you believed he was not?

First, I want to say I have had the opportunity to recruit, onboard and work with Superintendent John Robidoux and approve of the work he is doing. Through the evaluation process, it is the job of the school committee to evaluate the Superintendent’s progress on a specific set of goals that the committee sets each year. One of the most important parts of the evaluation process is the goal setting. It is imperative the School Committee set measurable goals so all evaluations can be data driven and the Committee can provide constructive feedback with backup citations of the measurable progress.

Please describe your professional background and education.

I am a former school teacher and administrator with over 25 years of experience working with children, teens and parents. I have developed and managed school budgets, created policies and worked collaboratively with school staff, school committee members and families. This is a powerful perspective I can bring to the Marblehead School Committee. I have education and management degrees from UMass Lowell.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

This is my first town volunteer position I am seeking. As a 2 parent working household, my and my husband’s focus was on helping out/volunteering for activities they were involved with. My husband is still very proud of the Cookie Dad badge he earned when my daughter was in Girl Scouts many years ago.

What are the primary issues motivating your candidacy?

I understand the critical need for strong and stable leadership. The Marblehead Public School system is the foundation of our community. The school committee has a responsibility to develop policies and approve budgets that have a direct, positive impact on students while being accountable to the community.

Why should voters elect you?

I have a deep understanding of public education and I am a collaborative, team focused leader.

The fiscal 2027 budget eliminates 18.25 full-time-equivalent positions, of which 9.3 are filled. Override Tier 2 would restore free full-day kindergarten at $671,408, and Tier 3 would add an in-district special education program for students 18 to 22 at about $500,000 in startup costs. If a tier passes, how would you sequence restorations and additions? If all tiers fail, where would you look next?

The school committee has stated that positions eliminated from the budget this year will not be restored. I believe them.

If passed, Tier/Question 2 and Tier/Question 3 initiatives provide the school committee and district leadership the opportunity to proactively plan as the initiatives will not be in place until the 2027–2028 school year (free full day Kindergarten) and the 2028–2029 school year (18–22 year old Special Education Program). The funds tied to Tier/Question 2 replace revenue lost through Kindergarten tuition payments. It does not require additional staffing to support this initiative. As a school committee member I would look to the superintendent and his team to present the plan they have developed for this transition. I do hope this Tier/Question is passed. Marblehead is one of the very few districts in the state of Massachusetts that does not offer free full day Kindergarten and the research is strong showing the academic and social emotional benefit of full day kindergarten.

Similarly, if Tier/Question 3 passes, I would look to the district leadership team, especially the Assistant Superintendent of Student Services, to provide a detailed implementation plan to the school committee. If passed, this initiative will require staffing to implement. An implementation plan for this initiative needs to include timelines, staffing and salary calculations and curriculum planning.

If all tiers/questions fail, the school committee will have to consider additional staff cuts that will be harmful to students. The district is legally obligated to provide specific services and programs to identified students. We can’t choose to disregard these legal obligations. That means there will be a direct impact on class sizes, electives offered, and extra curricular activities.

Enrollment has declined 24 percent since 2016, from 3,144 to 2,435 students, while the share of high-needs students has risen from 27 percent to 32 percent and licensed teaching positions are down 19 percent. How would you decide where to right-size and where to invest as the district shrinks in headcount but grows in complexity?

First, it is the rightful responsibility of the district leadership team, including the superintendent, assistant superintendents, and building principals to determine what professional and support staff can best meet the educational needs of the current student body. It is the role of the school committee to make sure the superintendent and his team are making the correct decisions. How does the school committee make sure of this? By having the district leadership team educate the school committee on this process and provide the data to support their staffing decisions. It is the role of the school committee to ask questions such as where enrollment declines are most prevalent, why, how should the district be right-sized, and what is the data supporting this.

Health insurance is set to move to the school side of the budget for fiscal 2028, and the contract that ended the November 2024 teachers strike remains in effect. What would you ask of the next round of contract talks given the cost pressures and staffing reductions already in the budget?

I don’t disagree that the school district’s share of health insurance costs should shift to the school side for budgeting purposes. Having all of the health insurance costs reflected in the town’s budget and then shifting that cost driver in the middle of budget decisionmaking this year was chaotic. With these costs now reflected in the school budget, the system is more transparent.

School staff are town employees and it is the town that opts into the GIC. The town is responsible for negotiating the health care cost split with the town’s PEC (Public Employee Committee). It is not the role and responsibility of the school committee to negotiate the health insurance split during contract negotiations.

I believe the last school contract negotiations were chaotic and adversarial. My position on teacher strikes is that they are illegal and are not in the best interest of students and the community. However, I believe that the school committee at the time of the 2024 negotiations was not prepared for negotiations and did not always bargain in good faith.

It is critical, looking forward to 2028, that the school committee is prepared and engages in good faith bargaining. The process should start early with the school committee having area salary comparisons and identified comparable districts, conducting early scenario planning and developing meeting schedules well ahead of the end of the contract and keeping to the schedule.

Essex Technical High School enrollment of Marblehead students rose to 27, more than double the prior year, with associated tuition costs flowing through the district budget. How should the committee plan for continued growth in out-of-district enrollment?

The opportunity for Marblehead students to attend the Essex North Shore Agricultural & Technical School is of great value, providing an instructional resource for career connected learning. The tuition costs for these students comes directly from Marblehead’s Chapter 70 funds it receives from the state. Over the past 10 years enrollment has been relatively stable.

This year, there has been a change in the admissions lottery rules which has resulted in approximately double the number of Marblehead students enrolling in the school. This provides a budgeting challenge for the district. However, with the new rule in place we now have a baseline for calculating costs. The school committee should use this new number as a planning tool to calculate anticipated costs for future budgets.

The high school roof and HVAC project came in at an $8.97 million low bid, about $2 million below budget, with Homer Contracting awarded the work. How would you decide what to do with savings on capital projects when the operating budget is under pressure?

The funds from the debt exclusion override to fix the high school roof is to be used for the roof project only. I support that. We are early in the project and we need to see if there are any additional costs related to the roof that are identified and may impact the final cost of the project. I expect the district to be transparent and communicate what those costs may be, if any.

The committee is responsible for evaluating Superintendent John Robidoux. What would you look for to decide whether he is doing a good job, and what would you do if you believed he was not?

The evaluation process for the superintendent should follow state requirements. I understand that Superintendent Robidoux is in the middle of his 2 year evaluation cycle. He has identified 4 goal areas including a professional practice goal, 2 district improvement goals, and a student learning goal. On the school committee website, each goal is summarized, a plan is in place to achieve each goal and data collection methods to measure the goals are described.

I look forward to participating in the formative and summative assessments to determine Superintendent Robidoux’s progress made on each goal, discussing his progress and providing feedback. This is how we use data driven decisionmaking to determine whether the superintendent is being effective in his job.

Please describe your professional background and education.

I’m a double major in Accounting and Finance from Villanova University and hold an MBA from Northeastern. I’ve spent nearly 20 years in finance and accounting, and I currently serve as a Chief Financial Officer.

In practice, that means I spend my days interpreting financial models, stress-testing budgets, negotiating contracts, and translating complex numbers into decisions that actually make sense for an organization. But just as much of the job is people — building relationships across an organization, navigating different personalities, and keeping everyone focused on the same goal without ego getting in the way. Good financial leadership isn’t just about the numbers; it’s about bringing people along.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

School Committee — 9 months.

What are the primary issues motivating your candidacy?

I’m not a lifelong politician. I’m a CFO and a mom who saw a moment where my specific skills could actually make a difference — and said yes.

Marblehead is in one of the most consequential budget moments I can remember. A Proposition 2½ override, a structural deficit, real cuts to programs and people. This is the work I do every day. I know how to read a budget, ask the hard questions, and make sure the numbers we put in front of the public are ones we can actually stand behind.

When I was appointed last September, the committee was just starting to turn the corner — rebuilding trust with the community and educators after a difficult period. I wanted to be part of sustaining that. We started publishing plain-language updates so residents could understand what was happening without having to show up to multiple meetings a month to piece it together.

What keeps me in this race is the long view. The one-time fixes we used to balance this year’s budget won’t be there next year. The structural pressure isn’t going away. Trust is still being rebuilt. I want to be in the room when those decisions get made — not just reacting to a crisis, but helping us get ahead of it.

Why should voters elect you?

Because I’m already doing the work — and I want to keep doing it.

Since being appointed to the School Committee in September, I’ve been inside the budget, communicating updates about what’s going on and building relationships with school, town, and our educators that make real accountability possible. This isn’t a learning curve I’d be starting from scratch.

I bring something specific to this role: nearly 20 years of financial and operational experience as a CFO, combined with a parent’s stake in getting it right. I have three daughters that will be in Marblehead schools for the next 15+ years.

The fiscal 2027 budget eliminates 18.25 full-time-equivalent positions, of which 9.3 are filled. Override Tier 2 would restore free full-day kindergarten at $671,408, and Tier 3 would add an in-district special education program for students 18 to 22 at about $500,000 in startup costs. If a tier passes, how would you sequence restorations and additions? If all tiers fail, where would you look next?

The tiers are clear about what’s included, and I support what’s in them. Tier 2 restores full-day kindergarten at $671,000 — a direct service to families that was cut. Tier 3 adds the 18–22 Special Education program at roughly $500,000 in startup costs, serving students with significant needs and no other local option.

On the 18.25 eliminated positions: the superintendent has been clear that these cuts are the right moves, driven by data and aligned to current and forecasted enrollment. The goal isn’t to second-guess that work — it’s to make sure whatever tier passes is implemented transparently, with clear milestones tied to the MOU so the community can see exactly how the money is being deployed.

If all tiers fail, what’s actually at stake is fiscal 2028. This year, we balanced the budget in part using a $1.5 million one-time Special Education prepayment. That money cannot be used again. So if the override fails, we enter next year’s budget cycle with that structural hole already baked in before addressing any new cost increases. We would be looking at losing another 30 to 50 positions on top of the 18.25 eliminated this year.

If we get there, I will be fighting to bring another override back to voters in the fiscal 2028 cycle.

Enrollment has declined 24 percent since 2016, from 3,144 to 2,435 students, while the share of high-needs students has risen from 27 percent to 32 percent and licensed teaching positions are down 19 percent. How would you decide where to right-size and where to invest as the district shrinks in headcount but grows in complexity?

Enrollment drives the headline number but it doesn’t tell the whole story. A district that has shrunk 24 percent in students but grown 5 points in high-needs population isn’t simply a smaller version of what it was — the complexity of what we’re asking educators to do has increased even as resources have decreased.

Right-sizing should follow enrollment data. The superintendent has done that work carefully and I trust the fiscal 2027 reductions reflect genuine alignment with where enrollment is and where it’s headed. But investing has to follow need, not just headcount. A 19 percent reduction in licensed teaching positions against a 5-point rise in high-needs students is a combination I’d watch carefully. Before any further reductions touch direct instruction or specialist support for those students, I’d want to see the data on caseloads and outcomes.

Health insurance is set to move to the school side of the budget for fiscal 2028, and the contract that ended the November 2024 teachers strike remains in effect. What would you ask of the next round of contract talks given the cost pressures and staffing reductions already in the budget?

Any negotiation has to start with an honest picture of what the district can sustain. Health insurance moving to the school side of the budget in fiscal 2028 is a significant cost shift that will be part of that picture. The committee owes it to both our educators and our taxpayers to go into that process fully informed — and to come out of it with an agreement that’s fair, transparent, and fundable without creating another crisis two years down the road.

Essex Technical High School enrollment of Marblehead students rose to 27, more than double the prior year, with associated tuition costs flowing through the district budget. How should the committee plan for continued growth in out-of-district enrollment?

What I’d push for is to not treat this as a surprise line item. Out-of-district enrollment trends are knowable. We should be modeling them as part of our long-range forecast the same way we model everything else. Beyond the numbers, I’d want to understand why families are choosing Essex Tech. If it’s program access we can’t replicate, that’s a planning reality. If there’s a perception gap about what MPS offers, that’s something we can actually work on.

The high school roof and HVAC project came in at an $8.97 million low bid, about $2 million below budget, with Homer Contracting awarded the work. How would you decide what to do with savings on capital projects when the operating budget is under pressure?

Keep the funds within the project until we’re confident in the final number. Construction projects have a way of surfacing surprises once work begins, and we’re not there yet. Once the work is substantially complete and we know what’s actually left, then return whatever is leftover.

The committee is responsible for evaluating Superintendent John Robidoux. What would you look for to decide whether he is doing a good job, and what would you do if you believed he was not?

Superintendent Robidoux has earned credibility with me through this budget process. He came in with data, made difficult recommendations, and stood behind them publicly. The committee already has a formal framework and goals we measure him against, and I think that structure is the right one. My job is to take that evaluation seriously, not as a rubber stamp, but as a genuine assessment of whether he’s delivering on what we agreed to together. If I had concerns, I’d raise them directly with him first. If concerns persisted or were serious enough, the committee has a formal process and that’s the right venue.

Please describe your professional background and education.

I graduated from Boston College in 1995 with a degree in Political Science with a concentration in Economics. Prior to leaving the corporate world in 2013, I spent nearly 20 years working with businesses to improve efficiencies, increase top-line revenue, and develop effective leaders. I was tasked with restructuring underperforming organizations to get them on the right trajectory.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

If elected, this will be my third term as a Recreation and Parks Commissioner. Prior to this tenure, I served as Treasurer and Scheduler for Marblehead Youth Hockey for six years and as a Board Member for The Friends of The Council on Aging for two years. I am also currently serving on the Marblehead 2037 Master Plan Committee.

What are the primary issues motivating your candidacy?

The team has accomplished quite a bit in the last three years, and I am very proud of the work that we have done. Now that the table is set for success, I believe we need to complete the Reynolds Park Refurbishment Project and execute our beautification and ADA compliance goals for our parks.

Why should voters elect you?

I have a proven track record of building collaborative teams and finishing projects. It is one thing to have great ideas, yet another to actually bring them to fruition.

What tier of the override do you support, and what about the trash collection override: do you support fee or override method for trash collection? Why?

I have watched every FinComm, School Department, and town budget meeting, and I am very, very angry and disappointed in how this entire process was rolled out. It has been rushed, not collaborative, and confusing. I agree that there is a structural deficit in town, but I would have addressed four things before asking the electorate for Tiers of this magnitude and permanency.

1. Approach union leadership on introducing an insurance buy-out option as part of their benefits package. There is precedent in both the public and private sectors for incentivizing employees to take their spouse’s benefits.
2. Work with Recreation and Parks, Cemetery and the Building Department to create and begin migrating a three-year plan to formalize a Facilities Department.
3. We have 306 more students than Swampscott, yet we have 2 more schools operating and Eveleth sitting idle. If the student population trajectory remains flat or declines, at least one of our schools will need to close in the near future.
4. Hire two to three additional firefighters to realize significant savings in overtime. This shouldn’t be part of Tier 2, as hiring these folks saves the town quite a bit of our million dollars in forced overtime, so it pays for itself.

None of these concepts can be addressed in a single budget cycle; the process towards significant realignments should have started a year ago. Some segments of town are indeed underfunded, and I am not willing to let those parts of the town go down the drain for the roughly $100 extra a month my family will have to pay in property taxes, but I respect that this is a personal choice. To that end, I am begrudgingly voting Yes on 1 and 4.

Under the no-override budget, the department loses a position and curbside trash service ends at 157 town locations, including park sites. Trash pickup would continue at beaches during the staffed season and at sites with active programming. How would you prioritize what stays and what goes if voters reject all three tiers?

The way town leaders formatted the Tiers means trash pickup only returns in Tier 3. Tier 1 maintains the position, but the $100,000 for the new trash truck does not come into play until Tier 3. So basically, Tier 3 has to pass, or there will only be trash pickup at beaches, staffed with seasonal help, and during Rec. and Park programming. I don’t agree with how this was done at all.

Old Burial Hill is maintained by Recreation and Parks rather than the Cemetery Department, and stone-cleaning practices have raised preservation concerns. What standards would you set for crews working around 17th and 18th century markers?

To tackle more things, the Commission breaks projects into working groups. Chris Kennedy is leading the charge on Old Burial Hill. He has been working with Brad Delisle, the Parks Director, and members of the community to improve the maintenance plan there. We should have a report on this shortly.

Phase 3 neighborhood improvements include 41 spaces, a Winslow Square redesign and Green Street sidewalks, separated from earlier phases to pursue federal accessibility grants. How would you sequence Phase 3 against Phase 2 if grant funding does not materialize?

It is too early to give a concrete answer to this, as we are only at the 30 percent design phase. Our team is working closely with the DPW and the town engineer on how the roadways can be improved once phase 2 is completed. Many of the roadway and sidewalk improvements require Chapter 90 funding and must be coordinated with the town timeline.

The commission has authority over fields, parks, programming and seasonal staff but works alongside the Department of Public Works and the Cemetery Department on shared sites. Where would you push for clearer jurisdictional lines, and where would you push for shared service?

The maintenance of every blade of grass and every brick on the town and school sides should be under the jurisdiction of a buildings and grounds department, which reports to a newly formed and elected Buildings and Grounds Commission. Massachusetts General Laws states that schools have jurisdiction over their maintenance, but there is precedent for schools to relinquish that jurisdiction to create a single, streamlined maintenance department.

Please describe your professional background and education.

I studied botany and have a Bachelor of Science in Ornamental Horticulture. I spent 12 years managing a 114 acre public garden with lots of public programming in Beverly, MA after graduating from college. Up until 3 years ago, I taught a basic botany class for 20 years at NSCC.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

I have served one term (one year) as a member of the Recreation and Parks Commission. I served several years on Sustainable Marblehead’s working group, “Town Trees and Urban Forestry”. I have participated in this group’s tree planting project every year.

What are the primary issues motivating your candidacy?

I am a parent with three children who all participated in Recreation’s excellent offerings. I want to make sure new families in town enjoy the same stimulating, diverse offerings. I firmly believe recreation is a lifetime activity so I think sports like pickle ball, which offer adults a fun workout are essential to a strong Recreation and Parks Department. I work professionally as an ecological garden designer so I will devote myself to guarantee the parks are interesting and inviting while sharing my knowledge and passion for the environment.

Why should voters elect you?

Voters should elect me because I support diverse recreational programming while being the only candidate running who also understands the value of nature and has studied soil science, turf and basic plant physiology, all of which helps to make informed decisions for our parks, cemeteries, playgrounds and ballfields. Providing the right environment for our green spaces to deal with more damaging rain, wind (i.e. climate change) has been part of my training. I understand how to deal with drainage, pests, storms and other forces that work to disrupt our shared outdoor environment.

What tier of the override do you support, and what about the trash collection override: do you support fee or override method for trash collection? Why?

I would support the Tier 2 override as it seems like the most even option. It restores staffing, preserves the quality of our schools and library and addresses deferred maintenance while not imposing a permanent tax increase that Tier 3 allows. I support the override for trash collection as I think trash pickup expenses should be distributed evenly across the socioeconomic spectrum.

Under the no-override budget, the department loses a position and curbside trash service ends at 157 town locations, including park sites. Trash pickup would continue at beaches during the staffed season and at sites with active programming. How would you prioritize what stays and what goes if voters reject all three tiers?

This would be difficult. Public health would determine which trash pickup is most essential and that would be where my priority rides. I also trust our experienced staff, (some have served the town for 20+ years) who do this pickup to make sensible recommendations to the Commission.

Old Burial Hill is maintained by Recreation and Parks rather than the Cemetery Department, and stone-cleaning practices have raised preservation concerns. What standards would you set for crews working around 17th and 18th century markers?

Maintenance standards have been set by the National Park Service and the Massachusetts Historical Commission for the care and upkeep of important historic cemeteries. Our crews should be following those standards. Hand trimming and no large mechanical equipment near fragile gravestones would be a standard we should follow. We have lots of knowledgeable historians in town. I think preservation training about the value of historical markers should be our standard. Dealing with biological growth near gravestones is one of the biggest threats and as someone who has worked on a historic public landscape I think I have a unique understanding of the stewardship required to do this.

Phase 3 neighborhood improvements include 41 spaces, a Winslow Square redesign and Green Street sidewalks, separated from earlier phases to pursue federal accessibility grants. How would you sequence Phase 3 against Phase 2 if grant funding does not materialize?

I would try and finish the essential elements of phase 2 and then move on to the public safety elements of phase 3 such as sidewalks, drainage issues, and curb cuts allow the public safe circulation. Public safety and ADA compliance so the area is walkable should be sequenced first.

The commission has authority over fields, parks, programming and seasonal staff but works alongside the Department of Public Works and the Cemetery Department on shared sites. Where would you push for clearer jurisdictional lines, and where would you push for shared service?

A lot of this is already being done but I support sharing resources (machinery, tools, materials) among the three departments mentioned to be fiscally responsible. Rec and Park does not need a backhoe or bobcat all the time so sharing a resource like that makes fiscal sense. All three Departments may need loam or plants. Orders for these materials should be piggybacked to save money. There are times where one department may have specialized knowledge. The Cemetery Department has a deeper understanding of the historical resources they are charged with protecting. We should lean on that expertise when Rec and Park is providing a service (mowing) to a cemetery.

Please describe your professional background and education.

Medical Sales Representative.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

Recreation and Parks Commissioner. Other volunteer opportunities: I was on the Marblehead Softball Little League board for a number of years before being elected to the Commission. I am on the executive board of the Manna Project of the North Shore, which is a nonprofit 501c3 providing relief from food insecurity for people in the North Shore and the Treasurer of Clifton Lutheran Church. I also run the Clifton Pumpkin Patch in the fall.

What are the primary issues motivating your candidacy?

Moving forward on the projects and direction we have started.

Why should voters elect you?

For the past five years, I have had the privilege of serving on the Commission, where I have worked hard to thoughtfully listen, reflect, and balance the many perspectives that shape Recreation & Parks in Marblehead. I believe strong decision-making comes from hearing all sides, asking questions, and taking the time to understand what is best for both residents and the long-term needs of our community. Recreation & Parks touches so many aspects of daily life in Marblehead, and I care deeply about making thoughtful, balanced decisions that serve the community well.

What tier of the override do you support, and what about the trash collection override: do you support fee or override method for trash collection? Why?

I am not sure yet on the tiers or trash. I go back and forth.

Under the no-override budget, the department loses a position and curbside trash service ends at 157 town locations, including park sites. Trash pickup would continue at beaches during the staffed season and at sites with active programming. How would you prioritize what stays and what goes if voters reject all three tiers?

Curbside trash collection is not the same as trash collection throughout town. Parks will continue to provide trash collection on all parks that Recreation has programming and the Beach. The specifics of which barrel and where is an operation question that the department is working through.

Old Burial Hill is maintained by Recreation and Parks rather than the Cemetery Department, and stone-cleaning practices have raised preservation concerns. What standards would you set for crews working around 17th and 18th century markers?

We are currently working through what that looks like right now. The Parks department has taken care while trimming around the stones in the past by doing the trimming less frequently. I will be interested in hearing what the small group meeting recommends to the Commission and work with the Parks department to support implementation.

Phase 3 neighborhood improvements include 41 spaces, a Winslow Square redesign and Green Street sidewalks, separated from earlier phases to pursue federal accessibility grants. How would you sequence Phase 3 against Phase 2 if grant funding does not materialize?

We are still in the design phase — less than 30 percent completed. With a project this big, there are still a lot of moving parts. During this phase, the Commission has held 7–8 public listening meetings and shared out any new information. I have to say, in each public meeting we have heard from the residents, their concerns, ideas and support. The Commission has worked with the design team to adapt the project based on the feedback. We still have a long way to go and we will continue to work this way until Phase 1 is completed. As far as Phase 2 and Phase 3, there is a significant cost saving to set up for Phase 2 and 3 in the design now, so we are not digging up in the same place if we secure funding for those Phases. Finally, as far as parking, we have heard over and over how difficult it is to park there, so providing a place, even if it ends up being 20 spaces so we don’t displace anyone, will be an improvement.

The commission has authority over fields, parks, programming and seasonal staff but works alongside the Department of Public Works and the Cemetery Department on shared sites. Where would you push for clearer jurisdictional lines, and where would you push for shared service?

Today, the Departments have an outlet to discuss shared services. It is called the Public Works Committee. While dormant for years, it has been reestablished to address how the Departments can share services. This is so important for efficiencies in the town. The Public Works Committee has already saved thousands of dollars working together on projects like the Gatchell’s lights and Reynolds Project. I have no doubt their continued efforts will identify more areas to work together. Certainly, I as a Commissioner support this group fully.

Please describe your professional background and education.

Marblehead High School Graduate 1974; Colby Sawyer College, B.S. Business Administration 1978; Siena Heights University, M.A. Counselor Education 1987. College Relations, First National Bank of Boston 1981–1983; Personnel Officer, State Street Bank 1984–1986; Owner, Director and Lead Teacher at First Meeting House Preschool, Marblehead 1998–2018; Pre-K Lead Teacher at Cairn Hill Nature Preschool, Lynn 2019–2020; Pre-K Lead Teacher at St. Andrew’s Coop Preschool, Marblehead 2020–2023; Pre-K Lead Teacher at Mass Audubon’s Ipswich River Nature Preschool, Wenham 2024–2025; currently substitute teacher there.

What Marblehead town positions (appointed or elected) and volunteer work have you done, and for how long?

• Appointed to Marblehead’s Old and Historic District Commission (10+ consecutive years).
• Old Marblehead Improvement Association (several years).
• Volunteer Funeral Deacon at Old North Church, Marblehead (12 years).
• Chair of the Prudential Board (Trustees) at Old North Church (2018–2024).
• Co-chair of the Old North Church Capital Campaign that raised over $1 million for restoration and preservation of the church steeple and exterior (2023–2024).
• Founding Board Member, MA Audubon’s Ipswich River Nature Preschool, 2016.
• Marblehead Garden Club: Third generation member designing and caring for the Jeremiah Lee Mansion grounds and gardens, 1987–present.
• Appointed by the Select Board to the Cemetery Commission to serve the remainder of a previous Commissioner’s term (3/2026–6/2026).

What are the primary issues motivating your candidacy?

I am a lifelong Marblehead resident with ancestors and recent family members interred in four of Marblehead’s burying grounds. Cemeteries are primary sources of historic information about who lived and died in Marblehead throughout the centuries; some grave markers note the occupation of the deceased and the cause of death. It is our duty to protect and preserve this history.

Another issue is finding additional cemetery space to expand the capacity to bury Marblehead residents in Marblehead soil, if they so wish. The Cemetery Superintendent and Commissioners have already begun expansion in one area of Waterside, with a second area to be developed after that. However, a longer range plan to find new ground will be needed at some point.

Why should voters elect you?

I am retired from working full time and have the time and energy to serve my town by running for a two-year term on the Cemetery Commission. My three months on the Commission, working with a great group of people, makes me eager to continue the work we have ahead of us to expand our cemetery capacity, dedicate more space to Veterans and create space for a Police memorial, while preserving and maintaining our cemetery spaces. I would like to encourage public participation in our meetings, decisions and evaluations. Come to a meeting and share your thoughts, people of Marblehead!

What tier of the override do you support, and what about the trash collection override: do you support fee or override method for trash collection? Why?

I believe in the privacy of the voting booth; but will share my thoughts on the override and the trash collection choices. As a member of the Cemetery Commission, I must advocate for question/tier 1 which will restore the laborer needed for the preparation of graves each week and the preparation of Waterside Cemetery for Memorial Day observances. Tiers 2 and 3 are necessary for our town to be able to maintain the services we need and make headway with capital needs long overdue.

Many years ago my household discontinued using the town’s trash collection services and began taking our trash and recycling to the transfer station mid-week. I live in the historic district where there is not much curb space to put out trash cans for collection. Every week when we came home from work, our trash cans would be thrown in the front garden or in our neighbors’ front yard or rolling around in the street. We got tired of this and stopped putting out our trash for collection. I know that many of our elderly neighbors rely on the trash collection services.

Veterans plot capacity has been flagged as an immediate concern. How would you decide where the next plots should be located, and how soon they need to be in the ground?

Decisions on where new plots should be located is a collaborative decision between the Cemetery Commission and the Superintendent. The town of Marblehead sits on ledge, so spaces which look usable often turn out not to be, after depth measurements and the required size of space is charted by cemetery staff and Superintendent. Casket burials require deeper soil and more space. Cremated remains need less space and soil depth. The Elm/Creesy Street cemetery is currently under discussion for additional Veterans space.

Town Meeting referenced an initial $40,000 phase to rebuild a collapsed stone boundary and stabilize a historic burial site using original materials. How would you sequence preservation needs given the cemetery department’s 10-worker staff and limited capital?

The Cemetery Department is fortunate to have volunteer neighborhood committees for Old Burial Hill and Harris Street/Hooper Tomb historic burial grounds. The wall at the Hooper Tomb site has collapsed over many years and the wall stones remain on site. The neighborhood committee has written and submitted a grant proposal for the $40,000 project to restore the wall and tomb which will include the cost of labor. The restoration work at Old Burial Hill has also been funded by private fund raising and grants led by the Old Burial Hill volunteer committee.