The decisions made at Case House eventually find their way into every classroom in Weston. Whether it’s the technology in a student’s hands or the specialized support in a reading room, the process behind those choices is essential for a community that values both educational excellence and fiscal accountability.

As I stand for reelection, I believe it’s important to pull back the curtain on how the School Committee actually operates. Transparency isn’t just about posting minutes. It’s about ensuring the community understands the “why” and “how” behind the oversight of our schools.

The role of the committee: oversight and leadership

In Weston, the School Committee’s role is to set the long-term direction through district goals, policy, and the annual budget. While the superintendent and school leaders manage day-to-day operations, the committee provides the framework of accountability.

One of our most critical responsibilities is hiring and evaluating the superintendent. Each year, we set rigorous goals in the summer and evaluate performance the following spring using state-provided frameworks. This process ensures that leadership remains aligned with the community’s expectations while maintaining clear accountability for results.

As part of strengthening this process, the Committee has begun incorporating broader community input into the superintendent evaluation. This year, for the first time, families and staff were invited to share feedback through an online survey administered through PowerSchool. The evaluation now reflects both formal performance measures and the perspectives of the community we serve.

Our governance structure exists for one reason: to provide the oversight and stability necessary for academic excellence to flourish. By hiring the right leadership, setting rigorous district goals, and continually refining our processes, we create an environment where high standards are the norm, not the exception.

How decisions are reached

No individual member acts independently. Decisions are made by the committee as a whole through public discussion and vote. This structure is intentional because it brings multiple perspectives to the table and ensures that decisions reflect collective judgment rather than any single viewpoint.

This work is required to take place in the open. Indeed, under Massachusetts Open Meeting Law, discussions involving a majority of the Committee must occur in a public meeting.Agendas are posted in advance, meetings are held in public, and community members are invited to share feedback. Minutes are published to provide a clear public record.

As Chair over the past year, my goal has been to facilitate collaboration and ensure every voice is heard so that our decisions are well-informed and reflect the committee’s collective judgment.

Much of this work happens through:

• Subcommittees: Members work in small groups to dive deeply into topics such as finance or facilities and develop recommendations that are brought to the full committee.

• Negotiations: Two committee members are assigned to each of the district’s six union negotiations, working with the administration to ensure agreements remain aligned with district priorities. These negotiations typically take place every three years.

• Agenda setting: The chair and vice chair meet regularly with the superintendent to ensure public meetings focus on the most important issues facing students.

Where the work is focused: 2025–2026

A review of our agendas from the current school year shows that a significant portion of our time was devoted to three core pillars:

1. Student outcomes: We reviewed MCAS results and performance indicators to assess where we’re leading and where we need to pivot.

2. Program and curriculum review: We conducted “deep dives” into areas like world languages, special education, and digital literacy to ensure our students remain competitive in a rapidly changing world.

3. Fiscal discipline: We balanced our high standards for education with the responsibility of being careful stewards of taxpayer dollars.

Of these areas, fiscal discipline is most directly reflected in the annual budget

The budget as a statement of values

The annual budget is more than a financial document; it’s a reflection of what we value. In Weston, we’re fortunate to have a community that supports education generously. That support carries a heavy responsibility to make decisions with care.

The budget for the 2026–2027 school year was developed over several months of deliberate and collaborative work. As part of this process, the superintendent presents various scenarios with different levels of funding and clearly outlines the tradeoffs of each. We weigh these options against student impact and costs while working alongside the Superintendent’s Budget Advisory Council and the town’s Finance Committee to reach a final decision.

Continuous progress

Decisions are rarely one-time events. A significant portion of our work involves assessing progress over time. This includes updating district policies, approving school improvement plans, and publishing an annual report that highlights the district’s priorities and accomplishments.

We rely on input from many sources, including public comments, outreach from families, and regular conversations with our high school students through the Student Advisory Council. This input is vital because it helps us apply the judgment necessary to make timely decisions that serve the best interests of every student across the district.

For more detail on the School Committee’s responsibilities and processes, the Weston School Committee Handbook provides a comprehensive overview.

The strength of Weston’s schools depends not just on the decisions we make, but on the trust we build as we make them. My goal is to ensure that process remains thoughtful, transparent, and focused on what’s best for every student. I welcome your perspective as we continue this work together.