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