MANSFIELD EDUCATORS FORUM - ANSWERS SUBMITTED IN WRITING 

 MAUREEN R. DOHERTY  INTRODUCTION: 

For more than 40 years, I’ve been committed to public service through my work, my volunteer efforts, and my involvement in this community. Mansfield isn’t just where I serve it’s home. It’s where Bill and I raised our family where our children and now our grandchildren attend or have attended Mansfield Public Schools.

As your Selectwoman, I’ve brought that same dedication and work ethic to the Board – focused on one thing: delivering results and I have.

• I strengthened budget oversight and increased transparency so you can see how your tax dollars are spent.
• I worked to modernize policies and improve accountability so our Town government works better for everyone.
• I expanded access and engagement making sure every resident has a voice and a seat at the table.
• And when challenges arose, I didn’t step back I stepped up.

But this work isn’t finished.

Mansfield is facing real financial challenges. Rising costs and increasing demands on services  require steady, experienced leadership.

This is not a time for on-the-job training. My experience in municipal government from local level to state service and as a municipal consultant—means I understand how government works and how to get things done.

I’ve been recognized for exceptional leadership and community service to the Town by the Commission on the Status of Women, the Commonwealth and local organizations, but what matters most is earning your trust.

I’ve been listening to residents across Mansfield about the budget, our local economy, Town services and the need for clear, accessible communication. I hear you!   I’m committed to continuing that work with integrity, transparency, and accountability.

I’m running for re-election to keep Mansfield moving forward and to continue delivering results for you.  I am asking for your vote on MAY 12TH.

                                                                                                                                                                                                                                                                                        QUESTIONS AND ANSWERS

  I cannot answer questions 1 and 2 due to advice from Town Counsel and the Commonwealths’ s Ethic’s Commission because I have immediate family that are educators in the Mansfield Public Schools.  

1.  Health insurance: With health insurance costs continuing to rise, what specific strategies would you support to protect affordability for employees without compromising benefits? What are your thoughts on Mansfield joining the Massachusetts Group Insurance Commission?

2.  Safety: How would you partner with educators and support staff to respond to rising behavioral concerns and ensure schools remain safe and supportive for everyone?                                                                                                                                                                             

3. Revenue: What is your plan to grow and diversify the town’s revenue sources in a sustainable way?    

My plan to grow and diversify the Town’s revenue is focused on long-term, sustainable economic development not simply raising fees on residents.

Since being elected, I’ve made it a priority to understand why businesses are choosing neighboring communities over ours and what we need to change to compete. At the Tri-Town Chamber of Commerce event on October 8th, I asked a simple but important question: “Why not Mansfield?” That conversation led to action.

Working with our Town Planner, Interim Town Manager, and the Director of the Light Department, we brought together a cross-functional team to focus specifically on economic development. Even without a permanent Town Manager in place at the time, we took meaningful steps forward—expanding the Planner’s role to include economic development and building stronger coordination across departments.

We are now partnering with the Chamber to host events at Town Hall that support small and micro-businesses, helping to grow local entrepreneurship. We’ve also joined the 495 MetroWest Partnership to better position Mansfield in regional economic opportunities and attract new investment.

At the same time, we are taking a hard look at our existing zoning. Some of the growth envisioned years ago hasn’t materialized, and we need to understand why then make thoughtful adjustments that encourage the right kind of development while preserving community character.

We’re also exploring innovative, low-cost strategies like internship or Keystone projects to identify and market vacant and underutilized properties in our industrial park. In addition, we are planning an industrial park owners and managers breakfast to strengthen relationships, understand their needs, and identify opportunities for expansion and reinvestment.

Sustainable revenue growth comes from being proactive, strategic, and business-friendly while staying true to our community values. My focus is on creating an environment where businesses want to locate, grow, and stay—because that’s how we broaden the tax base, reduce pressure on residents, and ensure long-term financial stability.

4. Retention & Local Economy: "Mansfield’s strength relies on attracting and keeping high-quality educators. As a member of the Selectboard, how will you ensure that the town remains an affordable and desirable place for all town employees to work and live in?"

Attracting and retaining high-quality educators and all town employees requires a balanced, realistic approach. It’s not just about salaries, but about creating a workplace and a community where people feel valued, supported, and able to build a life.

As a member of the Select Board, my role is not to negotiate contracts directly, but to help set the tone, support responsible financial planning, and ensure that we are prioritizing our workforce in a sustainable way.

First, we need to remain competitive. That means working collaboratively through the collective bargaining process to offer fair, market-based compensation and benefits that reflect the value of our employees, while also being mindful of the impact on taxpayers.

Second, we need to plan ahead. Too often, communities fall behind because they react instead of plan. I support long-term financial forecasting that anticipates contract obligations, healthcare costs, and staffing needs so we can avoid sudden shortfalls and provide stability for both employees and residents.

Third, we must focus on the overall work environment. Retention improves when employees feel respected, heard, and supported. That includes strong leadership, clear communication, and a culture of collaboration across departments and boards.

And finally, affordability and quality of life matter. While housing challenges are larger than any one board, we can support thoughtful zoning, smart growth, and economic development strategies that expand the tax base and reduce pressure on residential taxpayers helping make Mansfield a more affordable place to live and work.

At the end of the day, investing in our employees is investing in our community. When we support the people who educate our children and deliver our services, we strengthen the entire town.

5. Infrastructure & Innovation: "Modern education requires significant investment in technology and school facilities. How do you plan to balance the need for long-term capital improvements in our schools with other town-wide infrastructure projects?"  

Balancing long-term school investments with other town-wide infrastructure needs starts with discipline, transparency, and a commitment to prioritization not simply approving projects as they come forward.

Over the past several years, our Capital Improvement Program (CIP) too often approved projects without fully considering financing strategies or how they ranked against other needs. That’s something I’ve taken seriously. This year, I helped lead an overhaul of the CIP process to create a more structured, value- and priority-based evaluation system that is fair to both Town and School projects. We now have a clearer framework to compare needs, assess urgency, and make informed decisions.

Transparency is also key. The Town’s CIP webpage lays out a five-year capital plan that includes both municipal and school requests, giving residents and decision-makers a full picture of what’s ahead and what we can realistically afford.

We’ve also worked to strengthen coordination. The Town and Schools established a joint facilities committee to evaluate needs across all buildings. While recent leadership transitions have slowed that effort, I believe re-energizing that collaboration is essential so we’re planning holistically not in silos.

This year’s decisions reflect the reality of our financial constraints. We approved targeted school projects such as the Jordan/Jackson roof schematic design and PA system upgrades at the Jordan/Jackson and the Qualters Middle School while holding off on town projects due to limited free cash. In prior years, we’ve supported significant investments like the Robinson Playground, high school athletic improvements, major HVAC upgrades, and traffic flow improvements tied to the Roland Green project.

We’ve also had to make tough decisions, like funding the abatement and demolition of the former Roland Green School through stabilization, with a plan to repay those funds through the eventual sale of the property.

My professional background as a construction project manager and procurement director directly informs how I approach this work. I’ve been involved in school projects here and in neighboring communities, and I’ve been recognized by the state and the Massachusetts School Building Authority for collaborative procurement strategies that saved approximately $1.5 million.

At the end of the day, the balance comes down to planning ahead, setting clear priorities, and aligning projects with realistic funding strategies. We can support modern, well-maintained schools while also addressing broader infrastructure needs but only if we stay disciplined, transparent, and focused on long-term sustainability.

6.  Collaborative Governance: "School and town budgets are often viewed as competing interests. How will you foster a more collaborative relationship between the Selectboard and the School Committee to ensure education remains a top priority 

  If you treat school and town budgets as competitors, you’re starting from the wrong place. These are shared responsibilities, and the goal is one community budget that reflects all of our priorities education, public safety, and the services our residents rely on every day.

Here’s how I would continue to strengthen that collaboration:

First, consistent communication. Joint meetings like the Tri-Board process are critical, but they need to be ongoing and productive, not just during budget season. That conversation should also include public safety and DPW leadership, so we’re hearing directly from all departments early in the process. Open dialogue builds trust and prevents last-minute conflicts.

Second, shared planning. Tools like our Capital Improvement Program (CIP) and the joint facilities committee are designed to bring the Town and Schools together around long-term needs. I’ve worked to strengthen the CIP so projects whether they’re school facilities, public safety equipment, or DPW infrastructure are evaluated fairly, based on need, impact, and timing. This helps ensure we’re aligning priorities, not competing over them.

Third, financial transparency and realism. All boards and departments need access to the same clear financial picture revenues, obligations, and constraints. When schools, public safety, and DPW understand the full landscape, it leads to more thoughtful, collaborative decision-making.

Fourth, mutual respect for roles. The School Committee focuses on educational policy, while the Selectboard is responsible for the Town’s overall financial health and service delivery including public safety and DPW. Respecting those roles, while working together, leads to better outcomes across the board.

Finally, a shared commitment to the community. Strong schools, reliable public safety, and well-maintained infrastructure all contribute to the quality of life in our town. This isn’t about choosing one over the other it’s about balancing priorities responsibly and planning ahead so we can support all of them.

My focus is to keep communication open, strengthen collaboration, and ensure that all critical services education, public safety, and DPW are supported within a sustainable, balanced financial plan.

7. Transparency & Communication: How will you improve transparency and ensure residents feel informed and heard? What will you do differently to increase public trust in town government?

Public trust is earned over time through consistency, openness, and follow-through—and I recognize that in recent years, there has been a real erosion of trust in town government. We are in a transition period where rebuilding that trust has to be a top priority.

Since being elected three years ago, I’ve taken a very direct, hands-on approach to transparency and communication. I’ve held regular office hours and listening sessions where residents can raise concerns directly with me. Just as importantly, I make sure those concerns don’t stop there—I bring them to the appropriate department, administrator, or to the Select Board so they are addressed publicly and appropriately.

I’ve also been consistent in pushing for greater financial transparency. For example, Town warrants, including vendor payments, are now posted on the Town Accountant’s webpage. When concerns were raised at Town Meeting about budget oversight and a lack of transparency, I asked the new Town Manager to bring budget transfers forward for discussion at Select Board meetings. That change has been implemented, and those transfers are also now publicly posted. These are small but important steps that make town finances more open and accessible to residents.

Moving forward, I believe we need to continue strengthening three key areas:

First, proactive communication. Residents shouldn’t have to dig for information or wait for a meeting to understand what’s happening. We need to continue improving how we share updates in clear, timely, and accessible ways.

Second, accessibility and responsiveness. I’ve always made myself available to residents, and I will continue to do so. Being available, listening, and following through matters just as much as formal reporting.

Third, collaboration across town leadership. I maintain strong working relationships with Town Administration, School Administration, and the community, and I believe that cooperation not silos is what leads to better decisions and greater trust.

Ultimately, rebuilding public trust requires consistency over time. I am committed to continuing to be accessible, transparent in financial matters, and accountable in how concerns are raised and addressed.