Town Manager interview recap: March 23, 2026
(6-7 minute read)
For residents following leadership changes at Town Hall, the Select Board held a public interview with Jayne Wellman on Monday, March 23, 2026, as part of its consideration of the town’s next Town Manager.
The interview, which lasted approximately 90 minutes, was followed by Board discussion on whether to move forward with Wellman’s appointment.
Watch the full meeting here on RCTV’s Youtube page.
Review our coverage of the Select Board’s note to appoint Wellman the following night.
Key takeaways
Wellman emphasized readiness and institutional knowledge
Drawing on her experience as Assistant Town Manager and Acting Town Manager, she argued the town could benefit from continuity rather than a lengthy external search.
Financial challenges and an upcoming “pinch point” were central to the discussion
Wellman outlined strategies to manage budget pressures, including grant funding, restructuring, and long-term planning.
Select Board members weighed continuity against process concerns
While many expressed strong support, some raised questions about not conducting an external search.
Interview highlights
What is your approach to leading Reading as Town Manager? [0:08:09]
In her opening remarks, Wellman emphasized her extensive experience within Reading’s municipal structure, noting her progression through multiple roles, including Assistant Town Manager. She highlighted her involvement in critical efforts, including the town’s pandemic response, operational improvements, and maintenance of the town’s AAA bond rating.
She described her leadership philosophy as rooted in data-driven decision-making and human-centered governance, balancing creativity with responsible stewardship. Wellman framed her candidacy as one built on readiness, arguing that her familiarity with the town’s operations, staff, and ongoing projects would allow her to step into the role without the learning curve an external candidate would face.
What is the biggest challenge in moving from #2 to #1? [0:11:28]
Wellman acknowledged that the transition from Assistant Town Manager to Town Manager involved a shift from supporting operations to setting direction and working directly with the Select Board on policy decisions.
She explained that success in the role depends on building strong relationships with department heads, understanding their operational needs, and aligning those needs with the Board’s priorities. She emphasized that the Town Manager must serve as both a strategist and a facilitator, ensuring that policy decisions are effectively implemented across all departments.
How would you address financial constraints? [0:13:18]
Financial challenges were a central theme throughout the interview, with Wellman identifying FY2028 as a key “pinch point” for the town.
She outlined a multi-pronged approach that includes continuing to pursue grant funding, restructuring staffing roles to improve efficiency, and managing long-term costs such as health insurance. She emphasized that while grants can provide meaningful support, they are not a complete solution.
Wellman also pointed to her past experience identifying ways to increase state funding in her roles as a School Committee member in Tewksbury, including efforts to ensure accurate reporting for Chapter 70 education aid. More broadly, she framed financial management as the art of “adjust the levers of government” to maximize available resources.
If an override fails, are layoffs an option? [0:17:14]
Wellman was direct in acknowledging that layoffs could be necessary if an override fails, given that the majority of the town’s operating budget is tied to personnel costs.
However, she emphasized that layoffs would be a last resort. Her preferred approach would be to manage reductions through attrition, allowing positions to remain unfilled over time to preserve institutional knowledge and minimize service disruptions.
She also stressed the importance of transparency, noting that residents should clearly understand the consequences of financial decisions rather than having those impacts minimized or delayed.
How long can Reading become more of a destination rather than a pass-through? [0:18:29]
Wellman pointed to the town’s location between major highways as a factor in its current roles as a pass-through community, but emphasized that Reading has strong assets that can be leveraged.
She discussed ongoing efforts to improve the business environment, including streamlining permitting processes and strengthening communication between the town and local businesses. She highlighted the role of the Economic Development Director in helping businesses navigate town processes and avoid unexpected challenges.
Wellman also emphasized the importance of community events and partnerships in creating a sense of place, noting that a positive experience for businesses and visitors can help shift perceptions over time.
How would you approach hiring an Assistant Town Manager? [0:22:28]
Wellman said she would conduct a deliberate, collaborative hiring process, similar to the ones she has been part of in previous searches.
She emphasized the importance of identifying a candidate whose skills complement her own, rather than duplicating existing strengths. She also indicated that internal candidates should be considered and that the process should involve multiple departments to ensure a strong organizational fit.
At the same time, she expressed a desire to remain actively involved in major projects, noting that she has valued being a hands-on leader in her current role.
How will you manage major projects like ReCAL and Killam? [0:27:17]
Wellman emphasized that close oversight and accountability are essential to keeping major projects on track.
She outlined a focus on ensuring projects are delivered on time and within budget, while also planning for the operational impacts once facilities open. This includes staffing, maintenance, and ongoing costs such as utilities and programming.
She pointed to revenue opportunities, such as rentals, to offset some expenses, but emphasized that careful planning and coordination across departments will be critical to long-term success.
What makes a strong Town Manager? [0:33:57]
Wellman described the role as requiring a combination of technical knowledge and interpersonal skills.
She emphasized that a strong Town Manager must:
Understand the complexity of municipal operations and regulations
Be a strong listener to residents, staff, and elected officials
Be willing to challenge outdated practices
Be comfortable being uncomfortable
She also highlighted the importance of adaptability, noting that leadership often requires stepping into unfamiliar situations and finding solutions under pressure.
What are your top priorities over the next 6-12 months? [0:38:10]
Wellman identified three primary priorities:
Ensuring major projects are delivered on time and on budget
Preparing the Select Board with the data needed to make upcoming financial decisions
Supporting town staff and preventing burnout
She also emphasized the importance of considering how financial decisions affect low-income and vulnerable residents, and working to identify solutions that mitigate those impacts.
How will you handle misinformation or emotionally charged meetings? [1:03:48]
Wellman emphasized the importance of maintaining structure and allowing space for public input, while supporting the Chair in managing discussions.
She acknowledged that emotionally charged meetings can be difficult, and stressed the need for de-escalation and continued dialogue, rather than reacting in the moment.
How do you approach accountability with town staff? [0:41:39]
Wellman described a leadership style that balances support with accountability.
She emphasized:
Addressing issues directly through conversation
Setting clear expectations and measurable goals
Supporting professional development and succession planning
She also highlighted the importance of building a strong pipeline of future leaders within the organization.
Board discussion: continuity vs. process [1:37:09]
Following the interview, Select Board members discussed Wellman’s candidacy and the broader question of how to proceed with the appointment.
Members generally highlighted her depth of experience, familiarity with ongoing projects, and ability to step into the role immediately without a transition period. Several noted that the town is currently managing multiple complex initiatives, making continuity in leadership especially valuable.
At the same time, the discussion acknowledges concerns about departing from past practice by not conducting a broader external search. Some members raised questions about process and precedent, particularly given the significance of the Town Manager role.
Ultimately, the conversation reflected a balance between the benefits of readiness and institutional knowledge and the importance of process, transparency, and maintaining public trust.
Several members also noted that the decision carries long-term implications, not just for current projects, but for the direction of the town moving forward.
Public Comment [1:48:14]
Several residents spoke in support of Wellman’s appointment during public comment.
Speakers highlighted her institutional knowledge, responsiveness, and ability to navigate complex projects, particularly her work supporting major initiatives such as the Killam School and the Reading Center for Active Living (ReCAL). Commenters described her as someone who leads from the front, is solutions-oriented, and brings a steady, approachable presence to challenging discussions.
Others emphasized the value of continuity, noting that bringing in an external candidate could require significant time to learn the town’s operations, while Wellman is already positioned to move forward immediately.
Overall, public comment reflected a strong sense that the town is in a unique position to appoint a candidate who is both experienced and deeply familiar with the community, with several speakers urging the Board to recognize that opportunity moving forward.
Image of the March 23, 2026, Select Board meeting from the RCTV YouTube page. Pictured (left to right): Town staff Maddie Baptiste, Board members Karen Rose-Gillis, Melissa Murphy, Chris Haley, Carlo Bacci, and Acting Town Manager Jayne Wellman. Member Karen Herrick attended via Zoom.
