Ahmet Corapcioglu
Ahmet Corapcioglu. (Courtesy photo)
We moved to Harvard to be closer to our daughter—and quickly found a home in this vibrant, close-knit community. As a naturalized citizen who has seen democracy erode in my home country, and as someone who has lived on the margins, I deeply believe in democratic values, diversity, equity, inclusion, strong moral leadership, and commitment to public service. With over 30 years in business and education, I know how to solve tough problems, lead with purpose, deliver results, and respect all voices. Harvard deserves leadership that honors our traditions while building for the future.
The most recent five-year revenue and expense forecast for Harvard predicts a deficit of $1.7 million in fiscal year 2027—even if both overrides recommended by the Select Board pass this year. What specific steps can the board take to avoid another override next year? In five years?
Harvard must adopt a smarter, two-track strategy: stronger financial discipline and creative revenue generation.
First, in the near term, we need a full operational review and subsequent goal setting to identify efficiencies across departments. Small improvements, consistently applied, add up—and we must build this culture of ongoing cost responsibility, not just perform an annual budgeting exercise.
Second, we must create new revenue streams that align with our rural character. This includes encouraging small R&D operations and considering clean technology firms, AI data centers, and satellite offices in designated commercial zones. The focus should be on businesses with strong online presence, sustainable practices, and community integration. We also need to aggressively pursue grants and state funding for infrastructure and public services.
Third, future capital plans must be directly tied to affordability—ensuring that large projects are grounded in realistic, sustainable financial models.
Finally, we must act now to secure Harvard’s jurisdictional role in Devens. Of Devens’ 4,400 acres, 61% fall within Harvard’s historic boundaries, containing nearly $1 billion in taxable assessed value, largely commercial. Regaining jurisdiction would deliver transformative financial benefits to both Harvard and Devens residents—if we lead the process rather than react to it.
We cannot rely on future overrides to close the gap. Smarter planning, earlier action, and guided, thoughtful growth is essential to Harvard’s financial future.
What steps would you take to restore a sense of cooperation (or collaboration) among board members and other boards?
Restoring meaningful collaboration among the Select Board and other boards requires deliberate leadership grounded in respect, transparency, and a shared sense of purpose.
First, I would prioritize setting a clear vision and priorities for the town, then proactively aligning with other boards on goals, challenges, and responsibilities. Early engagement builds trust before conflicts arise. We must also strengthen cross-board communication: I propose regular coordination meetings among board chairs to surface shared priorities and prevent last-minute surprises that erode collaboration. Maintaining a functional board liaison structure, especially for major initiatives, will further ensure smoother coordination across committees.
Second, I would champion a positive board culture—embracing diversity of thought and experience, ensuring all voices are heard, and recognizing the unique contributions each member brings to the table.
Third, we must celebrate successes—both individual and collective—to reinforce trust, strengthen relationships, and encourage future collaboration.
Finally, the Select Board must model open-mindedness, civil discourse, and true listening. Disagreement should be seen as healthy, not personal, and every discussion must stay grounded in Harvard’s goals and best interests.
Building trust isn’t a one-time event—it’s the daily work of leadership. I am committed to setting that tone from day one.
What do you think the town should do to prepare for the potentially significant growth in development that could follow the adoption of the new, form-based zoning code proposed for Ayer Road?
Preparing for the growth that could follow adoption of the new form-based zoning code requires Harvard to be proactive, thoughtful, and disciplined. We can—and must—learn from communities that have successfully balanced economic growth with the preservation of their unique character and values.
First, we need to create a range of potential commercial development scenarios and conduct comprehensive studies on their environmental, traffic, public safety, water, sewer, and municipal service impacts. This will give us a realistic picture of the Ayer Road corridor’s overall development capacity—and its true costs and benefits.
For each proposed project, we must require an impact and value assessment that integrates projected tax contribution with the information gained from our study and subsequently measures the project’s consistency with Harvard’s long-term planning goals
Second, infrastructure improvements must be phased carefully and tied directly to verified project milestones—not speculative expectations. This protects taxpayers and ensures we invest only when necessary.
Third, we must engage residents early and often—not just at approval stages. Clear communication about trade-offs, benefits, and impacts is essential to building public trust and avoiding future polarization.
Finally, we must approach Ayer Road growth as a strategic opportunity, and not simply react to pressure. Smart, phased, values-driven commercial growth can diversify our tax base, sustain town services, and protect what makes Harvard special.
Growth will happen. The real question is: Will we shape it, or let it shape us?
Don Ludwig
Don Ludwig.(Courtesy photo)
I have lived in town for 26 years and have served on boards and committees for 13 of those. I am running for reelection because I know the challenges we face and want to continue the work we have put in to address them. We have three new positions to fill and the challenges we face are many. Now, more than ever, having municipal governance and municipal finance experience matters.
The most recent five-year revenue and expense forecast for Harvard predicts a deficit of $1.7 million in fiscal year 2027—even if both overrides recommended by the Select Board pass this year. What specific steps can the board take to avoid another override next year? In five years?
The structural deficit we face is complex, and having served on the Finance Committee for years, I understand how our projections in future years are built and what we need to look at to address them. There are revenue challenges that will take time to address through development, both residential and commercial. The short-term challenge is to be prudent in our hiring and expense spending while continuing to fund our capital needs. We have to accept some change in our thinking to attract revenue sources. There is a delicate balance to keeping the rural character we all love about Harvard and attracting some new development. We know the value of our schools, but we have to find ways to deliver the quality education at a cost we can afford.
What steps would you take to restore a sense of cooperation (or collaboration) among board members and other boards?
Attracting and recognizing volunteers and board members has been a focus of this year’s Select Board. We have been working with the new town administrator to foster a climate of collaboration and have made progress, but more needs to be done. The budget planning process is one that will be revamped to be a more cooperative effort across all departments and start immediately after Town Meeting this year. Having said that, there is a national temperament of division and anger that has crept into our town, and we need to be mindful of it and maintain civility if we are going to continue to attract volunteers.
What do you think the town should do to prepare for the potentially significant growth in development that could follow the adoption of the new, form-based zoning code proposed for Ayer Road?
The zoning changes for the commercial district being proposed by the Planning Board are not only sensible but necessary to attract and manage the types of businesses we need. I do not think there will be significant growth in development until we get town water and sewer on Ayer Road. Having a development like the one being proposed across from Dunkin’ will provide a conduit to get the necessary infrastructure there to begin to attract the companion business to support the residents there. The Ayer Road TIP [Transportation Improvement Program] road project will make it possible to have a walkable and more accessible commercial district, but all of this will take time. Having the right zoning and bylaws in place will assure it is controlled and in keeping with our rural character as best as possible.
Eve Wittenberg
Eve Wittenberg.(Photo by Lisa Aciukewicz)
I moved to Harvard in 2015 for its open space, nature, and vibrant community spirit. As chair of the Conservation Commission, I have worked across committees and boards to strengthen collaboration and deliver results. In my professional life at the Harvard School of Public Health, I teach, lead research, and guide complex decision-making grounded in equity, efficiency, and transparency. I am committed to bringing experienced, values-driven leadership to town government—protecting Harvard’s unique character while planning thoughtfully for our future. Harvard is at a crossroads, and we need leaders who listen, act decisively, and lead with vision.
The most recent five-year revenue and expense forecast for Harvard predicts a deficit of $1.7 million in fiscal year 2027—even if both overrides recommended by the Select Board pass this year. What specific steps can the board take to avoid another override next year? In five years?
Managing the town’s budget responsibly is the Select Board’s most critical responsibility. Harvard faces a $1.4 million deficit for the upcoming fiscal year, exceeding the state-limited 2.5% property tax increase and requiring a Proposition 2½ override to balance the budget. A similar situation occurred last year, and projections indicate an even larger $1.7 million deficit next year. Rising costs—particularly employee benefits, insurance, and energy—are largely beyond our control, while state aid remains flat. Major capital projects, including the replacement of aging DPW and fire-ambulance facilities, are also on the horizon.
Our current trajectory is unsustainable. The town relies almost exclusively on property taxes for funding. While committed to excellent schools and essential services, we must confront difficult choices: continue raising taxes, risking affordability, or critically evaluate spending. Growth strategies—such as expanding our commercial base or regaining jurisdiction of Devens—while valuable, will not resolve the immediate fiscal challenges.
At this juncture, we must conduct a strategic review of expenses across all departments, including schools, clearly distinguishing between critical needs and areas where reductions are possible. No area can be exempt. This must be a collaborative, transparent effort centered on preserving the services residents value most, not a competition among departments. Over the long term, diversifying revenue sources is essential for economic resilience. A range of options must be explored, balancing the preservation of our town’s character with thoughtful compromises to ensure a stable financial future.
I am committed to prioritizing the budget process with clarity, focus, and profound respect for every taxpayer. Working in partnership with our committees, boards, town administration, and the schools, we can make the thoughtful, difficult decisions necessary to protect and sustain Harvard’s future.
What steps would you take to restore a sense of cooperation (or collaboration) among board members and other boards?
The Select Board is experiencing a crisis of confidence, internally and externally. Refreshing its membership is critical to restoring trust within the board and the broader community. Operating temporarily as a four-member body until the special election offers a chance to strengthen cohesion and working relationships, despite the risk of tie votes.
Beyond rebuilding internal trust, fostering collaboration with town committees, boards, and the administration must be a priority. This transition period is an opportunity to reframe dynamics and cultivate stronger partnerships. Quarterly working sessions between the Select Board and key committees—such as the Planning Board, Finance Committee, School Committee, and Harvard-Devens Jurisdiction Committee—outside of regular meetings would promote open dialogue, strategic coordination, and collaborative problem-solving, enhancing communication and alignment across leadership bodies.
In addition, Select Board liaisons should maintain regular, substantive communication with their assigned committees and provide consistent reports to the full board. We must also reinstate all-board meetings, perhaps biannually, to break down silos. Resident participation in Select Board meetings should be encouraged with a monthly discussion session beyond the current public comment time. Establishing strategic coordination and communication as a foundational principle will be essential for sustainable, effective governance.
What do you think the town should do to prepare for the potentially significant growth in development that could follow the adoption of the new, form-based zoning code proposed for Ayer Road?
The Planning Board deserves recognition for its leadership in developing the form-based zoning code currently before Annual Town Meeting. Years of thoughtful effort have brought us to this pivotal moment. By adopting a form-based approach, we have a meaningful opportunity to preserve Harvard’s historic character while guiding inevitable growth along the Ayer Road corridor, which until now has occurred without a coherent framework.
The new code will allow more effective management of the built environment, attract needed retail and services, and promote intentional, strategic development. Adoption of the code, however, marks only the beginning. Success will require rigorous project review and the proactive recruitment and encouragement of developers who align with Harvard’s long-term vision. Harvard’s unique appeal—its location, beauty, and character—makes it a highly desirable destination. We must leverage these strengths thoughtfully rather than leave future development to chance.
We must also approach this transition with vigilance. The form-based code represents new territory for Harvard, and adjustments will inevitably be necessary as experience is gained and the framework refined. Success will depend on close collaboration among the Planning Board, Select Board, and other stakeholders, ensuring each project is evaluated holistically with the town’s best interests at the forefront. Infrastructure investments must be carefully planned to support our broader objectives.
If we lead with diligence, transparency, and clarity of purpose, the Ayer Road corridor can become a model of thoughtful, accessible development—broadening housing options, expanding retail services, and reinforcing our agricultural heritage. We have the opportunity to shape Harvard’s future with foresight, responsibility, and deep respect for the community we cherish.
