Jenn Schaeffner
School Committee member, sat on the budget, facilities subcommittees
Chair, Marblehead Housing Authority
Worked in finance, banking, property management
Do you support the override this June? Which tier will you vote for?
Marblehead is facing a genuine fiscal crisis, and it demands experienced, decisive leadership. The override questions are already on the ballot, and residents will be asked to decide on June 9. I recognize that after years of spending down our reserves, raising the tax levy to increase revenue may be an unfortunate but necessary step. I am wrestling with this decision, as the process has not been as transparent or well-structured as it should have been. In 2025, voters overwhelmingly expressed that they wanted a menu of items so they could specifically decide where their money should go. That message deserved to be heard and respected, and I regret that the current override is not being conducted in that fashion. I also regret that many of the most meaningful town services have been put at risk, while we have not yet taken the opportunity to address critical structural issues that could save money and ensure Marblehead’s fiscal security going forward.
What I can commit to is this: if Marblehead votes to raise the levy, and I am elected to the Board, I will fight to ensure that the additional revenue is used to provide meaningful relief, including funding the areas of greatest need, while allowing the time necessary to do the hard work properly.
A full, rigorous review of every department, every expense line, and every available revenue source is essential, as is full transparency regarding how and why taxpayers’ money is being spent and long-term planning to ensure we don’t find ourselves in a similar situation again a few years from now.
Aside from passing an override, do you have any ideas for reducing pressure on the town budget, either by raising revenue or reducing costs? If so, what are they?
Beyond the override, the Select Board must take a more active role in expanding revenue. That means creating a welcoming environment for new businesses, cutting through red tape, and actively promoting Marblehead as a destination for visitors to experience our restaurants, shops, and lodging. This town is beautiful and historic and has so much to offer, and tourism and visitor spending are revenue sources that benefit everyone without adding to the tax burden on our residents. We must also support managed growth of sustainable new construction and work closely with the Building Department and Assessors’ Office to ensure every new development is properly assessed and all new growth taxes are fully captured.
On the cost side, I would implement zero-based budgeting across every town department, requiring every expense to be justified from the ground up rather than rolled forward automatically. I would also look closely at opportunities to share services and resources between town departments where possible, eliminating duplication and improving efficiency without reducing the quality of services residents receive.
What role should the Select Board play in economic development, including support for local businesses?
The Select Board should be an active and enthusiastic partner in economic development, not a passive bystander. A thriving local economy is one of the most powerful tools we have for expanding our tax base and reducing the burden on residential taxpayers, and the Select Board has both the platform and the responsibility to champion it.
The Select Board sets the tone for how this town relates to its business community, and that tone matters enormously. Business owners notice when their local government is engaged, responsive, and genuinely invested in their success. They also notice when it is not. The Select Board should be visible and accessible to the business community, understanding the challenges they face and removing obstacles where it can. That means working closely with town departments to ensure that permitting and regulatory processes are as efficient and transparent as possible. It means being a vocal advocate for Marblehead’s business districts and the people who invest their livelihoods in them. And it means recognizing that when our local businesses thrive, the whole town benefits. A vibrant commercial district strengthens our community identity, keeps dollars local, and reduces the pressure on residential taxpayers. That is an outcome worth fighting for, and the Select Board should be leading that effort.
Beyond supporting existing businesses, the Select Board should be actively promoting Marblehead as a destination. This town is beautiful, historic and unlike anywhere else on the North Shore. Our restaurants, shops and lodging deserve more visitors, and visitor spending is revenue that benefits everyone without adding to the tax burden of our residents. A coordinated effort to promote tourism and attract visitors should be a priority, not an afterthought.
Finally, the Select Board must support managed, appropriate new construction, and work closely with the Building Department and Assessors Office to ensure that every new development is properly assessed, and all new growth taxes are fully captured. There is real money being left on the table when that coordination breaks down, and I will not accept that. Smart, thoughtful economic development is not at odds with preserving the character of our town. Done right, it protects it.
Describe a decision by town leaders that you agreed or disagreed with in the past year. What would you have done differently?
I want to acknowledge that all three candidates running for Select Board are currently serving Marblehead in public office. I have deep respect and genuine gratitude for anyone who has the courage to step forward and serve this community. That takes real commitment, and it should never be taken for granted. I may not agree with my fellow candidates on every issue, and that is precisely why I have stepped forward to run. But I appreciate their service and am fully prepared to engage in respectful debate, collaborate across differences, and compromise when it serves the best interest of Marblehead. That is what good government looks like. What sets me apart is the combination of professional financial expertise, direct municipal budget experience and deep roots in this community that I bring to this moment, exactly the skills Marblehead needs most right now. Thank you for your consideration and I ask for your vote for the position of Select Board member on June 9.
What’s your assessment of the degree of distrust of public officials in the town of Marblehead? If you agree that this is a problem, how would you combat it, if elected?
There is real and understandable frustration in this community about how decisions have been made and whether residents are being given the full picture. I have seen it firsthand. The answer is not better spin. It is radical transparency. Financial data must be presented in plain language every resident can follow. Decision-making processes must be open and well-documented. And elected officials must be willing to have honest, sometimes uncomfortable conversations rather than managing the message. What I will always insist on is that decisions of consequence are made with full transparency, verifiable data, and meaningful resident input, not handed down, and explained after the fact. That is the standard I will hold myself to on the Select Board, and it is the standard I will ask of everyone serving alongside me.
Assume the state gives its final approval to the town’s plan to comply with the MBTA Communities Act. How will you look back on this chapter in the town’s history? What lessons, if any, do you take from it?
I have deep respect for both sides of this debate. There is a legitimate and pressing need for controlled, appropriate growth in our town, both to create housing opportunities for working families and seniors and to expand our tax base in a sustainable way. At the same time, the concerns raised by many residents about increased density and whether our infrastructure, both within Marblehead and across the greater North Shore for commuters, can support that growth are real and deserve to be taken seriously, not dismissed.
The lesson I take from this chapter is the same one I take from the override debate. When residents feel that decisions are being handed down rather than made with them, trust erodes and division follows. The path forward, on this issue and every other, must begin with genuine transparency, early and meaningful resident engagement, and a willingness to listen to and honor the voices of the people who live here. That is the standard I will hold myself to on the Select Board.
