Melissa Clucas
- School Committee member, appointed in September 2025; sits on budget and communications subcommittees
- Chief financial officer of a software firm
Do you support the override this June? Which tier will you vote for?
“Yes, I support the override, and I’ll be voting Tier 3. I’ve spent the last six months inside this budget: working through the override working group, analyzing cost drivers and helping shape the MOU that the Select Board, School Committee and Finance Committee all voted on.
Tier 3 isn’t a wish list. It’s the invest-and-improve tier — the $15M option that goes beyond restoring cuts to actually building back. That means capital funding for the town and schools, mental health resources, additional public safety staffing and a special education program for 18-22-year-olds. These are things that get more expensive the longer we ignore them.
All three boards have committed not to return to voters for at least three years. I’ve done the work to understand what’s behind these numbers, and I believe Marblehead is ready to invest in itself. That’s why I’m voting Tier 3.”
If elected, what are your top three goals during your term?
“First, hold ourselves accountable on override commitments. If the override passes, the MOU between the School Committee, Select Board and Finance Committee becomes the foundation for how we hold ourselves accountable. I want to be directly involved in tracking implementation and reporting back to the community, not letting that document sit in a drawer.
Second, restore trust through consistent, plain-language communication. I’ve been publishing regular School Committee updates since being appointed, and I’ll keep doing it. Residents shouldn’t have to attend multiple meetings a month to understand what’s happening in their schools.
Third, bring financial rigor to major decisions in front of the committee. I’ve spent my career as a CFO stress-testing budgets, negotiating contracts and asking the questions that don’t have easy answers. That’s what I’ve been doing on this committee since I was appointed, and it’s what I’ll keep doing.”
What can the School Committee do to reverse the enrollment drop?
“Most of the forces driving enrollment down aren’t within the School Committee’s direct control. Since 2016-17, enrollment has declined from 3,144 students to a projected 2,389 — a 24% drop — driven by lower birth rates, an aging population and limited new family housing. Public school participation has held steady at 76-79% of school-aged residents for nearly a decade. The households that filled our classrooms have aged out.
That said, 215 Marblehead students transferred out of MPS during 2024-25, which is the highest number since COVID, with private schools representing the largest destination. That’s the part we can actually influence.
What I’d focus on: understanding why families leave, not just that they do. The admin team has begun doing exit interviews, and I want to make sure that becomes systematic, not anecdotal. We also need to close a real perception gap. Marblehead High ranks in the top 20% of Massachusetts public schools, with a 99% graduation rate and MCAS scores 15 points above the state average. Families choosing private options don’t always know that. Part of the School Committee’s job is telling that story clearly and early — before families have already made up their minds.
The other place I’d focus is transition years. We lose students disproportionately at the elementary-to-middle and middle-to-high school inflection points. I want to understand what’s driving that — whether it’s program offerings, perception or something else — and address it directly rather than just watching the numbers.”
Is the district’s budget right-sized given FY27 cuts?
“For the most part, yes, and that’s a credit to the work the superintendent and his team have done. The position reductions made in FY27 reflect a genuine effort to right-size staffing for current and projected enrollment. That work was careful and data-driven, and I think the district is in a defensible place on headcount.
The part that isn’t right-sized is the $1.5M one-time special education prepayment we’re using to balance this year’s budget. That’s a one-time fix that cannot be repeated next year. So while the budget looks balanced on paper, we have a structural hole we’re papering over. That’s exactly why the override matters. Without new recurring revenue, FY28 starts with that gap already baked in.”
In a time of tight budget constraints, at least four districts in Massachusetts have cut DEI initiatives or positions, according to a recent story in CommonWealth Beacon. Should such initiatives or positions be a priority in the Marblehead Public Schools budget process? Why or why not?
“Yes. Our district includes METCO students and a growing share of high-needs learners. Ensuring every student has access to a rigorous, supportive education isn’t a political position; it’s the core job.
What I’d push back on is treating DEI as a line item that’s easy to cut when budgets get tight. The most durable equity work isn’t in a standalone coordinator role; it’s in curriculum, hiring and how we train and support educators. Those are harder to cut because they’re embedded in how the district actually operates.”
