The Swellesley Report

Wellesley depends on the active participation of its citizens in governance of the Town. Wellesley has 11 Boards and Committees on the ballot at the Annual Town election each year in March. The 2026 election will be held on Tuesday, March 3.

There are three candidates running for two open three-year terms on the Select Board, which serves as the chief executive board of the Town, and as such, oversees all matters affecting the interest and welfare of the community. The five-member Board exercises the authority vested in the Town not specifically assigned by law to any other board or office.

The Select Board candidates, in ballot order, are:

• Marc Charney
• Beth Sullivan Woods
• Tom Ulfelder

The Swellesley Report invited the candidates to answer a few questions about their priorities for the Town of Wellesley.

Marc Charney

The Swellesley Report: Please introduce yourself to The Swellesley Report’s readers and share why you are running.

Marc Charney: I am running for the Wellesley Select Board because our Town is at an important crossroads and needs steady, principled leadership. My family and I moved to Wellesley in 2003, where we restored a modest home, raised our three children, and built a small business renovating older houses into energy-efficient, sustainable homes. That experience shaped my commitment to thoughtful planning, fiscal responsibility, and protecting neighborhood character.

I have served three years on the Historic Commission, four years on the Planning Board—where I currently serve as Chair—founded and served on the RIO Task Force, and currently serve as a Town Meeting Member. These roles have required listening carefully to residents, balancing competing priorities, and making difficult decisions grounded in facts and long-term impact.

I am running because Wellesley faces consequential choices in the years ahead, including significant capital spending and the proposed MassBay development. With hundreds of millions of dollars in projects under consideration, we must prioritize essential investments and guard against unsustainable tax increases. Residents deserve clear, consistent leadership rooted in transparency and sound judgment. If elected, I will bring an independent, thoughtful approach focused on fiscal discipline, long-term planning, and responsible stewardship of our Town’s resources

The Swellesley Report: What steps should Wellesley take to boost economic development in town?

Charney: Wellesley can boost economic development by focusing on thoughtful, character-preserving revitalization of its village centers. The town should prioritize high-quality design standards and encourage redevelopment of underutilized retail and office space into vibrant, walkable commercial districts anchored by locally owned shops, professional services, and destination dining. Streamlining permitting for small businesses, offering targeted façade or tenant improvement incentives, and curating a strong mix of tenants can help maintain an upscale, distinctive retail environment that aligns with community expectations.

In addition, Wellesley can leverage its affluence and strong civic culture by promoting year-round events, arts programming, and partnerships with local institutions to draw visitors and increase foot traffic. Strategic parking management, improved streetscapes, and well-maintained public spaces will enhance the customer experience without changing neighborhood character. By focusing on quality over scale and reinforcing its identity as a polished, village-oriented community, Wellesley can expand its commercial tax base while preserving the attributes residents value most.

The Swellesley Report: Wellesley has taken steps to address the housing shortage in town, from complying with the MBTA Communities Act to releasing a Strategic Housing Plan. What would you like to see the town accomplish on the housing front over the next few years?

Charney: Wellesley has met its legal obligations under both the MBTA Communities Act and Chapter 40B (the Comprehensive Permit Law), and we should acknowledge that meaningful progress has been made. Having complied with these state mandates, it is appropriate to pause and assess where we stand. Rather than continuing to add zoning capacity without reflection, the town should evaluate how recent changes are affecting our neighborhoods, infrastructure, schools, traffic, and overall community character—and, most importantly, whether we are truly meeting the needs of Wellesley residents.

As Chair of the Planning Board, I have requested funding to commission a comprehensive Master Plan to guide that assessment and chart a responsible path forward. A data-driven Master Plan would allow us to understand our housing inventory, demographic trends, and long-term needs—particularly those of our seniors who wish to downsize and remain in town. As part of that conversation, I do not support development on any portion of the 45-acre MassBay site, especially the forested areas, because I do not believe such development can be accomplished in a way that is in the best interests of Wellesley residents. By stepping back, gathering facts, and engaging the community in a thoughtful planning process, we can ensure that future housing decisions are strategic, locally driven, and aligned with Wellesley’s values.

The Swellesley Report: The Town is facing a substantial number of potential capital projects in coming years. How can Wellesley best balance the need for infrastructure improvements vs. cost of living here?

Charney: Wellesley is facing a wave of significant capital requests, and we need to begin with a broader principle: every major project must be evaluated through the lens of affordability and its impact on ballooning property taxes. Even in an affluent community, rising tax bills are affecting seniors on fixed incomes and families who want to remain in town long-term. Large capital projects are typically financed through long-term borrowing, and that debt service becomes a structural driver of higher property taxes year after year. If we are not disciplined about sequencing and prioritizing, we risk pricing out the very residents who have built this community.

For example, there has been discussion of a major overhaul of the Department of Public Works facility on Route 9, where the town stores plows, large trucks, salt, and other road maintenance equipment. While maintaining effective DPW operations is important, proposing to spend close to $1 million on a study to determine whether we should then spend approximately $100 million to replace garages and related facilities raises serious questions about proportionality and timing. Similarly, allocating $28 million to renovate sparsely used space at Town Hall deserves scrutiny. These examples illustrate the broader point: before advancing projects of this magnitude, we must rigorously assess necessity, explore scaled or phased alternatives, and clearly communicate the long-term tax impact so residents fully understand the trade-offs.

The Swellesley Report: How can voters reach you and learn more about your campaign?

Charney: https://charney4sb.org/ or email: campaign4charneysb@gmail.com

Beth Sullivan Woods

The Swellesley Report: Please introduce yourself to The Swellesley Report’s readers and share why you are running.

Beth Sullivan Woods: Thank you Swellesley for providing this forum to provide the voters with insight about the candidates as they prepare to vote before or on March 3. My name is Beth Sullivan Woods and I have both very deep Wellesley roots and a passion for using my time and talent to help lead the Town as we make decisions that impact our future. I grew up in Wellesley with my three sisters and four brothers and was educated at Perrin, Upham, Wellesley Junior High and Wellesley High, as well as Brown University. My husband and I chose Wellesley as the town to raise our family in because of its many wonderful attributes; I am the proud mother of a Class of 2023 graduate from Wellesley High who is currently a junior at Skidmore College . Several of my family members—my mother and three siblings and their families—live in Wellesley.

Professionally, my background is in marketing research and strategic planning. I am in my 25th year operating my own business, partnering with clients in a wide range of business areas including healthcare, social justice, entertainment, and financial services. Previously, I led the Research and Strategic Planning departments at both Hill Holliday and Arnold Communications. The professional skills that my clients value—critical thinking, listening, problem solving, flexibility, responsiveness, budgetary accountability, and long-term vision—have been valuable to me in serving the Town as a member of the Select Board. I believe strongly in civic engagement and volunteerism and have participated in local non-profits in several ways, including serving on the Parent Council and as a room mother at St. John School, as a member and board member of Wellesley Hills Junior Women’s Club, and as a member and current President of Kiwanis Club of Wellesley.

In terms of involvement in Wellesley town government, I have served as a Town Meeting Member for Precinct D since 2009 and served three terms as an elected member of the Wellesley Free Library Board of Library Trustees including several terms as Chair. I have served on the Select Board since 2017 and am seeking re-election to a fourth term. As a member of the Select Board, my responsibilities have included serving as the liaison to the Board of Health, the Veteran community, the Celebrations Committee, the Recreation Board, Playing Fields Taskforce, the Youth Commission, Council on Aging, and the business community.

I am committed to ensuring that resident voices and perspectives are heard and represented as we deliberate on issues that affect our community. I believe we need to preserve and foster the character and services that drew all of us to make Wellesley our home and we need to manage our budget and stage capital investments in a fiscally responsible manner. I have an in-depth understanding of the Town budget and finances, as well as strong working relationships with our Town departments. I would very much appreciate the opportunity to continue to serve the community on the Select Board.

The Swellesley Report: What steps should Wellesley take to boost economic development in town?

Sullivan Woods: Our shopping districts and resources are an important part of what makes Wellesley an attractive place to live and visit. There are several areas that are important opportunities to boost Wellesley’s economic development, including the following:

1. The first step is for all of us who live and work here to patronize our local businesses—dine at our local restaurants, buy your insurance from one of our local agencies, purchase your gifts and supplies from local merchants, buy your food from our local groceries. Spending our dollars in Wellesley supports our businesses, keeps our Town strong, attracts new businesses, and makes the community attractive to visitors and potential new residents. In addition to the wonderful experiences they provide to us, these businesses generously support our community groups—PTOs, Veteran event, etc.

2. A second area is to look at our policies, regulations, and bylaws to ensure that they align with our desire to foster a vibrant business community. Several years ago, I was an active advocate on the Select Board to revisit our rules and regulations around eating establishments, with the goal of attracting a more vibrant restaurant community. This type of strategic review to understand barriers to attracting desired new businesses is an important part of maintaining economic vibrancy in our Town. There are new opportunities to support business growth which we need to pursue. Currently, I partner with the merchant community to assist them in planning activities and events like the ice sculpture stroll, Wellesley in Bloom, and July Jubilation to encourage local shopping.

3. A third area to look at is our streetscape and the type of experience we telegraph about shopping and dining in Wellesley. We need to address our aging roadway, sidewalks and crosswalks as well as ensure our “Tree City” status is celebrated as you travel through the Town. Town Meeting approved funding to design an update for Wellesley Square and this update is intended to address this opportunity.

4. A fourth area is to educate residents and businesses about the resources of the Town. We do not currently have a welcome packet or orientation for new residents so they can quickly learn about the local businesses, understand the value of our RDF and the revenue generated when residents recycle their waste, the volunteer opportunities, or the charitable organizations that are available to them.

The Swellesley Report: Wellesley has taken steps to address the housing shortage in town, from complying with the MBTA Communities Act to releasing a Strategic Housing Plan. What would you like to see the town accomplish on the housing front over the next few years?

Sullivan Woods: Wellesley has seen tremendous growth in housing over the past several years and has reached compliance on all State mandates. There are still several challenges facing the Town over the coming years:

1. Managing growth and its impact on the community: Large parcels of land on our major corridors have been recently sold or put under agreement and the proposed future development of these parcels is unclear. The Town is likely to see meaningful change with the conversion of the existing buildings over the coming years. It is important to negotiate with developers to achieve strong outcomes for the Town that represent the priorities of our community and neighborhoods.

2. From a housing perspective, I believe we should encourage development of smaller housing units/condos/apartments (900 sq ft to 1800sq ft-ish) that target “starter” and “downsizing” residents; the Town is losing residents to age-restricted/retirement communities due to lack of options in Town.

3. Communications with our residents about proposed projects has not been as strong as we would like and has caused significant frustration. As a Town, we need to identify a stronger, more proactive communications approach so that residents do not feel “left out” or “late to the party” on learning about proposed building projects. The project approval and vetting process is complex and the Town needs to provide a clearer overview to residents of the process, timeline and how to access the timelines and documents, so they are empowered to more proactively participate and stay informed. The lack of a local paper and the dispersed way in which information is obtained today creates meaningful challenges. We need to better leverage local resources like Swellesley, which has invested significantly over the past couple of years in government coverage, look at better leveraging neighborhood networks (school communication vehicles, neighborhood listservs, etc.) and create a more user friendly website strategy for new projects to help residents stay informed. The launch of the Town newsletter, the W, which can be subscribed to on wellesleyma.gov has been a valuable first step.

4. We need to improve the dialog with our residents about projects. Developments near your home or beloved areas of Town are stressful. Citizen speak at our government meetings is an opportunity for those of us serving the community to hear concerns. I believe there is an opportunity to incorporate a feedback loop that makes “citizen speak” more of a dialog, within the challenging constraints of State laws governing board meetings. I believe we should investigate opportunities like using community briefings and discussions more regularly at the beginning of projects, posting responses to citizen questions on the website and/or addressing questions from residents at the next meeting.

The Swellesley Report: The Town is facing a substantial number of potential capital projects in coming years. How can Wellesley best balance the need for infrastructure improvements vs. cost of living here?

Sullivan Woods: Wellesley is fortunate to be in a strong financial position, with strong cash reserves and a solid approach to evaluating projects. Each of our boards takes great care in evaluating their needs and working with the Facilities Management Department to create a 5-10 year view of potential capital projects. Each project goes through rigorous study and investigation to ensure it is designed for the Town’s current and future needs, and scheduled on the capital plan which is presented to Town Meeting annually. The plans are revisited regularly to prioritize all projects relative to the Town needs and our ability to financially support them. Our Advisory Committee vets project expenditures prior to Town Meeting, with the 240 Town Meeting Members providing a final evaluation and approval of the investments. We have recently completed the funding of two elementary schools – Hardy and Hunnewell – as well as Town Hall. As we approach additional meaningful infrastructure improvements, continuing to thoughtfully vet and support fiscal prudence and responsible investments will be critical. Taxpayers have recently approved significant debt exclusions to fund the elementary schools and we need to be mindful of managing the debt burden. I am committed to strong project vetting in terms of community buy-in, timing and financing strategies to avoid overrides as well as continuing to leverage our collaborative relationships with the other Town Boards to manage the growth of our budgets.

The Swellesley Report: How can voters reach you and learn more about your campaign?

Sullivan Woods: I am grateful for the opportunity to serve this wonderful Town and would appreciate residents’ support in voting on March 3 (or before using mail-in/early voting options). I can be reached at bethsullivanw@gmail.com and welcome the opportunity to engage with residents and members of our business community.

Tom Ulfelder

The Swellesley Report: Please introduce yourself to The Swellesley Report’s readers and share why you are running.

Tom Ulfelder: I am completing my third term on the Select Board and I am currently the Vice Chair. I served as the Vice Chair of the HHU School Building Committee, served as the board’s appointee to the Sustainable Energy Committee (now the Climate Action Committee), and have been the board member representing the Select Board throughout the successful renovation of the Wellesley Town Hall and the Warren Building. I have developed excellent working relationships with many different constituencies and individuals throughout our many boards, committees, and departments by working successfully on many often difficult issues.

I am running for re-election to the Select Board because Wellesley is facing significant change, and the associated challenges require experienced leadership. A growing municipal budget, increased housing and commercial development, the need for adequate infrastructure, and the rising cost of major building projects all demand careful evaluation and planning. I have the skill, experience, and community relationships needed to guide these decisions.

I am a father of four children and have lived in Wellesley with my wife Jean for 28 years. I have been a Town Meeting Member since 2006, served on the Town Government Study Committee, the St. John-St. Paul Collaborative Parish Council, and as a board member of Wellesley Friendly Aid. I am an attorney in private practice following a lengthy career as an Assistant District Attorney and Assistant Attorney General in Massachusetts. I retired as Chief of the Special Prosecutions Unit in Suffolk County where I was responsible for prosecutions involving white-collar crime, public corruption, and police misconduct. Prior to my career as an attorney, I was employed as a hospital administrator and as a senior consultant with Arthur D. Little working on healthcare cost containment.

The Swellesley Report: What steps should Wellesley take to boost economic development in town?

Ulfelder: The steps Wellesley should take depend on the definition of economic development we choose to apply. In broad terms economic development is a process of creating and utilizing physical, human, financial, and social assets to improve the quality of life for a community. At a minimum, we must support a sustainable commercial and retail presence. This includes efforts to reduce traffic and assure convenient parking that encourages local shopping and dining. The Select Board is also focused on improving access to arts and entertainment including identifying appropriate venues for both. Attendance at galleries and performances helps drive retail and restaurant sales. Housing is a component as well as it generates customers and a vibrant local economy. There are different opinions about how best to address each of these components and resolving these differences is essential to moving forward with broad community support. The sale of the Haynes commercial properties, the Taylor Block, and multiple sites along Washington Street, and potential development through the MBTA Communities Act represent an opportunity Wellesley has not seen in years. The time is now for the Select Board, Planning, and the community at large to work together to determine what Wellesley will look like once this work is complete. We cannot reverse poor decisions once built so we are responsible for ensuring that the Town follows a careful, deliberative process that respects community values and Wellesley’s character both today and in the future.

The Swellesley Report: Wellesley has taken steps to address the housing shortage in town, from complying with the MBTA Communities Act to releasing a Strategic Housing Plan. What would you like to see the town accomplish on the housing front over the next few years?

Ulfelder: A critical step toward developing the right housing in the right place is the initiation of a strong and inclusive process of community engagement. We often hear that residents feel they learn of a residential development project too late in the process to participate meaningfully. The Planning Board is required to complete a new Comprehensive Plan every ten years and funding for a new plan is on the Warrant for the 2026 Annual Town Meeting. This is an important opportunity to engage the community and evaluate the types of residential projects the community will support. Residents have not expressed an unwillingness to build housing. Rather they want projects that are appropriate for the location, supported by the municipal infrastructure, respectful of our commitment to open space, and consistent with the character of the location and the Town. Compliance with the MBTA Communities Act required the elimination of certain permitting requirements that previously allowed greater oversight over the final project approved.. In addition, the Town is required to allow developers to build by right on the parcels acquired. These two factors lead to a level of uncertainty over what ultimately will be built. Completing the Comprehensive Plan will allow a shared vision to guide new or revised bylaws, establishing clear guidelines for developers before their development proposals move forward.

The Swellesley Report: The Town is facing a substantial number of potential capital projects in coming years. How can Wellesley best balance the need for infrastructure improvements vs. cost of living here?

Ulfelder: The Select Board has proposed a Capital Building Committee through which the Town will evaluate and prioritize all municipal capital projects. The Select Board has a five year capital plan, which looks at potential projects, methods of financing, and tax impact based on both timing and financing. I share concerns over tax impact and an evaluative process will ensure that the project is necessary and will evaluate alternatives that may be more cost effective. The prioritization needs to be enforceable and as presently written Town Bylaws permit any department to submit capital projects directly to Town Meeting. In the future, Town Meeting will be asked to consider a change in the Bylaws that would recognize the list of prioritized projects as the order in which they will be presented to Town Meeting. This will ensure that the Town and taxpayers understand and can plan for the tax impact associated with a project approved.

The Swellesley Report: How can voters reach you and learn more about your campaign?

Ulfelder: Voters can go to my website at WWW.electtomulfelder.com and reach me through my email, thulfelder1@gmail.com

More: Meet the School Committee candidates

Wellesley depends on the active participation of its citizens in governance of the Town. Wellesley has 11 Boards and Committees on the ballot at the Annual Town election each year in March. The 2026 election will be held on Tuesday, March 3.

There are four candidates running for two open 3-year terms on the School Committee (see list of all town-wide office candidates). The five-member Committee is made up of local residents. The Committee’s responsibilities are to develop and manage school policies; support the allocation of resources by overseeing budget and facilities; hire and review the superintendent of schools; and advocate for the school district.

The School Committee candidates, in ballot order, are Bob Sullivan; Costas Panagopoulos, PhD; Ayla Lari; and Michael Robert Cave, PhD.

The Swellesley Report invited the candidates to answer a few questions about their priorities for the Town of Wellesley. Below are their responses.

• Bob Sullivan
• Costas Panagopoulos, PhD
• Ayla Lari
• Michael Robert Cave, PhD

Bob Sullivan

 
The Swellesley Report: Please introduce yourself to The Swellesley Report’s readers & share why you are running

Bob Sullivan: I grew up in Wellesley with my seven brothers and sisters. We were all educated in the Wellesley Public Schools (WPS) and went on to college. I graduated from Holy Cross, received my MBA in Finance from Boston University and completed Harvard Business School’s Advanced Management Program. Education was very important in my family. My wife, Betsey, and I have three daughters who have been in the Wellesley School system since kindergarten. Our oldest is getting ready to graduate Wellesley High School this Spring.

There is no question, the Wellesley schools are very good. WPS has some truly outstanding and dedicated educators, and we are incredibly grateful for their service to our town. However, I believe WPS could be better. Though it is just one data point, the district’s ranking during the past decade has declined significantly. And, while demographic shifts have caused some of the enrollment decline in the district, it appears there are other factors that contribute to students leaving our school system. We need to understand why families are making this decision.

The town has always supported the Wellesley Public Schools. WPS spending per student is among the highest in the state. However, people are concerned the budget has been too directed to the administration and non student-facing positions. There are also questions around the use of substandard reading and math curriculum, the extraordinary number of families that feel the need to hire tutors and fight to get help from the schools for their child rather than that help being proactively provided, the inability of students to bring tests and papers home to review, and achievement gaps that are not closing like we need them to. There does not seem to be any transparency around these and other issues. And, the school’s constituents feel there is not the accountability to force the leadership to find best-in-class solutions.

WPS has great students, a strong foundation of experienced teachers, engaged parents and a supportive taxpayer base. We should have superior schools, not just very good schools. I want to ask the questions and make sure parents and taxpayers get answers. I believe that it is the job of the school committee to ensure transparency and accountability as well as to make certain that we have the correct policies, leadership and resources in place to see to it that the schools and our children reach their potential.

The Swellesley Report: What are your thoughts on the town splitting the town and school budgets at Annual Town Meeting?

Sullivan: At $94 million, the school’s operating budget is approximately 50% of the town’s operating budget. While the taxpayers have always supported the schools, it is reasonable that they would want to make sure that the administration is spending the funds in a responsible way that benefits students. By splitting the budget, it will provide increased transparency and accountability to not only school spending but also to the other components of town spending, which is a positive change.

The Swellesley Report: With investment in new initiatives limited under current town budget guidelines, how can the Wellesley Public Schools system ensure it is achieving goals set out in its Strategic Plan?

Sullivan: We need to address the air conditioning needs at Bates, Fiske, Schofield and the Middle School in a responsible way. The School Committee must also explain why this large capital outlay is important to the schools in order to secure the support for the projects. Many of the remaining initiatives in the Strategic Plan do not involve large capital outlays. With that being said, budget constraints will require that we make choices on how to allocate available funds. We need to make sure both operating and strategic spending benefits students. We should be putting more metrics around what will constitute success within each initiative of the strategic plan and an estimate of the capital required to achieve that goal. This will allow us to make informed decisions. I also believe that there is significant low-hanging fruit that is not mentioned in the strategic plan that would allow us to improve the learning experience of our students with little to no capital outlay. Putting our goals on paper is an important step. But we must also quantify how to measure the district’s progress and have the culture in place to embrace many of these opportunities.

The Swellesley Report: What worries you about the use of artificial intelligence in schools, and where do you see opportunities for Wellesley Public Schools to embrace this technology?

Sullivan: It is very important that we embrace artificial intelligence in a smart way to capture the efficiencies it offers to keep headcount and costs down at the administrative level. We should also help teachers implement AI tools to operate more efficiently so they can spend more time on direct interaction with students and less time on tasks such as creating tests and other learning aids that can be created by AI.

Artificial Intelligence is also going to be a very important tool for our students to learn how to leverage. Without this skill they will be at a disadvantage to other students that graduate with a full understanding of the benefits that AI holds. But, we have to be certain that AI is a tool that students use to enhance their work rather than one that is looked at as a source that provides the primary answer. It is critical that we focus on teaching the fundamental reading, math, science and writing skills and make sure our graduates have strong critical thinking skills. These skills will be required to make sure our students can leverage AI instead of being reliant on AI.

The Swellesley Report: How can voters reach you and learn more about your campaign?

Sullivan: I can be reached at bob_sul@yahoo.com

Costas Panagopoulos, PhD

 
The Swellesley Report: Please introduce yourself to The Swellesley Report’s readers and share why you are running

Costas Panagopoulos, PhD: I am proud to be a candidate for the Wellesley School Committee. Our family moved to Wellesley 9 years ago. Our son George is in the 1st grade at Hardy Elementary School. We love our town, and we love our schools. I believe the public schools are the heart and soul of our community. Like many families, we moved here largely because of the excellence of the Wellesley public school system. We didn’t know what to expect when we moved here, but what we have found is a welcoming and inclusive community that has embraced our family in ways we could not have imagined. From the very beginning, it has felt like home.

I have been passionate about education my entire life. My parents emigrated from Greece with only third grade educations. They instilled in me an appreciation for education that endures to this day. I am the product of the Massachusetts public school system, and I am indebted to it. I graduated from Dracut High School which prepared me to go to Harvard as an undergraduate, where I completed my BA in Government magna cum laude.

I now work as an educator at Northeastern University, where I am Distinguished Professor of Political Science. I was Chair of the Political Science department at Northeastern for 5 years, where I supervised nearly 30 faculty members and oversaw an annual budget of $4.5 million.

I am also dedicated to serving the Commonwealth in other ways. In 2020, Governor Baker appointed me to serve on the Board of Directors of the Massachusetts Education Financing Authority. The Board oversees an annual operating budget of over $18 million, and we manage loans and assets of $12 billion. I am proud of my work on this board because our primary goal is to help to make college educations accessible and affordable for Massachusetts families.

These experiences may qualify me to serve effectively on the School Committee, but the strongest qualification—and perhaps the most important reason I am interested in this position—is because I am a parent whose experience with the Wellesley Public School system has been life changing. Our son has benefitted directly from the expertise and tireless commitment of extraordinary teachers, administrators and staff in the Wellesley public school system, first at the PAWS preschool program, then at Sprague Elementary and now at Hardy. We are so grateful to the Town of Wellesley and to the public school program.

I am running to keep our school system strong and flourishing. I want to empower teachers, administrators, staff and students—families—to succeed. I pledge to support policies to strengthen our schools and to make them better than ever. I will fight for high standards and academic excellence. I will fight for accountability, transparency and sustainability. And I will fight for fiscal responsibility. I will fight for you and your families. My approach is data-driven, collaborative and results-oriented. Strong schools are built when families, teachers and administrators work together with trust and shared purpose.

The Swellesley Report: What are your thoughts on the town splitting the town and school budgets at Annual Town Meeting?

Panagopoulos: Despite this decision, the School Committee must still work closely with the Select Board and the administration to ensure budgets are developed in collaborative and fiscally responsible ways that reflect town-wide priorities and strategic goals, including sustainability. Some of the logistical implications of this decision remain to be resolved (for example, what happens if Town Meeting approves one budget but not the other?), but the town is carefully examining these scenarios to plan for any eventuality. In some ways, the schools budget has special considerations (for example, contract deadlines that must be adhered to), which Town Meeting will need to take into account. Other challenges or benefits could become clearer after a few cycles of implementation of the split-budgets adoption.

The Swellesley Report: With investment in new initiatives limited under current town budget guidelines, how can the Wellesley Public Schools system ensure it is achieving goals set out in its Strategic Plan?

Panagopoulos: The School Committee must continue to work with the administration to promote and facilitate effective management and outcomes. With teachers and parents, they are partners in Wellesley’s public education enterprise. It must provide educators and the administration the resources and support required to achieve strategic goals and academic excellence. This process would be enhanced with data-driven decision making and results-oriented assessment that fosters accountability and transparency. It also must be strategic and forward-looking. The Strategic Plan is a guidepost, as are Wellesley’s commitments to other goals including equity and sustainability, but more can be done. For example, a comprehensive, school-facilities master plan can be developed to facilitate timely planning and development that advances the school system’s goals in tandem with other town-wide priorities and commitments. It also helps to think creatively and outside the box about new initiatives with potential to advance strategic goals and to seek inspiration and guidance from peer school systems with innovative approaches that are achieving demonstrable results.

The Swellesley Report: What worries you about the use of artificial intelligence in schools, and where do you see opportunities for Wellesley Public Schools to embrace this technology?

Panagopoulos: Artificial Intelligence in public K-12 schools offers transformative opportunities for personalized learning, automated administrative tasks, and enhanced engagement. Benefits can include 24/7 intelligent tutoring that provides customized instruction and adapts to individual student learning paces or tailored lesson plans. Introducing AI tools can help prepare students for a technology-driven workforce, fostering crucial AI literacy.

However, AI also poses significant challenges. These include ensuring equitable access to prevent widening the digital divide, protecting student data privacy, addressing algorithmic bias, and maintaining academic integrity. The use of generative AI raises concerns about plagiarism, cheating, and the reliability of information, requiring new approaches to assessment. Educators must be vigilant to ensure these emerging technologies do not compromise learning and assessment processes. To successfully integrate AI, schools must develop clear policies, invest in professional development, and prioritize equitable access.

The Swellesley Report: How can voters reach you and learn more about your campaign?

Panagopoulos: electcostas.com

Ayla Lari

 
The Swellesley Report: Please introduce yourself to The Swellesley Report’s readers and share why you are running.

Ayla Lari: I’m a longtime Wellesley parent who believes deeply in the power of strong public education. I grew up in Framingham and attended public schools myself, and my two children have been in Wellesley Public Schools since kindergarten at Sprague—one now in college and one in high school. Navigating the system as a parent has given me firsthand insight into what works well and where we can do better. I’m running to help ensure every student feels supported, challenged, and prepared for what comes next. My aim is for Wellesley Public Schools to feel more invested, more connected, and more responsive to the needs of our students and to close gaps between what we promise and what we deliver.

The Swellesley Report: What are your thoughts on the town splitting the town and school budgets at Annual Town Meeting?

Lari: I am neutral on separating the school budget for Town Meeting. The schools make up the largest portion of the town budget and deserve focused attention and thoughtful discussion. The schools are also an integral part of the town. The town and WPS have had a process in place for Town Meeting Members and the community to get insight into the WPS budget before Town Meeting. Separating the school budget may provide a clearer lens and additional opportunity to strengthen transparency, accountability, and public understanding. Either way, it is essential that we continue Wellesley’s strong support for education, while recognizing that we should always look for ways to use resources more efficiently and effectively for students.

The Swellesley Report: With investment in new initiatives limited under current town budget guidelines, how can the Wellesley Public Schools system ensure it is achieving goals set out in its Strategic Plan?

Lari: With limited funding for new initiatives, we have to be disciplined and creative. That means regularly asking, “Is there a better or smarter way to do this?” We should assess existing programs for efficacy, look for efficiencies, and make better use of underutilized resources before adding new costs. Investigating what actually improves student outcomes will help ensure we make meaningful progress without simply spending more.

The Swellesley Report: What worries you about the use of artificial intelligence in schools, and where do you see opportunities for Wellesley Public Schools to embrace this technology?

Lari: My biggest concern with AI in the classroom is that it can short-circuit the thinking process. Deep thinking, analysis, writing and problem solving are skills students develop through practice and struggle, and technology replaces that growth. Other concerns are that AI can be flat out wrong and that results can incorporate bias or other flaws depending on the underlying data and techniques used to train the AI. It should not be a tool of first resort. At the same time, AI can be a powerful tool when used thoughtfully—allowing for personalized learning, helping students get unstuck, and generating extra practice, for example. I see it as a support for learning, not a substitute for thinking. On the administrative side, AI can be a tool for analysis, to give insight into what we can do better.

The Swellesley Report: How can voters reach you and learn more about your campaign?

Lari: Please see my campaign website. 

Michael Robert Cave, PhD

 
The Swellesley Report: Please introduce yourself to The Swellesley Report’s readers and share why you are running.

Michael Robert Cave, PhD: My 57 years in K-16 public and private education as a teacher and administrator, gained as a teacher at Wellesley High School and elsewhere as a classroom teacher, public school administrator and college professor in Massachusetts, Connecticut, New York State and North Carolina enable me to make an important contribution to the already superb Wellesley Public Schools as a School Committee member. This experience enables me to view an issue from the perspective of both an educator and administrator. I also have the academic training needed for productive contribution to the role of School Committe member as I hold three (3) advanced degrees: Master’s and Ph.D degrees in language, and a second Master’s degree from the Harvard University Graduate School of Education in Administration, Planning and Social Policy.

The Swellesley Report: What are your thoughts on the town splitting the town and school budgets at Annual Town Meeting?

Cave: Splitting the Town and School budgets is a return to a pratice last seen nearly 50 years ago. I view this change as a very postive way to highlight the costs of operating our school system along with the educational priorities implicit in the budget. This will eanble our citizens to make informed decisions about budgetary and educational priorities.

The Swellesley Report: With investment in new initiatives limited under current town budget guidelines, how can the Wellesley Public Schools system ensure it is achieving goals set out in its Strategic Plan?

Cave: The Strategic Plan stresses district capacity-building in key areas over expendures of fiscal resources. Thus: no additional fiscal resources should be needed to carry out the Plan.This is consistent with my vision of making the WPS a true “learning orangization” as outlined in the writings of Peter Senge. (Authors of:The Fifth Discipline and Schools That Learn). The Plan itself contains the metrics by which achievement of goals can be measured and assessed.

The Swellesley Report: What worries you about the use of artificial intelligence in schools, and where do you see opportunities for Wellesley Public Schools to embrace this technology?

Cave: AI can be helpful and time-saving for teachers when used to plan lessons and in carrying out other time-consuming clerical tasks. Administrators may also use AI to save time completing tasks such as scheduling, report creation, and other lower-order tasks. Time so saved can be reinvested in higher-order tasks such a creating the capacity required to move the Strategic Plan forward. However, AI can be harmful to learning when students use it to take shortcuts merely to get a learning task done and off the table rather than learn from it. The actual learning takes place when students need to work through a task from start to finish. Both students and educators need to use this technology judiciously in order for its use to be truly beneficial.

The Swellesley Report: How can voters reach you and learn more about your campaign?

Cave:  781-237-4741 (phone), or email mcave10@gmail.com