By Dakota Antelman – [email protected]
Candidates for Select Board, School Committee, and Town Moderator are facing questions from voters — and The Concord Bridge — as they make their cases ahead of next month’s town meeting.
From town meeting clickers to municipal finance, The Bridge asked hopefuls about policy positions and potential solutions to ongoing problems. Candidates went on the record with their responses and gave diverse visions for the town’s future. Their answers appear below.
In the Select Board race, Elizabeth Akehurst-Moore, Paul Boehm, Mary Hartman, and Joe Laurin are vying for two seats. Hartman is the current board chair and is seeking re-election. Her colleague Terri Ackerman will also finish her term this year. Because Ackerman is not seeking re-election, the board is guaranteed to have at least one newcomer.
On the School Committee, Alexa Anderson, Sandeep Pisharody, and Michael Williams are competing for two seats. Anderson is an incumbent. School Committee member Cynthia Rainey is not seeking re-election.
Carmin Reiss is running unopposed for her 10th term helming the Town Meeting process as Town Moderator. She has said she expects this will be her final term in office.
Election day is April 8, but voters could begin casting their ballots as soon as Monday, according to the Town Clerk’s office. The clerk expects to receive empty ballots on Monday, March 17, and will make them available through the vote-by-mail process. Residents can also begin in-person absentee voting as soon as ballots arrive.
Select Board candidates already appeared for a forum with the Concord Business Partnership. They’re set to sit together again alongside other candidates for public office on Sunday at a forum hosted by the League of Women Voters.
(Editor’s note: Candidates’ responses have been lightly edited for punctuation and consistency. No substantive content has been altered or removed.)
What aspects of your personal and/or professional experience best qualify you to serve on the School Committee?
ANDERSON
As a product of Concord Public Schools, I’m grateful for my public education. Serving on the School Committee is my way of giving back to ensure that Concord’s tradition of academic excellence continues. I’ve served on the committee for a little over four years, twice as chair, and in that time, I’ve helped our schools regain their No. 5 ranking in Massachusetts, return students to school quickly and safely during Covid, and build a new middle school that remains under budget. I am a proven collaborator, endorsed by six sitting school committee members and several sitting Finance Committee members, who recognize that success requires teamwork and respect.
PISHARODY
As a scientist, community leader, and parent of two children at Thoreau Elementary, I bring a unique blend of analytical problem-solving and hands-on engagement in Concord’s schools. My work at MIT Lincoln Laboratory requires strategic planning, collaboration, and data-driven decision-making — skills essential for navigating the complexities of school policy and budgeting. In the community, I have served on the Thoreau Parent Teacher Group board for six years, including four as treasurer, and am a board member of the Concord Education Fund. These roles have given me firsthand insight into the needs of students, teachers, and families. Additionally, I have coached youth sports and co-founded Concord Friends of India, a non-profit fostering inclusivity and cultural exchange. My deep involvement in education and advocacy makes me well-equipped to support Concord’s schools in preparing students for a rapidly evolving world.
WILLIAMS
Building bridges between groups has always been an area of strength for me. In my clinical practice, I had to bring together clinicians to work as a team to coordinate care for patients under a variety of conditions. Here, my ability to communicate and collaborate has been key. As a School Committee, we must also communicate and collaborate. We have the unique opportunity to bring together young and old, and families large and small, each with a varied spectrum of means and needs, to work together in support of a public school system capable of uplifting the entire community. Budgets, facilities, policy, and funding all demand critical attention. Through collaboration, with engaged and responsive leadership, and an informed and active community, together we can come to thoughtful decisions that ensure our schools and our community thrive.
What is one specific thing Concord could do to close achievement gaps and high-level course enrollment gaps between certain minority student groups and their peers?
ANDERSON
In my view, your next two questions are inextricably tied. Let me explain why. It is undeniable that achievement gaps persist across demographic groups. There is also an achievement gap between our young readers that struggle, specifically those with dyslexia, and our typical readers.
I’m committed to closing those achievement gaps by increasing our investment in early literacy — which has begun this school year. In recent years, we have evaluated early literacy programs. We’re fortunate to have access to multiple curriculums so teachers can provide diverse learners with a program that supports their learning style.
However, even with multiple tools at our disposal, some young readers still struggle. To address this, we have increased our investment in phonics-based curriculums (and the accompanying professional development and materials) to help more students thrive. Success in early literacy is non-negotiable. In grades K-2 students learn to read, and after third grade they read to learn. Many parents across the state, and in Concord, advocated fiercely for expansion of phonics based curriculum, and I commend their advocacy.
Moreover, literacy impacts every subject, including STEM. Anyone over 40 probably couldn’t successfully complete a fifth grade math problem today. Showing your work in math is no longer “carrying ones” — it requires students to explain their reasoning in writing and in depth. If a student lacks the vocabulary and writing skills to articulate their thought process, their success in all subjects is at risk. Strong early literacy foundations are essential for long-term academic achievement.
While I recognize the need for fiscally responsible budgets, we cannot allow financial constraints to hinder our investment in early literacy. Ensuring every child can read proficiently is one of the most critical responsibilities of our schools, and I am committed to making it a top priority.
PISHARODY
To address disparities in academic achievement and advanced course enrollment, Concord must proactively identify and support students from underrepresented groups at an early stage. One specific step is expanding early intervention and mentoring programs that connect students with teachers, older peers, or community members who can provide guidance and encouragement. Research shows that exposure to rigorous coursework and high expectations, combined with personalized support, significantly improves outcomes for minority students. Additionally, strengthening outreach efforts to families — through multilingual resources and community partnerships — will ensure that all students are aware of and encouraged to take advantage of advanced learning opportunities.
WILLIAMS
In spite of the pandemic, the 2024 National Assessment of Educational Progress demonstrated schools and school systems that were able to close the achievement gaps between student groups. Interestingly, the byproduct of that work was that when a school system’s leadership focuses on closing the gap for any group(s), it improves the achievement of all groups. The schools that succeed employ a three-part approach: holding high expectations, delivering high-quality content, and providing high-level student support. We would start by asking questions about the gaps we have here in Concord and then set realistic, specific goals for improvement. We adopt strategies used by the successful schools and allow our skilled classroom teachers and their principals, to implement those strategies and achieve amazing results. Finally, regularly review our performance to ensure a culture of balanced, continued improvement.
Given current budgetary challenges, what is one specific program or priority for which you would like to see more funding in Concord schools and why?
PISHARODY
With current budget constraints, I would prioritize expanding STEM and experiential learning opportunities for all students. In today’s world, technological literacy is essential, and hands-on learning experiences — such as robotics programs, maker spaces, and partnerships with local research institutions — help bridge the gap between classroom learning and real-world applications. Investing in STEM education ensures that students develop critical thinking and problem-solving skills that will serve them in any career path. Additionally, these programs can be structured to promote inclusivity, encouraging students from diverse backgrounds to explore fields where minority representation has historically been low. By directing resources toward innovative, future-ready education, we can ensure that all Concord students are well-prepared for success.
WILLIAMS
Concord is fortunate that we are a well-funded system. Data from the recent Massachusetts Department of Elementary and Secondary Education shows that our per-pupil expenditure of $26,400 per student is the third-highest of our area school systems. That is wonderful. The question for the School Committee and our community as a whole is: How are we allocating those resources to ensure they are focused on providing exceptional educational experiences for every student every day? The most powerful determinant in student success is caring interaction between teacher and student. As a School Committee, we should be asking questions about and ensuring resource allocation that allows teachers and administrators to continually improve their practice to provide exceptional instruction for our students. It is the daily interaction between a student and their teachers that can change a child’s life. I know it did for me. I know it did for our children in Concord Public Schools. That’s what every student deserves.
What aspects of your personal and/or professional experience best qualify you to serve on the Select Board?
AKEHURST-MOORE
As a Select Board candidate and mother of four children who attend schools in Concord, I offer my record of community service and a strong commitment to Concord’s history, values, and future. I attended Concord Academy and hold a bachelor’s degree from Columbia College, a J.D. from Harvard Law School, and a master’s degree in historic conservation studies from the University of York, England.
Community service has always been important to me. I recently completed two terms on the Concord Zoning Board of Appeals and am currently a member of the MCI Advisory Committee, where I chair the Legal and Government Affairs Subcommittee. I am also a board member of the Concord Business Partnership.
BOEHM
I’m fortunate to have three generations of family in Concord, which aids in my understanding of how issues and decisions affect residents of all ages. Through my long career as an environmental business professional and 18 years of town service on multiple committees, I have continually drawn on skills and experiences in solving a range of tough, complex problems using teamwork, public consultation, data analysis, a systems approach, and leadership to get things done. As a scientist and a leader on town committees I take a systems approach to problem-solving and decision-making by collecting data/information and considering multiple factors, opinions, and implications. The successful results of my 2229 Main Street Advisory work and development of the new Recreation Strategic Plan are just two examples. My skill set, experiences, and collaborative style will help me be an effective, trusted, and valued Select Board member.
HARTMAN
As the current chair of the Select Board, I know how to navigate the complexities of town government, understanding both its authority and its limitations. Previously, as Finance Committee chair, I identified key levers for managing town finances and gained insight into how these levers impact taxes.
I hold an MBA in international business from Clark University and spent years as a senior finance manager for a Fortune 50 high-tech company before teaching corporate finance at Bentley University. Teaching at the graduate level taught me how to facilitate a room of smart, engaged people.
I also served as president of the Concord Greene Homeowners’ Association, leading capital improvement initiatives that increased property values and enhanced residents’ quality of life. Personally, I enjoy listening, collaborating, bringing people together, and driving towards practical, effective solutions.
LAURIN
We need serious town leaders who understand the complexities we are facing, are experienced in financial due diligence, setting priorities, and getting things done. A few things about my background that will help me serve Concord well:
- Invested in Concord: My wife and I raised our twin sons here who attended Concord’s public schools; extended family lives in Concord.
- Engineer; MBA University of Chicago (data-driven, practical)
- President at Fidelity Investments; now CEO of small data science company
- Engaged in highly regulated industries (financial services, health care, insurance)
- Managed legal counsel, HR, contract negotiations, technology.
- Dedicated volunteer in town and to education of underserved kids
- Believe in process transparency — no “hidden agendas.”
- Not afraid to “tell the truth” I get things done!
What is a specific policy Concord should enact, rescind, or adjust to improve financial stability and manage the residential tax burden? What would you change and why?
AKEHURST-MOORE
It is no secret that taxes are increasing at a rapid pace. The things we love about Concord — great education, beautiful outdoor spaces, etc. — require money. Currently the assessed value of commercial property makes up only approximately 6% of the town’s total tax base. The Select Board should be promoting sensible commercial development to increase that base and help alleviate the tax burden on residential properties.
For example, the closure of MCI-Concord represents a unique opportunity for Concord to develop 50-plus acres in a prime location. It is important that we take full advantage of the chance to create a dynamic new Concord neighborhood that reflects who we are as a community, while at the same time increasing our tax base. Other properties such as Peabody school, 2229 Main Street, and our public works facilities must also be included in a more comprehensive analysis of development and land use opportunities.
BOEHM
To enhance financial stability and address the residential tax burden, I propose a multifaceted approach to reduce costs and generate new revenues. First, annual budgeting must include explicit proposed cost-saving initiatives, including efficiencies through interdepartmental synergies thus addressing the related problems of spending growth and inefficient operations. Second, the Select Board must consider new policies to enhance and broaden revenue generation by developing mixed use strategies at MCI and 2229 Main Street properties that include appropriate commercial development. All departments should also review and adjust policies, where appropriate, to encourage town-wide commercial development aligned with our town’s character. Third, I support the efforts of the New Tax Relief Evaluation Task Force to improve the residential tax exemption and exploring additional initiatives to provide tax relief to homeowners and to those renting their property. Combining new or revised practices and policies will address financial stability and the residential tax burden.
HARTMAN
To ensure financial stability and manage residential tax bills, we must control spending and increase revenues. Improving efficiency in town and school operations will unlock cost savings, while careful investment in infrastructure now will avoid larger future expenses. We must also expand revenue sources.
A key priority is diversifying our tax base beyond residential property taxes so all who benefit from Concord’s infrastructure contribute. Expanding commercial development across 160 acres of land that will become available will provide sustainable revenue, ease the tax burden on homeowners, and attract businesses aligned with our town’s character.
Our new PILOT program is a step forward, ensuring tax-exempt organizations contribute to town services. We must also leverage Concord’s strengths in historic preservation and the arts to boost tourism and support village centers.
By carefully shaping tax policies and fostering strategic economic growth, I will work to prevent a Prop. 2½ override.
LAURIN
An absolute “must have” for Concord is a path to affordability for all by diversifying our revenue base and controlling the scope and costs of town expenses.
We need to take advantage of the development opportunities before us, be “business- proactive,” and look at “other” categories:
- MCI, Peabody, etc. are potential new revenue sources — from non-residential taxes and fees.
- Set target for % taxes to come from non-residential. Task economic development with a goal of 8-10%. Benchmark percentage/best practices in other towns.
- Payment In Lieu Of Taxes for non-profits — charge staff with a target for incremental revenue.
- We can’t know which projects and expenditures to prioritize, and if our town expenses are appropriate or not without a solid plan and data:
- Need an overarching plan to prioritize projects/spending; set aggressive targets; accountability!
- Town spending over last 14 years >2x inflation; 25+% higher vs. comparable towns. Need annual spending benchmark.
- Ask challenging questions about hiring, demand goals and business case for each (e.g., we have 7 HR people, benchmarks suggest we need 3)
- Same for capital spending
- Committees add complexity, cost, and staff to manage:
- Wellesley 32 committees (population 29,862)
- Sudbury 40 (pop. 19,394)
- Concord 63 (pop. 18,086)
Of Concord’s most urgent infrastructure needs, what are your top two specific priorities and how can the Select Board address them?
AKEHURST-MOORE
The town’s top two infrastructure needs are cell coverage and wastewater capacity. We need better cell coverage throughout the town, particularly in the center. Public safety officials have repeatedly made this clear. Business owners also need reliable cell service to operate effectively. The Select Board should facilitate private/public partnership to get this done.
Any development in town, housing or commercial, requires more wastewater treatment capacity than the town is currently permitted for. The Select Board needs to proactively investigate how to increase our facilities, including pursuit of the MCI treatment plant.
BOEHM
While future infrastructure needs include new facilities for police, fire, and public works, several others require immediate or short term-attention. First, enhancing cell phone coverage in the town center is essential for public safety and economic vitality, as current gaps pose safety and health risks and hinder local businesses. Second is the expansion of wastewater (sewage) capacity, since the current limitations impede commercial growth and housing development. Another priority focuses on repairing and maintaining our roads and making them vehicle, bicycle, and pedestrian safe throughout the town. The Select Board needs to press harder for solutions and create goals around the removal of barriers to implement these priorities.
HARTMAN
Our ability to expand commercial development is currently constrained by wastewater permit limits. In February, the Select Board and town management began negotiations to acquire MCI-Concord’s wastewater treatment plant. While it provides needed capacity, it requires capital investment. I am working to secure favorable terms for the town.
Another urgent issue is improving cell coverage. We recently awarded a contract for a landfill cell tower, but more is needed. A breakthrough would be bylaw revisions to make the town more attractive to carriers. The wireless overlay district, which restricts cell tower placement, must be updated. I will work with the Select Board to encourage the Planning Board to update this bylaw.
LAURIN
I would focus on infrastructure to enable the “must-haves” from question No.2 — diversifying our revenue base and controlling expenses. A few more specifics:
- Sewer capacity — task DPW with finding capacity through revisiting regulations and greenfield opportunities
- Cell service — make a decision and act!
- Prioritize the town’s 10-year capital plan to address police, fire and safety services, etc.
- Amenities building — make a decision and act!
- Longer term multi-site plan (MCI, Peabody, 2229 Main, public works/police/fire)
How will you manage the use of handheld voting devices (“clickers”) at this year’s Town Meeting?
As recommended by the Town Meeting Study Committee and supported by the Select Board, we’ll be voting using “clickers” at Concord Town Meeting this year. We will have a handout on clicker operation, practice votes, and vendor tech support on site. At check-in, we’ll distribute both clickers and the usual brightly colored voting placards, which will be our backup system if we need one. In accord with the Town Meeting Study Committee’s recommendation on clicker use, the Select Board will make a preliminary motion on the first night of Town Meeting to adopt a “rule of the meeting” to routinely use clickers for votes under articles (main motions and amendments). This motion, which allows flexibility to vote by raised color placards on procedural motions (e.g., for no new business after a certain time, or to “call the question”), will be discussed and voted upon by the Meeting.
As the technology improves, what is your view of the suitability of full or partial remote participation for future Town Meetings?
Some believe that full remote participation in Town Meeting, enabling attendance by voters who have difficulty coming to the meeting in person, would be a benefit, while others believe that it would negatively impact the quality of deliberation on issues and therefore be a loss. I see validity in both points of view. Certainly we would need confidence in the security and functionality of the technology available for full remote participation in Town Meeting (including voting) before adopting it. Partial remote participation in the meeting, with voters listening and posing questions or comments by text, email, or other means, would be feasible now. Our experiment with this a few years ago was not widely embraced, but we could try it again.
After a year of work with the study committee, what do you consider the most pressing challenge to Town Meeting’s ability to fairly and effectively serve its legislative purpose?
The biggest challenge to Town Meeting functioning fairly as a legislature is modern life, with its demands and expectations. Many voters are so fully programmed and accessible that they have little time and mental space to serve as “citizen legislators.” Many face limitations that make it difficult to negotiate technology or to participate in long meetings at night. In parallel, the issues facing Town Meeting have become more numerous and more complex. Everyone, every day, is met with a barrage of information from ever more sources, in ever shorter snippets, making it more and more difficult for Town Meeting information to reach voters. We negotiate this challenge by making all the adaptations that we can, and committing to making our self-governance a priority.
