To help voters make decisions, Andover News is publishing profiles of candidates running in the 2025 Andover Town Election on March 25. You can also view all Andover News election coverage.
Responses are from a questionnaire sent to all candidates in February and, in some cases, have been edited for length and clarity. Today’s profile is from Emily DiCesaro, one of two incumbents running in a four-way race for two open seats on the school committee.
The Basics
Family: Mother of 2 boys ages 12 and 15,
Education: BA in Graphic Design from St. Olaf College, MSc in Design and Digital Media from Edinburgh University
Occupation: UX Design Manager at IBM
Campaign Website: https://www.dicesaroforandover.com/
Campaign Facebook page: https://www.facebook.com/dicesaroforandover/
What prompted you to run for elected office?
In 2013, my family and I relocated to Andover from Chicago. We were drawn to the town largely because of its exceptional educational system and the community’s strong commitment to its schools, students, and educators. Since then, I’ve seen my two young boys thrive in the school system, continually challenged to think critically and creatively.
I’m running for the Andover School Committee because I believe in the power of public education to shape the future of our children and our community. As a parent, volunteer, and advocate, I have spent years working to ensure that all students have access to enriching opportunities that spark curiosity and foster a love of learning.
My background in user experience design has taught me the importance of listening to different perspectives and finding practical solutions, skills that are essential in effective policymaking. Over the past three years, I have gained valuable experience on the School Committee, learning how to navigate complex issues, advocate for responsible resource management, and bring people together to make informed decisions.
From leading PTO initiatives to negotiating union contracts, I have approached every challenge with dedication and a commitment to collaboration and with our children’s best interest at heart. Andover’s schools are its greatest asset, and I am committed to ensuring that they remain strong, equitable, and forward-thinking. By continuing to serve on the School Committee, I will work to build a future where every child in Andover has the support, resources, and opportunities they need to succeed.
More about Emily:
I come from a long line of people who care about children. My mother was a social worker at the Department of Children and Family Services in Chicago and then went on to teach in higher education at a local college for over 20 years.
My Aunt worked as the president and CEO of Illinois Action for Children which helps advocate for children at the state and federal level.
My Uncle started and continues to work at the Alternative Schools network for kids who are falling through the cracks of the traditional Chicago public schools.
On the Issues
What are the most important issues facing Andover that you will need to address if elected on March 25?
I’m very proud of the work the Andover School Committee and administration has done over the past 3 years, but there’s more to be done.
- Improving literacy programs – Supporting an ongoing literacy audit to ensure students get high-quality instruction and materials from the start.
- Strengthening trust with educators – Continuing to rebuild relationships between teachers, administrators, and the School Committee.
- Upgrading Andover High School – Ensuring that educational needs guide the conversation as we plan for facility improvements.
- Aligning curriculum across the district – Creating a more seamless learning experience for students as they advance through the grades.
- Implementing a thoughtful redistricting plan – Minimizing disruptions for families while ensuring our school facilities are used efficiently.
- Ensuring continued community engagement and feedback – Finding new opportunities to encourage dialog and welcome new ideas from the Andover community.
- Managing budget challenges with a student-first approach – Work closely with the community to ensure parents, educators, and Andover residents have a clear understanding of the budget deficit while prioritizing decisions that best support our students’ education and well-being.
What are your thoughts on Andover’s comparative school performance? In what ways can it be improved?
When people think about how Andover compares to other schools, the idea of rankings often comes up. I think it’s important to recognize that rankings are just one measure of success—and they don’t always tell the full story. While I understand why people look at them, these rankings often shift based on changing criteria, some of which may not align with what we value as a district. For example, Niche.com ranked Andover lower in part due to the physical condition of our school buildings, which, while a valid concern, hasn’t yet been prioritized by our community for investment.
That being said, I am incredibly proud of the work Andover Public Schools is doing to build an environment of excellence. We have prioritized the Vision of a Graduate initiative, which focuses on ensuring our students leave Andover with the skills, knowledge, and character traits needed to succeed beyond high school. We’ve also seen incredible student accomplishments, from winning international physics competitions and earning a trip to CERN’s particle accelerator in Switzerland, to setting a record with 25 students accepted into elite MMEA Northeastern District music ensembles.
To continue improving, we should focus on strategic curriculum enhancements and expanding opportunities that set Andover apart, such as the International Baccalaureate (IB) program, which could elevate our district’s prestige and rankings. Additionally, investments in modernizing our facilities, such as the opening of the new West Elementary/Shawsheen Preschool, will help Andover remain competitive.
Ultimately, we must ask: What do we value as a district? If we want to improve in areas that affect rankings—such as standardized test scores, student opportunities, or facilities—we need to decide what we’re willing to invest in. Andover is already a top-performing district, and by continuing to focus on rigorous academics, innovative programs, and equitable access to opportunities, we can ensure that our schools remain among the best, regardless of how third-party ranking agencies choose to measure them.
Andover is considering a plan to upgrade Andover High School to extend its life until the Town is in a better position to apply for state aid to build a new school. Please outline your position on the AHS project.
Providing our students with the best education possible means ensuring they have adequate learning spaces, and the current overcrowding at Andover High School is a serious challenge. A facility that is too small for its student body can directly impact academic performance and, depending on evaluation criteria, even affect school rankings.
However, the outcome of the fall 2023 town meeting made it clear that the community was not ready for the level of investment required for a new high school. While I may not agree with that decision, I respect it and understand the concerns that led to it.
In the meantime, we have an opportunity to make meaningful improvements to the existing high school to help mitigate the effects of overcrowding. My discussions with the project architect have been encouraging, and I am committed to ensuring that any investments we make now have the greatest impact on student learning.
That said, we must not lose sight of the fact that Andover will eventually need a new high school. Even as we pursue short-term solutions, we need to think strategically about the future. I believe we should apply for MSBA funding next year once the West El project is complete, but we must do so with careful planning. MSBA typically reimburses about 25% of project costs, and with construction costs rising each year, delaying will only increase the financial burden on Andover taxpayers. We need to start planning now to ensure we are prepared when the time comes.
Andover Public Schools is facing a $1.9 budget deficit — the second deficit in as many years. The school committee is considering a plan that cuts 19 FTEs and raises certain student fees. Please outline your position on the APS budget issue and the strategies proposed to close the deficit.
Andover, like many other communities, is facing significant budget challenges in FY26, with a projected deficit of approximately $1.87 million. The primary drivers of this deficit are structural budget challenges, salary obligations, special education costs (both in-district and out-of-district placements), and rising transportation expenses. These financial pressures are not unique to Andover—neighboring communities such as North Andover, Brookline, and Marblehead are also grappling with multi-million dollar shortfalls, largely due to similar factors. Like other communities, Andover must carefully weigh its options to maintain a high standard of education while addressing financial realities.
One critical consideration is that nearly 80% of our district’s budget is tied to salaries. This means that, realistically, closing a deficit of this size without impacting staff would be extremely challenging. It’s also important to recognize that non-teaching positions, such as custodians, medical staff, guidance counselors, and bus drivers, are essential to the daily functioning of our schools. A balanced approach that considers long-term financial sustainability without disproportionately affecting students and staff must be our priority.
While some communities are actively discussing overrides to increase revenue, Andover must engage in a broader conversation about how we as a community want to fund our schools in the long term. The cost of education continues to rise, and with the expiration of pandemic-related funding sources like ESSER and ARPA, we can no longer rely on temporary financial relief to sustain our district. Whether through an override, reallocation of funds, or strategic reductions, we must make informed, community-driven decisions to ensure the continued strength of Andover Public Schools.
Outline your views on class-size guidelines established by the school committee. If you advocate for smaller classes, what tradeoffs could APS make to fund it?
I believe class size is an important factor in education, but it is not the sole determinant of student success. While smaller class sizes are often perceived as beneficial, research shows that teacher efficacy can have a far greater impact on student learning than the number of students in a classroom. Simply reducing class sizes without improving instructional methods or providing professional development for teachers is not a guaranteed path to better outcomes.
Andover’s class size guidelines have been reviewed multiple times by the School Committee, and both past and current educational leadership have affirmed that they align well with our district’s needs. There is no clear evidence that lowering class sizes beyond our current policy would lead to significant academic improvements. In fact, some of the highest-performing education systems in the world, such as Japan and Korea, operate with much larger class sizes while still achieving exceptional results.
Rather than focusing solely on class size, I also support investing in teacher coaching and alternative instructional strategies. Programs like Eureka 2 and Desmos encourage innovative teaching methods that can be just as effective—if not more so—than simply reducing student-to-teacher ratios. Collaborative teaching approaches and tiered intervention programs also allow us to better support students who need additional help without requiring an across-the-board reduction in class sizes.
If the district were to prioritize smaller classes, we would have to make difficult tradeoffs to fund the additional staffing required. Since 80% of the school budget is tied to salaries, this would likely mean either cutting other essential programs, reducing non-teaching support staff (such as social workers, guidance counselors, or custodians), or reallocating resources from specialized student services. It could also mean increasing class sizes in other areas to compensate. In a budget environment where we are already facing a deficit, we must be mindful that hiring more staff for the sole purpose of reducing class sizes could create additional financial strain and force cuts elsewhere.
Ultimately, I support a balanced approach that prioritizes high-quality teaching, innovative instructional strategies, and targeted interventions for students who need them most.
APS has had a 3.75 percent annual budget increase over the past ten years. Is that sustainable? What are your ideas to keep cost growth in line with revenue?
A 3.75 percent annual budget increase for APS over the past ten years was part of an agreed-upon framework, ensuring consistency across budget models. This 3.75% increase (in comparison with the town’s 2.75%) reflects the reality that the school department, as the town’s largest employer, serves 6,000 students while complying with state mandates, accessibility requirements, and other regulatory obligations.
So far, we have made this level of increase work while maintaining the high-quality services and programs our families expect. However, there may come a time when rising costs—such as health insurance and other operational expenses—outpace our ability to sustain these services within the existing budget framework. If that happens, the quality of education we provide will inevitably suffer. That is my red line. If we reach that point, it will be the School Committee’s role to help lead a larger community discussion about how to more adequately fund our public schools to ensure we can continue meeting the needs of our students.
Sustainability depends on aligning cost growth with revenue sources, such as Chapter 70 funding and local taxes, which are pooled and divided between the town and school departments. The current approach keeps spending within our means while allowing for adjustments to anticipated cost increases.
To continue balancing cost growth and revenue while preserving educational quality, we should focus on:
Long-term financial planning – Ensuring budget projections account for economic fluctuations and state funding trends.
Operational efficiencies – Identifying ways to streamline costs without compromising student services.
Sustainable agreements – Maintaining budget structures that provide predictability for both the town and schools.
Proactive cost management – Planning for anticipated increases like healthcare while avoiding unnecessary spending.
Community engagement – Keeping an open dialogue with residents about school funding needs and potential solutions.
If we reach the point where our current model can no longer sustain the level of education our community expects, we must be ready to have a serious conversation about securing the necessary funding to keep our schools strong.
On The Campaign Trail
If you are a candidate for reelection, highlight your biggest accomplishment(s) during the current term. If you are challenging an incumbent, highlight some of your professional and/or life experiences.
I’ve worked hard to support students, families, and educators across the district. Here’s some of what I’ve helped accomplish:
Expanding student support – Helped launch the RULER social-emotional learning program, giving students tools to navigate challenges as they transitioned out of the pandemic.
Investing in facilities – Oversaw the opening of the new West Elementary School, with Shawsheen Preschool set to open in summer 2025.
Fostering equity – Supported a district-wide equity audit to ensure all students have access to the resources they need for academic, social, and emotional success.
Strengthening academics – Led a district-wide curriculum audit and implementation of new math programs for elementary and middle schools.
Prioritizing safety – Backed a district-wide security audit to ensure the safety of students and staff.
Setting a clear vision – Helped develop the district’s mission, vision, and core values framework to guide decision-making.
Enhancing sustainability – Added four electric buses to the Andover fleet and helped ensure the new West Elementary School is LEED Silver Certified and fully electric.
Collective bargaining – Negotiated 2 collective bargaining agreements with food services workers as the School Committee representative.
Expanded community engagement – improved School Committee forums, including new locations like the Ballardvale Fire Station and school cafeterias to encourage participation.
What differentiates you from your opponent(s)?
Over the past three years, I have had the privilege of serving on the Andover School Committee, gaining invaluable firsthand experience in how our district operates and the challenges it faces. My time on the committee has given me a deep understanding of contract negotiations, municipal finance, long-term budget planning, and policy development, all of which are critical to ensuring the continued success of Andover Public Schools.
Andover is a dynamic and growing community, and with that growth comes increased complexity in managing our schools. The School Committee must strike a careful balance between financial responsibility, educational excellence, and the evolving needs of students, educators, and families. I have worked diligently to ensure that our district remains forward-thinking, advocating for strategic investments in education while maintaining fiscal discipline.
One of the key lessons I have learned during my tenure is that no single decision exists in a vacuum—budgetary choices impact staffing, staffing decisions affect student outcomes, and policies shape the long-term vision of our schools. This interconnectedness is why it is crucial to have both fresh perspectives and experienced leadership on the School Committee. While new voices bring important ideas and energy, continuity and institutional knowledge are just as vital for ensuring that long-term projects and strategic initiatives are successfully implemented.
I am running for re-election because I believe my experience, combined with my passion for public education and commitment to the Andover community, makes me uniquely positioned to continue advocating for policies that put students first. I want to ensure that every child in Andover has access to high-quality education, that teachers have the support they need to be effective, and that our schools are managed in a fiscally responsible and sustainable way. There is still work to be done, and I am eager to continue serving the community to help shape the future of Andover’s schools.