WILLIAMSTOWN, Mass. — While three seats on the Select Board will be on the ballot at the May 13 annual town election, just one seat is contested.

 

Longtime board member Jane Patton is opposed by Shana Dixon, chair of the town's Diversity, Inclusion and Racial Equity Committee, to fill out the remaining year of a three-year term vacated last year by Andrew Hogeland, who moved out of the area.

 

iBerkshires.com asked the two candidates a series of questions about their priorities and philosophies. Their responses are below. 

 

The Williamstown League of Women Voters is also hosting a forum with Dixon and Patton, moderated by Jennifer Howlett, on Tuesday, April 29, at 7 p.m. at Town Hall. It will air on Willinet. 

 

The deadline to register to vote in the town election and participate in the May 22 annual town meeting is Friday, May 2, at 5 p.m.

 

After a couple years of relatively low to negligible increases in the property tax rate, Williamstown at this year's town meeting will be asked to approve a spending plan that will significantly raise the levy. As one of five people who would be responsible for directing the town manager, do you feel that the town side of the budget is too high, too low or right-sized to provide the services that residents need? If your answer is too high or too low, what sorts of changes would you recommend the manager make?

 

DIXON

As a town, we face real needs — from maintaining infrastructure to ensuring public services remain strong and equitable. If the proposed budget reflects a thoughtful investment in those priorities, I'm open to supporting it. As of right now, I feel that the budget is right-sized.

 

However, the Select Board should recommend changes as it pertains to the services and needs so that it makes sense before it goes to the annual town meeting. A better streamline approach from the different Sectors and organizations at the beginning of creating the budget would eliminate the Town from spending excess funds, By not giving as much money to an organization that shows that it has more than enough to cover expenses. For example, if an Organization the town gives funding to every year shows that it has enough assets to last a year or longer, We could decrease the amount until additional financial support is needed the following year.

 

That said, we have a responsibility to be careful stewards of public funds. If the budget becomes too high, I'd want to work with the town manager to identify efficiencies, ensure we're not duplicating efforts, and prioritize spending that directly benefits residents — especially our most vulnerable.

 

PATTON

The town's budget is 40 percent of the overall budget. The remaining 60 percent is the school budget. 70 percent of the town budget is related to staff: salaries, wages, and benefits. Of that amount, 30 percent goes towards debt service, health insurance, and things like gas for vehicles, maintenance, etc.

Again, in the Select Board's capacity as the supervisor of the town manager, are there specific initiatives that you would like to see town staff tackle in the year ahead? And, if those initiatives would have a budget impact, do you see cuts that could offset new spending, or would you accept increases to the levy (in FY27) to accomplish the goal(s)?

 

PATTON

 

DIXON

The town should work with the town manager to work through the comprehensive plan. One thing for sure is that we really need to start somewhere and we have a blueprint of what needs to be done to make Williamstown a better place. We already have partners in the community and we need to increase dialogue with them and start to make small incremental changes that could go a long way. We should only do what is realistic and possible staying within our budget leaving room for incremental comprehensive changes, only until we have enough funding for larger projects such as a community event space.

 

There are cuts that could offset spending but most importantly more opportunities for economic growth is the direction we should be heading in. I'm not trying to reinvent the wheel but just trying to be more efficient.

 

I'd love to see the town focus on a few key initiatives in the year ahead:

If these efforts have a budget impact, I'd first look for creative ways to repurpose existing funds or pursue grants. But I'm not opposed to a modest increase in the levy if the community supports it — especially when it's tied to long-term benefits like housing stability or environmental health.

 

Related again to the town finances, the Finance Committee long has bemoaned the lack of new growth in the tax base — particularly on the commercial side. Individuals on that body have described an "anti-business" climate in the town. Do you share that concern? If so, are there specific impediments that you can point to that you would like to see addressed — either through town hall management or through Select Board action? (If your answer is that the Planning Board needs to do more, please cite specific parts of the zoning bylaws you would recommend addressing.)

 

DIXON

I do think we need to be more proactive about supporting local economic growth. Williamstown should be a place where small businesses and entrepreneurs feel welcome.

 

One of the ways to approach the lack of growth in commercial business is to communicate with the established business owners. Getting any input would only help to see what improvements are needed and burdens they may have while running their business. With this information we could provide support within our realm and bring new business prospects to town. An appointed Select Board member or designee with business experience could take on the task of the initial outreach and follow up with the individual commercial businesses to gather helpful information.

 

For new economic growth we need to look at barriers to mixed-use development and streamline approval processes. Growth that aligns with our values — walkable, sustainable, community-focused — should be encouraged.

 

PATTON

Staying with the Finance Committee, it was the venue for a lengthy discussion this winter on whether and how to allocate town dollars to support non-profit entities. Given that the town manager drafts the budget and answers to the Select Board, would you like to see the town manager continue to maintain a line item for such expenditures? Should that line item be greater or smaller than the $130,000 in the FY26 budget?

 

PATTON

It is impossible to put a set figure on the amount the town allocates funds to support non-profit entities. One suggestion might be a minimum amount as the starting point, and then once we understand the needs and amounts the non-profit entities are looking for, we can make adjustments.

 

We have [Community Preservation Committee] dollars for conservation, recreation, and affordable housing. Historically, we have given the vast majority of CPC dollars towards affordable housing. We have met our financial commitment to Cable Mills, which will increase available CPC funds in the 2026 fiscal year by about $100,000 which should allow us to shift our focus to other areas funded by the CPC. My focus in this situation would be working to develop a recreation center that is multi-functional and serves the largest possible segments of town residents.

 

DIXON

Some non-profits do provide essential services that reduce burdens on town infrastructure. The $130,000 line item should be closely evaluated for impact. If we're funding organizations that fill a public need efficiently, it may be justified. But each dollar must be justified with clear public benefit. I would favor a smaller, competitive process with transparency, rather than a permanent or growing line item. I believe in strong partnerships between the town and the nonprofits that serve our residents. Many of these organizations provide essential services — from food security to cultural enrichment — that the government alone can't deliver.

 

The $130,000 line item is reasonable, but it should be regularly reviewed for transparency and effectiveness. I support keeping that line item if we can demonstrate clear community benefit, especially for underserved populations.

 

A perennial issue for the Select Board is whether and how to deal with requests that it express an opinion on resolutions, ranging from support for a paint can recycling bill on Beacon Hill to the war in Gaza. Where do you stand on the question of whether to address such questions? Is it the Select Board's role to speak "for the town?"

 

DIXON

Everyone should have the opportunity to pursue a resolution they believe in. The Select Board should point community members in the right direction from the beginning of their resolution process so that concerns can be addressed efficiently and have the proper voting function depending on the resolution. We should streamline the voting option depending on what kind of resolution it is. It can be based on emergency or necessity with consideration to impact in order to have the Select Board vote or a warrant article that goes to the annual meeting.

 

I believe the Select Board's main role is to govern locally — but there are moments when speaking out is part of leadership. If an issue has a clear connection to our values as a town — whether it's environmental justice, human rights, or public health — I think it's appropriate for the board to take a stand.

 

That said, it should be done thoughtfully, with community input, and never as a distraction from our core responsibilities.

 

One candidate in this race, the incumbent, has said she is running to ensure some continuity and experience on a board that has seen some turnover in the last couple of election cycles. That raises different, but related, questions for each candidate: Why is it important to have the board's longest-tenured member continue for one more year? Why is it important to have a new voice on the Select Board?

 

 

DIXON

Longtime board members bring valuable experience, but over time, it's easy for leadership to become stagnant or disconnected from current concerns.

 

Continuity matters — but so does perspective. Institutional memory can help avoid repeating mistakes, but too much focus on continuity can stifle innovation. As a new voice on the Select Board I would bring fresh ideas, diverse experiences, and a renewed commitment to serving today's community needs and engaging with the community. I'm bringing energy, transparency, and a willingness to challenge the status quo where needed.

 

My focus is on forward-thinking solutions, listening actively to residents, and making sure every voice is heard — not just the same voices that have always had a seat at the table. Especially when guided by principle rather than partisanship, a new voice can help steer the town toward a more accountable, adaptable, and citizen-focused government. All of which I hope to bring to the Williamstown Select Board.