With the April 13 town election just days away, Sturbridge voters will choose up to two candidates for Select Board from a field of three: Charlie Blanchard, Kadion Phillips, and MaryLou Volpe.

Know someone still deciding? Forward this edition to them before Monday’s (4/13) election.

The Town Minute reached out to candidates directly and sent them all six questions — three shared across every contested race, and three specific to the Select Board. Two candidates responded in full. Their answers appear below, unedited. Volpe did not respond by deadline; we’ve included a public statement and a link to her remarks from the March Meet the Candidates forum.

📅 Polls are open Monday, April 13 from 6:30am–8pm at the Host Hotel, Sturbridge. Add to Google Calendar

Q1. Why are you running, and what perspective would you bring to this role?

After over forty years in this field serving as an elected and appointed official in Sturbridge, as well as a Town Manager and Administrator in five other communities, I still have a passion for municipal government.

When this seat on the Select Board opened up after the passing of my wife Mary last September, I decided to run for it both as an opportunity to add my knowledge and experience to the Board and as a continuation of the dedication that she brought to the position over the past seventeen and a half years.

If elected, I will bring over three decades of institutional knowledge and experience to the Select Board.

Q2. What are your top priorities if elected?

If elected, my top three priorities would be:

To develop a good working relationship with the other members of the Select Board. I haven't worked directly with any of the current Board members, but I look forward to the opportunity to learn more about their views and priorities and how we can work together to set the policies and goals that will help keep Sturbridge on the right track.

To develop a good working relationship with the Town Administrator. Over the past three years in my role as Chair of the Senior Center Building Committee, I have had the opportunity to develop a good working relationship with the Town Administrator on this project, and I hope to be able to build on that in my role as a member of the Select Board.

To better understand the current needs of each Town Department that will allow them to effectively provide their services. This also includes listening to members of the community regarding their views on how well these services are being received.

Q3. What do you see as one of the more important decisions the town will face in the next few years?

As with most communities in the Commonwealth, Sturbridge is facing a tightening budget situation over the next several years which will be impacted by the age of some of our infrastructure such as our water and sewer systems and our landfill.

The renovation or replacement of the Public Safety Complex and the replacement of the DPW Garage were listed as top priorities in the Master Plan ten years ago, but we have not even done a feasibility study to determine our options and cost for these.

In addition, several key staff positions are approaching retirement at a time when qualified candidates with municipal experience are difficult to find.

The decisions the Town will make to balance our budget, infrastructure and facilities needs, as well as how we will meet our staffing needs, will be of great importance.

Q4. What types of economic development would you support in Sturbridge, and what types would you be hesitant to support?

We are fortunate that Sturbridge has very good Zoning Bylaws that define the uses that are appropriate for each of our zoning districts.

If a development meets the zoning requirements for the district in which it is being proposed, including all of the criteria that prevent negative impacts on surrounding properties, then the Select Board does not have a role in formally supporting or not supporting the project.

The focus of our Economic Development Coordinator is to support businesses in town, encourage new development that will enhance and promote economic growth and attract visitors to our businesses that rely on tourism.

Q5. If Sturbridge faces tighter financial conditions in the next few years, what services or priorities would you work hardest to protect and where would you be more open to making adjustments?

The five-year budget prepared by our Finance Director projects a significant deficit for each of those years, so it seems pretty certain that the Select Board will be facing this issue.

I think it is very important to focus on funding the services that the Town is statutorily required to provide, such as Education, Public Safety - Police, Fire and EMT services, and the DPW’s role in maintaining our roads and keeping them clear and safe – at the highest level of service that we can afford.

Recognizing that the other services we provide such as the Library, Landfill, Recycling Center, Senior Center, and Recreation Department are an important part of the lives of those who use them is also important as we look reducing costs in these areas.

Regardless of where the cost cuts are made, it is my experience that we must be as clear as possible about what the reductions in services in each department will be so that Taxpayers can decide if they want to maintain these services through an override.

Q6. What is one area of town services or operations you think needs the most attention right now, and why?

Given all of the issues we are facing that affect our budget and services, I do not think the Select Board has the luxury of choosing one area that needs the most attention but instead must give its attention to multiple issues.

A few examples of these are:

Q1. Why are you running, and what perspective would you bring to this role?

Sturbridge is a special place — a community that cherishes its small town character, its vast open spaces, and the natural resources that provide countless cultural and recreational opportunities. I'm running to help protect and build on that.

This isn't about politics. It's about making sure town government works efficiently and in the most fiscally responsible way possible — for every resident, every business, and every family who calls Sturbridge home. Whether you've lived here your whole life or moved here last year, this town should work for you. Long-time residents have built this community and deserve to see their investment honored. Newer residents chose Sturbridge for a reason, and they deserve to feel that choice was the right one. My job, if elected, is to make sure both groups can say with confidence that their local government is showing up for them.

As Chair of the Recreation Committee, Vice Chair of the Community Preservation Committee, Cable Advisory Committee member, and a member of the 250th Anniversary Planning Committee, I've been doing this work for years. I also coach and serve on the boards of youth soccer, baseball, and basketball, and I've seen firsthand how strong communities are built one relationship at a time. More than 20 years as a public school educator in roles as a teacher, principal, and now Director of Technology, have given me a deep commitment to accountability and data-driven decision-making. I'm not asking to start serving Sturbridge. I'm asking for the chance to continue.

To learn more about my experience, my vision for Sturbridge, or to get in touch and support the campaign, visit www.kadion.org.

Q2. What are your top priorities if elected?

Fiscal Responsibility — Every dollar must be tied to a clear taxpayer benefit. Keeping our tax rate low is a quality of life commitment — to seniors on fixed incomes and to the young families building their lives here. I fully support our schools, public safety, recreation, and all town services, but that support must be grounded in fiscal discipline: finding efficiencies, making smart investments, and ensuring every dollar delivers real value to all taxpayers.

Transparent, Accessible Government — The question I hear most from neighbors is: how do I find out what's happening in town? Residents need a more useful town website, plain-language budget summaries, and easier ways to watch meetings and get involved. But transparency is also about results. Residents need to see the government working for them through the basics: roads maintained, streets plowed and treated promptly, permits for homes and businesses processed quickly and efficiently, and services that show up when needed. Timely, responsive permitting is not a bureaucratic detail — it is an essential service that directly affects homeowners making investments in their property, and local businesses trying to operate and grow. When the basics are done well, trust follows.

Smart Economic Growth — Sturbridge's 2011 Master Plan called for maximizing development opportunities along the Route 20 and Route 131 corridors and taking a proactive approach to marketing the town's assets. That vision is more relevant than ever — and I would extend it to Route 15, where our position at the crossroads of the Mass Pike and I-84 gives us a competitive advantage most towns would envy. Any growth strategy must start with protecting our existing local businesses. New development should bring more customers to the businesses already here — not compete with them. Diversifying beyond our reliance on tourism and hospitality is equally important, and I am committed to that broader goal.

Active Recreation Space for Our Kids — As Chair of the Recreation Committee for 14 years and a coach across three sports, I've experienced the field shortage firsthand. Teams turn kids away. Families drive out of town for what should be available here. The town's recent acquisition of the Douty Road property is a real opportunity to address a need our community has felt for years — active recreation space for all residents. Done right and managed fiscally responsibly, this investment pays dividends for generations.

Q3. What do you see as one of the more important decisions the town will face in the next few years?

Several major decisions are converging, and they are interconnected.

Strategic growth along our highway corridors is the major opportunity ahead. Sturbridge sits at the junction of I-90, I-84, and Route 20 — a geographic advantage we should be actively leveraging across both Route 20, Route 131, and Route 15. Any development strategy must protect our local businesses first; new growth should bring vitality to the businesses already here, not undercut them. A stronger commercial tax base means we can keep tax rates manageable for the seniors and young families who depend on it most.

Tourism and our identity as a destination should continue to be a priority and town government is an important partner in that effort. Sturbridge is the Crossroads of New England, home to Old Sturbridge Village, over 30 miles of trails, a thriving restaurant scene, unique independent shops, and rich colonial history. We should be doing more to help visitors extend their stays, explore beyond Route 20, and connect with the full range of what our community offers. The 250th Anniversary celebrations this spring and summer — which I'm proud to be helping plan — is a perfect example of the kind of event that honors our history while drawing visitors and energy to our community. That momentum shouldn't end after the final parade this year, but it should be the foundation for a stronger, more sustained tourism strategy going forward.

Water & Sewer infrastructure is among the most consequential. Aging systems need investment now — underfunding them only makes the problem costlier later, and adequate infrastructure is the foundation for any responsible growth.

Sturbridge's trail network is one of our greatest community assets, and we should continue to invest in it. These trails serve residents every single day: families, walkers, runners, hikers, mountain bikers, and dog owners who depend on them as part of their daily lives. At the same time, they are a powerful draw for visitors from across the region. Continued investment in wayfinding, trailhead access, and connectivity to local businesses strengthens the experience for both — keeping our community healthy and active while drawing visitors who support our local economy. This is the kind of investment that serves residents and drives growth at the same time, and it deserves ongoing commitment from town government.

The Douty Road property is an exciting near-term decision. Developing it thoughtfully — with community input and fiscal discipline — is a chance to finally deliver active recreation space that residents have long called for. This property could also serve as a connector to the trails network to further improve that experience.

These decisions — infrastructure, smart growth, tourism, trail activation, and recreation investment — will define what kind of town Sturbridge is for the next generation.

Q4. What types of economic development would you support in Sturbridge, and what types would you be hesitant to support?

I support development that strengthens our tax base and complements Sturbridge's character. Our local businesses must come first — any new development should support and elevate what they already offer, not undercut them. That includes making sure town government is a genuine partner to businesses by streamlining permitting, reducing unnecessary bureaucratic barriers, and ensuring that the process of opening or expanding a business in Sturbridge is as straightforward as possible.

Tourism is a cornerstone of our local economy, and we should be investing in it more intentionally. Sturbridge offers excellent dining, accommodations, trails, shopping, attractions, and events — and the town should be actively supporting and amplifying that work. With Old Sturbridge Village, a thriving restaurant corridor, 30-plus miles of trails, and a historic character that draws visitors from across New England, we have the assets. The opportunity is to do a better job connecting those assets to each other and to the visitor experience. The upcoming 250th Anniversary celebration is a chance to showcase all of that to a wider audience and build lasting tourism momentum.

Beyond our commercial corridors, our trail network is an important economic asset. Better wayfinding, improved trailhead access, and connections to local shops, restaurants, and lodging could meaningfully increase visitor spending right here in town.

I would be cautious about high-density residential development that drives demand for schools and services without a proportional tax return — that shifts the burden to existing residents. And I would resist anything that compromises the historic and natural character that makes Sturbridge a destination in the first place. Growth should work for Sturbridge — not the other way around.

Q5. If Sturbridge faces tighter financial conditions in the next few years, what services or priorities would you work hardest to protect — and where would you be more open to making adjustments?

This isn't about ideology — it's about making sure town government works efficiently and in the most fiscally responsible way possible for the people who depend on it. I would protect public safety above all else. When someone calls 911, fire, EMT, and police response times are not a line item to be trimmed — they are a matter of life and safety. Every resident, whether they've lived here for decades or just moved in, deserves to know that when they need help, it is coming. Fast. I would also protect our schools. Strong public education is not optional — it is the foundation of a healthy community and one of the primary reasons families choose Sturbridge. That said, supporting our public safety and schools does not mean accepting inefficiency. In tighter times I would push hard for staffing reviews, shared services across the region, and technology-driven solutions before accepting any reductions in quality.

I would equally protect the community services that residents rely on day to day:  the Department of Public Works, the Senior Center, the Library, and the recycling center. These aren't extras — they are the practical infrastructure of daily life in Sturbridge. The DPW keeps our roads passable and our water running. The library serves learners of every age. The Senior Center is a lifeline for older residents. The recycling center serves households across the entire town. Cutting these services may look like savings on paper, but the cost to residents — particularly those with the least flexibility — is real. That said, every one of these services must be managed with fiscal discipline. I would look carefully at staffing levels and structures across departments, asking where roles can be combined, where services can be shared regionally, and where outsourcing might deliver the same quality at lower cost to taxpayers. The goal is never to cut for the sake of cutting — it is to make sure every dollar is doing the most it possibly can for residents. I would also protect the permitting and inspection functions that homeowners and local businesses depend on. Delays cost people money and erode confidence in local government.

Where I'd look for adjustments: administrative overhead, consultant spending, duplicative staffing across departments, and programs with limited community impact relative to their cost. No option should be off the table — including whether certain services are better delivered through regional partnerships or private contracts — as long as quality and accountability to residents are maintained. Any adjustments should come with transparent data and clear communication to residents about what trade-offs are being made and why.

Q6. What is one area of town services or operations you think needs the most attention right now, and why?

Communication — and I cannot stress this enough. It is the thread that runs through every other service and every other priority.

Residents who have lived here their whole lives and residents who just arrived deserve the same thing: a clear, accessible picture of what their town government is doing, how their money is being spent, and how they can get involved or get help. Right now, too many people don't know how to find that information — and that gap erodes trust faster than almost anything else.

A better town website. Plain-language budget summaries. Meeting information that is easy to find and easy to watch. Proactive updates on road work, service changes, and major decisions. These are not expensive priorities. They require intentionality, follow-through, and a genuine commitment to treating residents as partners rather than bystanders. This is where I find tremendous value in the work The Town Minute is doing to keep Sturbridge residents informed.

Beyond communication, government must be visibly working. Roads are properly maintained. Streets plowed and treated safely and promptly. Permits processed in a timely, predictable way. Emergency services that respond without hesitation. The Recycling Center, the Library, the Senior Center, and the DPW operating reliably. These are the proof points. When residents — long-time or new — see these things working well, they believe in their local government. When they don't, no amount of messaging will rebuild that confidence.

This is not about politics. It is about making town government work efficiently and responsibly for every single person who calls Sturbridge home. That is the standard I intend to hold — and to be held to.

MaryLou Volpe did not respond to TTM's Q&A by publication deadline (it was a holiday weekend). However, we’ve included a public statement MaryLou made regarding her run for re-election on her Facebook page.

Dear Sturbridge neighbors,

I'm proud to be running for re-election as your Selectman.

For nearly 40 years, Sturbridge has been my home, and serving this community has been one of the greatest honors of my life. From my time as a firefighter/AEMT & SAFE Coordinator, to my 20 years with the Parks & Recreation committee, and now as your selectman since 2023, I've been committed to showing up, working hard, and doing what's best for our town.

I've experienced Sturbridge as a resident, a parent, and a town employee. Those perspectives continue to guide the decisions I make on your behalf every day.

This past year has brought the unexpected loss of my husband, Rich, who shared that same commitment to Sturbridge. He served on various town boards and as chair of the 250th Anniversary Committee. I know how much it meant to him for me to serve this community, and I carry that with me every day. Continuing this work is not only an honor, it's a way to carry forward the commitment we both shared to this town we love.

I'm proud of what I accomplished, and I would be grateful for your vote so I can continue serving Sturbridge with dedication, experience, and heart.

With gratitude,
MaryLou Volpe

Read MaryLou Volpe’s remarks from the March Meet the Candidates forum here.

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TTM's School Committee Q&A drops Tuesday. Board of Health on Wednesday.

📅 Polls are open Monday, April 13 from 6:30am–8pm at the Host Hotel, Sturbridge. Add to Google Calendar

The Town Minute is an independent publication not affiliated with the Town of Sturbridge or any municipal office. Candidate responses are published in full and without edits. Where a candidate did not submit responses, any included public statement is clearly labeled.