Dear Acton-Boxborough Staff, Families, and Community Members,

I am writing to you today, following the final deliberation and vote of the AB Forward Steering Committee (SC) that took place last night. This moment marks a key moment in our district’s reorganization process.

First, I want to acknowledge the deep commitment each of you brings to our community. This initiative, AB Forward, has been a complicated and difficult process for everyone involved. I understand these changes bring uncertainty and mixed emotions; it’s okay to feel both committed to our mission and saddened by potential transitions.

I hear the frustration and sadness over this necessary shift.  Many of you have shared heartfelt accounts of the emotional stress that the uncertainty and debate have caused.  Discussions about closing schools feel like a conversation about loss, especially for those families whose children have already experienced major changes, such as navigating early elementary years during COVID.  I want to assure you that the core strength of Acton-Boxborough has always been its people: our students, families, and educators.

A Unanimous Strategic Vision

Despite the challenges of reorganization, I am proud to share that the Steering Committee was strongly united about our long-term purpose. We voted unanimously to recommend the Theory of Action and four Priority Areas of the 2026-2031 Strategic Plan.

This framework ensures our work is anchored in our core mission: "to provide high-quality, inclusive educational opportunities that inspire a community of learners." The unanimous decision provides a stable foundation, ensuring that whatever path we choose, our focus remains on maximizing learning for every student, supporting staff, achieving financial sustainability, and fostering inclusive communities.

The Reorganization Vote

After a long, focused discussion about balancing long-term financial stability with minimizing disruption, the Steering Committee achieved a final decision on which reorganization options to advance.

The committee voted 11 votes in favor, 6 votes opposed, with 2 abstentions and 1 absence, to advance four elementary-focused options to the School Committee for a final decision. All four scenarios reflect the inevitable need to consolidate the elementary buildings from four buildings to three, requiring the closure of the Conant building.

The four options advanced are:

1. Option 3, Version 2 (3.2): Consolidate to 5 K–6 schools by closing the Merriam school and relocating the Conant school community into the available space.

2. Option 4: Consolidate to 5 K–6 schools by merging Merriam and McCarthy-Towne, and relocating the Conant school community into the available space.

3. Option 5, Version 2 (5.2): Hybrid Grade-Band Model: Blanchard remains K–6, while Boardwalk and Parker Damon campuses are split into Lower Schools (K–3) and Upper Schools (4–6).

4. Option 6: Consolidate from 6 schools to 3 larger K–6 schools.

The Rationale for Four Options

Our final deliberation reflected the difficulty of making an equitable choice when faced with complex options:

• Financial Sustainability vs. K-6 Structure: The options forwarded include those that achieve the highest savings (Options 5.2 and 6) and those that attempt to preserve the highly valued K–6 structure (Options 3.2 and 4).

• Targeted vs. Shared Change: We seriously considered the questions of equity and fairness. Options 3.2 and 4 were seen by some as unfairly targeting specific communities (Merriam, Conant, or McCarthy-Towne). Conversely, options like 5.2 and 6, which affect all communities, were praised by some members as creating an opportunity to "unite and collaboratively build something new." It was vital to many members to consider preserving the unique educational strengths of our schools, no matter where students land.

By advancing four distinct options, we ensure the School Committee can fully compare the benefits of the cost-effective, large-scale changes against the merits of solutions that attempt to minimize disruption to existing community identities.

Moving Forward with Hope and Care

This difficult work is guided by the hope that our decisions, though challenging, will better prepare us for success for decades to come. I want to repeat my commitment to transparent communication, thoughtful planning, and care for all impacted staff, students, and families. I believe that how we talk and listen to each other will shape the path forward and set an example for our children.  Please make time to care for yourself, and if you or your child needs support, personally or professionally, please reach out.  

The following resources may help guide conversations with your child:

Tips for Tough Conversations with Kids

Feel Safe in Uncertain Times: Institute of Child Psychology Podcast

I want to express my sincere gratitude to all of the members of the Steering Committee. The School Committee is scheduled to discuss these recommendations on December 4th and 18th, hold a public hearing on January 8th, and make a final decision on January 22nd.  I encourage you to remain engaged as we work toward a final decision on January 22nd. You can also find more information on the AB Forward Website.

With respect and deep gratitude for your partnership.

Sincerely,

Peter Light

Superintendent of Schools