Three candidates are vying for one seat on the Norfolk Select Board in the May 6 Town Election. The Select Board is responsible for the town’s governance, including proposing budgets, overseeing various boards and committees, and setting the overall direction and policies for the town. Running for the three-year term are James C. Lehan (up for re-election), Taiese Crystal Hickman, and Allen J. Phinney. Mr. Lehan and Ms. Hickman agreed to answer some questions for readers of Local Town Pages. Mr. Phinney declined to participate.

James C. Lehan

Occupation: I am retired, after spending my entire 35-year career with Aetna Financial Services in various management positions, the last 10 heading up the Pension Division.

Town boards/committees you’ve served on: Since retiring, I have devoted my time to serving my community. I have been on the Select Board for 18 years, the Norfolk Elementary School Board for 6 years, the Recreation Board for 3 years, the Affordable Housing Trust for 10 years, and the King Philip School Committee for 11 years, on which I am still currently serving. I also have a passion for coaching and have coached the KP varsity boys hockey team and multiple youth teams. I also officiate high school hockey.

Why are you running for the Select Board? After many years serving the community, there are times when experience and institutional knowledge can make a difference. The next few years will be very challenging for our community. While every year presents challenges, next year will be especially difficult. We face some difficult fiscal considerations, space issues at the elementary schools, a new Town Administrator search, and resolution to the Bay State Shelter issue, just to name a few. I believe my fiscal background and years of experience will be very helpful in working through these difficult issues. 

How would you propose funding local services in the short term, including schools, police, and public works, while keeping property taxes manageable for residents? The Select Board represents all aspects of our community and must ensure that our police, fire, DPW, Town Hall, library and schools remain strong and effective. One cannot be at the expense of the other. Balancing limited resources is difficult, yet necessary. We have limited commercial revenue, and it is imperative that we recognize that the residents bear the burden. There is a perception that the board has great power--not true. Our oversight of the budget is limited to approximately 20%. The remaining costs are fixed, such as Norfolk Retirement, Insurance--both health and liability. The remaining 60% are for schools. The 2026 budget submitted for consideration represents only a 2.5% increase on those costs under the direct control of the Select Board. I am fiscally conservative and believe I can help guide the town through this coming year and not add additional tax burdens on our residents.

What is your view on Norfolk’s long-term financial sustainability, especially considering potential infrastructure needs and other growing demands in the future? My wife Betty and I have resided in Norfolk for 40 years. Our 4 children and now 7 grandchildren have all attended our schools. As a member of the Select Board for 18 years, I know it takes years to fully grasp the needs of our community. Experience does make a difference. I truly believe my decisions have served the best interest of the town, even if they differ from my own personal views. Leadership does not come from power; it comes from wisdom. Working together to find common ground, seeking differing views, understanding the downstream impact of decisions--these are critical skills needed to get us through the next few years. I will do my very best if re-elected. 

Taiese Crystal Hickman

Occupation: Academic Administrator and Adjunct Faculty of Biology Education at Brown University, founder of nonprofit New England Equity Collective, and realtor at RE/MAX 360. I have built a career solving complex problems and delivering results in a diverse range of fields, from leading cutting-edge analytics in behavioral health to overseeing multimillion-dollar projects in higher education. I have the right expertise to manage budgets, drive strategic growth, and make data-driven decisions.

Town boards/committees you’ve served on: Norfolk Special Education Advisory Council (7 years), Norfolk Town Advisory Board (1 year).  As a mother of two boys and a granddaughter of a retired public-school teacher, I understand firsthand the importance of strong schools, inclusive policies, and community advocacy. I have served on the board of Autism Care Partners, the Norfolk SEPAC and the Massachusetts Down Syndrome Congress, and as an advocate for students with disabilities, ensuring every child has access to the resources they need to thrive. Through my nonprofit, New England Equity Collective, I am working to increase homeownership opportunities and affordable housing for working families, veterans and people with disabilities. As a licensed real estate professional, I understand the challenges of affordable housing, sustainable development, and economic mobility, and I will bring that knowledge to town leadership.

Why are you running for the Select Board? I’m running for Select Board because I believe Norfolk deserves fresh leadership that can make our town thrive for everyone. As a Select Board member, I will use my experience and vision to ensure that Norfolk spends wisely, grows strategically, and innovates for the future. 

As a current member of the Norfolk Town Advisory Board, I understand firsthand the critical importance of getting Norfolk’s financial house in order. Growth is happening all around us, and with that growth comes challenges. We need to preserve the character of our town while ensuring we have the infrastructure, services, and economic opportunities to support our residents. We need to continue to invest in our schools, roads, and public safety without overburdening taxpayers. And we need to encourage smart, sustainable development while protecting our environment and small-town feel. Norfolk faces real challenges, but with openness, smart planning, and an all-hands community approach, we can turn things around. I am ready to get to work and put these ideas into action if given the chance. 

How would you propose funding local services in the short term, including schools, police, and public works, while keeping property taxes manageable for residents? Norfolk deserves strong, reliable local services— great schools, public safety, and well-maintained infrastructure—and a tax structure that is transparent and manageable for residents. Before asking for more, we must ensure we’re using what we have wisely. I will advocate for a clear, easy-to-understand budget breakdown for residents. The town should have a proactive strategy for applying for state and federal grants, especially for education, infrastructure, and public safety. We should explore partnerships with local businesses and nonprofits to support community services and youth programs and encourage sponsorships or shared-use agreements that can bring in revenue or reduce expenses without burdening residents. Finally, we should explore using existing stabilization reserves to temporarily shore up critical services like staffing shortages in schools, police, and DPW—with transparency and public input.

For the long term, we need a multi-year financial plan that outlines forecasted expenses and revenue strategies to avoid last-minute decisions or tax overrides. This will help avoid service cuts and protect against over-reliance on property taxes. Lastly, community engagement should be a critical component of the budgeting process. I will host regular forums to involve residents in financial decisions. We must decide together what services we value most and how to fund them responsibly.

What is your view on Norfolk’s long-term financial sustainability, especially considering potential infrastructure needs and other growing demands in the future? Norfolk’s future depends on our ability to balance strategic investment with fiscal responsibility. As outlined in the 2035 Norfolk Master Plan, we face real challenges: an aging population, limited commercial tax base, rising infrastructure needs, and declining in-town employment. But with the right leadership, we can turn these challenges into opportunities. With over 96% of Norfolk’s revenue coming from residential property taxes, long-term sustainability means growing our commercial base. Attracting local, “right-sized” businesses means more services and less tax pressure on homeowners—without losing our small-town charm. The plan calls for increased housing diversity to meet the needs of families, seniors, and workers. I support efforts to: Update zoning in ways that align with state requirements and community character and leverage state funds to reduce local cost burdens for school and infrastructure expansion. We need more than annual fixes—we need a multi-year financial plan that aligns spending with the town’s infrastructure and service goals, includes clear benchmarks and reporting to residents, and positions us to secure state and federal grants, which the Master Plan identifies as critical to success. The Master Plan emphasizes that success relies on resident engagement and communication. I’ll ensure Norfolk residents are informed, heard, and part of the process—especially when it comes to budgeting and planning major projects. Norfolk’s long-term financial health is not just about making tough decisions—it’s about making smart ones. With transparency, innovation, and community partnership, I believe we can secure a sustainable and vibrant future for Norfolk.