Each spring, NGX runs candidate profiles of candidates for local offices. This year, there are three candidates for two open seats on the New Gloucester Select Board: Connie Justice, Joshua James Pietrowicz, and Rachel Lyn Rumson.
See their profiles below, in alphabetical order. Election day for municipal offices is June 10, 2025.
CAROLYN (CONNIE) JUSTICE
OCCUPATION: Global IT solutions provider
EDUCATION: BA, University of California Santa Cruz
COMMUNITY ORGANIZATIONS/ SERVICE:
Economic and Community Development Committee (ECDC), 2022-Present
Land Management Planning Committee (LMPC), 2023-Present
Adhoc Municipal Complex Committee, 2024-Present
Building Livability in New Gloucester (BLING), 2023-Present
New Gloucester Rides, 2024-Present
INTERESTS/ HOBBIES:
Grandchildren, beekeeping, walking, swimming, reading
FAMILY STATUS:
5 children, 4 grandchildren
THE NEW GLOUCESTER CHARTER MAKES A COMMITMENT TO COMMUNITY ENGAGEMENT. WHAT SHOULD THE SELECT BOARD DO TO INVITE ENGAGEMENT AND CIVIL DISCOURSE?
I was glad to see the Board include a small amount in the budget for an appreciation event for committee volunteers. Volunteers do invaluable work, contributing their expertise and time to support the Board’s work. As a new committee member in 2022, I would have benefited from training. Bringing all the committee volunteers together annually to meet each other and share experiences would be fun and beneficial.
The Select Board should finalize and approve a hybrid meeting policy. Many residents closely follow Town issues and Board discussions but cannot attend meetings in person. With remote participation enabled, Public Comment contributions from these residents will broaden community input for the Board and lead to better decisions and actions. The technology and format for orderly hybrid meetings has been demonstrated to the Board and is already in place in neighboring communities.
The public has limited possibilities to engage with the Board in a Q&A format, rather than Public Comment with no response given. As a resident, I have appreciated workshops on topics such as TIFs, potential zoning changes, and ordinances, but public participation is limited in that format. If allowable, I would like to see the Board also hold flexible listening sessions with a back & forth format, so residents have another forum to share their concerns and suggestions
VOTERS APPROVED THE COMPREHENSIVE PLAN IN 2021, WHICH INCLUDES A VISION DEVELOPED WITH INPUT FROM A SIGNIFICANT NUMBER OF RESIDENTS, AND MANY GOALS AND STRATEGIES TOWARD THAT VISION. WHILE SOME SEE THIS AS A “WISH LIST,” OTHERS SEE IT AS A STRATEGIC ROADMAP TO GUIDE THE BOARD’S WORK. WHAT DO YOU THINK?
The Comprehensive Plan is an impressive, ambitious and detailed roadmap developed with extensive public participation and approved by voters. The Board is responsible for implementing it to the best of their abilities, while recognizing that over the 10-year life of the plan conditions will change. The plan is also a rich reference source for understanding our history, demographics, economic conditions and natural resources. I believe that our residents will hold the Board accountable and that the Board should regularly consult the Comp Plan for guidance in setting priorities, planning and budgeting, and should welcome public input. It comes up frequently in committee meetings and in informal discussions among residents. I have seen concrete steps taken toward achieving several of the Comp Plan’s goals, and I am supportive of continuing this.
Working groups and committees have developed several other valuable roadmaps with broad community involvement. These include the 2015 Upper Village Master Plan, the 2014 municipal complex working documents, and the 2015 Fairgrounds Action Plan. These plans can be built upon and refreshed to meet today’s needs. The Town and Parks and Recreation Department have already realized many of the goals of the Fairgrounds plan.
THE MOST PRESSING ISSUE FACING OUR TOWN IS _________ AND THIS IS WHAT I INTEND TO DO ABOUT IT.
Perhaps because the committees I serve on focus on economic and community development, I see long-term municipal planning as our town’s most pressing issue, most urgently for:
• Upper Village development and traffic improvements
• Municipal Complex redevelopment and expansion
• Adapting to Libra Foundation restructuring of Pineland entity and land sales
• Addressing housing needs, particularly for our older residents
I will:
• Intensify our efforts to hire a Town Planner
• Ask to be a liaison with the committees charged with these projects
• Advocate for Board support for progress in the Upper Village and Municipal Complex projects
• Engage closely with the Libra Foundation to ensure the Town has both an understanding of and voice in shaping their plans that affect New Gloucester
• Study the current Pineland TIF and advance plans for dealing with its expiration in 2031
• Explore additional TIF opportunities for the Upper Village development
• Identify grants to offset our capital expenditures
• Continually engage with residents of all ages to understand our challenges and their ideas for addressing these
IN GENERAL, HOW WILL YOU WEIGH YOUR OWN AND OTHERS’ DIFFERING VIEWS AS YOU CONSIDER WHAT BEST SERVES THE COMMUNITY’S INTERESTS?
I will listen to everyone who wants to share their views. I will incorporate these into my decisions as a Board member. My views are only one person’s. My job as a Municipal Officer will be to understand residents’ concerns, assess and evaluate, discuss with the Board as a whole, and participate in decision-making. Once the Board has voted, I will support the outcome wholeheartedly.
I will be especially dedicated to being fiscally prudent as difficult economic conditions loom over governments, businesses, schools and families. Every taxpayer dollar we spend must bring maximum value to our community.
I learn from others and my views evolve as I gain knowledge and hear new perspectives. I bring substantial experience that should complement the local expertise and institutional knowledge that others have.
WHAT SHOULD THE TOWN DO TO ENSURE TIMELY ONGOING MAINTENANCE, REPAIR AND IMPROVEMENTS OF ITS FACILITIES AND GROUNDS, AND HOW SHOULD THIS BE BUDGETED?
Just from observing as a resident, it seems there are many contributors to planning for maintenance, repair and improvements, including the Public Works director, Town Manager, CIP Committee, Finance Committee, Select Board, and ultimately the residents at Town Meeting. I need to understand how our current system is working before I might see opportunities to improve efficiency and timeliness. I will rely heavily on more knowledgeable colleagues until I learn more.
The Charter dictates a budget process that engages Town staff, the Town Manager, residents and the Board. It is gradually being finetuned as the Charter becomes more engrained in our processes, but it does feel rather tortuous. I would like to see more public input opportunities on budget priorities at the very beginning of the budget process, and a more transparent process overall, including earlier publication of draft budgets. A small hiccup I experienced on committees: some budget requests from committees were missed, with last minute scrambling to honor and include those. Not being fully staffed certainly contributed to the confusion. Clear guidance for submitting requests should be provided and followed
WHAT AREA OF TOWN SERVICES OR OPERATIONS IS IN MOST NEED OF ADDED INVESTMENT? PLEASE EXPLAIN.
We need to move ahead with the Upper Village redevelopment planning and recommendations to our voters. We can turn an unattractive area into an appealing village center that generates tax dollars for the town rather than having valuable property sitting idle. This may require the Town matching some grants to multiply our investment dollars, and some expenditures to prepare the parcels to achieve the highest return from a sale or lease.
The municipal complex will require significant investment for expansions and upgrades to meet current and future needs.
It was worrisome when winter was approaching, and our Public Works Department was severely short-staffed. Thankfully the open positions were filled before winter storms hit. As I understand, raising compensation to a competitive level resolved our problem. With many other open positions, we may need to adjust our compensation to attract qualified candidates.
Our Fire Rescue Department, like those in surrounding communities, faces escalating costs and heavy demands on a shrinking volunteer base. We have had high turnover in the Chief’s position. I would like us to explore options for a sustainable structure for the long term that is cost effective without diminishing the outstanding service the Department currently provides
THE TOWN HAS HAD A LOT OF STAFF TURNOVER. HOW CAN THE TOWN HIRE AND RETAIN HIGH QUALITY STAFF?
While I have much to learn about how local government works, I have owned a small business for over 3 decades. My company was designated one of the Best Places to Work in ME for all 7 years we participated, including being awarded first place in 2019. Some of the key requirements that I have learned over the years are critical for hiring and retaining valued staff are:
• Compensation and benefits packages are competitive
• Working environment is healthy and safe
• Adequate training, development and resources are provided
• Supervisors are fair, respectful, and trustworthy
• Input from employees is welcome and listened to
• Work that is well done is recognized
• Appropriate authority to make decisions is granted
• Responsibilities are clear and purposeful
As a member of the public, I do not have knowledge of confidential Town employee issues. I am not sure why we have experienced such high staff turnover. I imagine that competition from surrounding towns for experienced personnel plays a role. I will do my part to contribute to a culture that is positive and purposeful for all.
WHAT IS ONE SURPRISING THING PEOPLE SHOULD KNOW ABOUT YOU?
My “real” name is Carolyn… but I’ve always been called Connie.
JOSHUA JAMES PIETROWICZ
OCCUPATION: New and Used Toyota Sales Rep
EDUCATION: Central Maine Christian Academy
COMMUNITY ORGANIZATIONS/ SERVICE:
Crossroads Community Church Gray, Maine
New Gloucester Republican Party Vice Chair
INTERESTS/ HOBBIES:
Fishing, Ruffed Grouse (Partridge) Hunting in the North Maine Woods, Various Video Games & Racing
FAMILY STATUS:
Married to Emily Louise Pietrowicz (No Children as of yet, with 7 Nieces and Nephews and an 8th coming in August)
SOCIAL MEDIA:
Joshua Pietrowicz on Facebook
THE NEW GLOUCESTER CHARTER MAKES A COMMITMENT TO COMMUNITY ENGAGEMENT. WHAT SHOULD THE SELECT BOARD DO TO INVITE ENGAGEMENT AND CIVIL DISCOURSE?
The Select Board must strive to maintain an active attitude of Servant Leadership. Pausing to listen to Constituents not only in Public Forms, but in response to questions, and concerns from our community at any time, and to respond with haste and good intentions when called upon to serve our citizens and not corporations.
VOTERS APPROVED THE COMPREHENSIVE PLAN IN 2021, WHICH INCLUDES A VISION DEVELOPED WITH INPUT FROM A SIGNIFICANT NUMBER OF RESIDENTS, AND MANY GOALS AND STRATEGIES TOWARD THAT VISION. WHILE SOME SEE THIS AS A “WISH LIST,” OTHERS SEE IT AS A STRATEGIC ROADMAP TO GUIDE THE BOARD’S WORK. WHAT TO YOU THINK?
Our taxes must not rise past the current rate of inflation but the will of the people must be served balancing the two is our duty. We must be willing to ensure a lean but comprehensive plan succeeds without crippling our current residents and taxing them out of their Homes.
THE MOST PRESSING ISSUE FACING OUR TOWN IS _________ AND THIS IS WHAT I INTEND TO DO ABOUT IT.
The life and death threat of our ability to respond to residents of New Gloucester, and Surrounding Communities who regularly assist us at a moments notice. We must ensure that Public Safety is taken into the highest level of priority. Our towns Fire & EMS must be able to service multiple calls at once in the opposite directions in order to save lives, and these preparations must be made in advance rather than once it’s too little too late, and too bad. Our Residents Deserve Better
IN GENERAL, HOW WILL YOU WEIGH YOUR OWN AND OTHERS’ DIFFERING VIEWS AS YOU CONSIDER WHAT BEST SERVES THE COMMUNITY’S INTERESTS?
This office and any public office is not a representative form of government that is to be taken lightly and must include solely what is best for our town, our state, our nation, and a nation is comprised of it’s Citizens. It is our duty as servant leaders to listen to understand and assist our neighbors, but ultimately, the representative form of government that we serve ensures that if elected, I will vote my conscious with each issue. Party lines are not of any way to conduct this office or any office. We must do what is right for each other. And must always remember we are One Nation Under God and must not take that lightly nor this responsibility if elected by the Will of the People.
WHAT SHOULD THE TOWN DO TO ENSURE TIMELY ONGOING MAINTENANCE, REPAIR AND IMPROVEMENTS OF ITS FACILITIES AND GROUNDS, AND HOW SHOULD THIS BE BUDGETED?
Ensure that we get what we pay for and call the manager whenever things are going awry and investigate first hand.
WHAT AREA OF TOWN SERVICES OR OPERATIONS IS IN MOST NEED OF ADDED INVESTMENT? PLEASE EXPLAIN.
Town Emergency Response Capacity and Capabilities
THE TOWN HAS HAD A LOT OF STAFF TURNOVER. HOW CAN THE TOWN HIRE AND RETAIN HIGH QUALITY STAFF?
Value our current staff, and invest in them, as well as promote a culture where folks want to add to a growing and successful team one step at a time rather than a sinking ship which needs to be bailed out day in and day out.
WHAT IS ONE SURPRISING THING PEOPLE SHOULD KNOW ABOUT YOU?
I took down an 64oz Steak at Mac’s Grill one time last August in order to settle a bet with my boss, and became the first Mainer to do so in over a decade. I like it Rare 🙂
RACHEL LYN RUMSON
OCCUPATION: Program Manager/ Consultant/ Educator
EDUCATION: Certificates in Permaculture Design, MA Applied Behavioral Science, Bastyr University/Leadership Institute of Seattle; Dale Carnegie Course, BA Sociology USM
COMMUNITY ORGANIZATIONS/ SERVICE:
Litter picker, speed pacer, activator of New Gloucester’s resilience planning efforts; Friends of Jack Hall Rd.
In Gray, served on Planning Board; founding member of Blueberry Festival Committee; Community and Economic Development Committee, Communications Advisory Committee, Recycling and Resilience Committee, Gray Birdhouse Project, Gray Village Farmers Market, Food Pantry, MSAD15.
Portland Tool Library, New England Transition Towns
INTERESTS/ HOBBIES: Writing, homesteading, economics, community development, health and wellness, cooking, foraging, herbalism, playing ukulele and singing
THE NEW GLOUCESTER CHARTER MAKES A COMMITMENT TO COMMUNITY ENGAGEMENT. WHAT SHOULD THE SELECT BOARD DO TO INVITE ENGAGEMENT AND CIVIL DISCOURSE?
Dialogue and deliberation are essential tools for community resilience and democratic life. They allow us to face hard truths without losing each other. They help us transform conflict into creativity and differences into assets. They foster civic habits and democratic muscles that extend beyond the meeting room or town hall. They nurture communities so they imagine new, thriving, futures together.
VOTERS APPROVED THE COMPREHENSIVE PLAN IN 2021, WHICH INCLUDES A VISION DEVELOPED WITH INPUT FROM A SIGNIFICANT NUMBER OF RESIDENTS, AND MANY GOALS AND STRATEGIES TOWARD THAT VISION. WHILE SOME SEE THIS AS A “WISH LIST,” OTHERS SEE IT AS A STRATEGIC ROADMAP TO GUIDE THE BOARD’S WORK. WHAT TO YOU THINK?
Comprehensive Plans are a product of self-governance. Too often, they are boiler-plated by consultants or shaped by the “usual suspects,” but the process of creating them remains valuable. It is deliberative, and the result reflects shared values and a commonly held vision.
Town leaders should reference the Comprehensive Plan regularly and align their decisions with it wherever possible. That is what service looks like. If they are not doing that, then ego or personal agendas are leading — and frankly, that’s boring.
When new challenges or opportunities emerge, leaders should reconvene, interview, and seek updated guidance from a cross-section of the town. Plans are living documents and should be referenced often, even between official updates. Comprehensive Plans are a snapshot in time, with a legal requirement to update every 10 years. But disruptions — like a pandemic, a depression, or other extreme events — can reshape reality much faster. The last two Comprehensive Plans were among the first documents I read when I became engaged in New Gloucester government, along with the Upper Village Master Plan. They are essential tools — not ornaments — for responsible leadership.
THE MOST PRESSING ISSUE FACING OUR TOWN IS _________ AND THIS IS WHAT I INTEND TO DO ABOUT IT.
Our town faces serious, interconnected challenges — public safety, housing, energy, communications, staffing, and rising costs — worsened by state policies and a lack of leadership. Public safety calls are often double calls, 25% of the time, meaning no one is immediately available. Housing growth strains services, yet apartments aren’t permitted, pushing out seniors and increasing costs. Fire suppression systems are insufficient, and we’ve missed some critical opportunities to restore wetlands and build resilience.
Beyond infrastructure, we face a deeper constitutional, economic, and ecological crisis. A polycrisis. Climate change is impacting our land and waters. The economy is contracting. Our Undesignated Fund is shrinking when we most need reserves to avoid debt for urgent expenses. Many residents are already struggling and cannot absorb more cost increases or taxes.
I was called to run to bring love to our town and to be present with the times we are entering. We do more with less, to build a regenerative economy, and create systems of mutual aid — cooperatives, tool libraries, reuse shops, general stores — to rebuild skills and connection.
My priority is to strengthen public safety, safeguard our finances, restore environmental systems, and foster a culture of cooperation and joy, because that is what God intends for us.
IN GENERAL, HOW WILL YOU WEIGH YOUR OWN AND OTHERS’ DIFFERING VIEWS AS YOU CONSIDER WHAT BEST SERVES THE COMMUNITY’S INTERESTS?
If it’s not my way or your way, I’ll stay in the conversation until we find a third way. We have values in common, and those run deep. I will listen for what matters most and do my best to speak to that.
When we stay at the surface, it can seem like we’re so different. But we all love our children, appreciate the warmth of the spring sun, worry about our parents, and value the strength that comes from good food and clean water. And if someone doesn’t — well, it’s a free country, and I intend to keep it that way.
I know this town can be competitive and cranky — and that’s alright. I am a passionate person, but I am also authentic and self-aware. I will not undermine my colleagues or community members when we disagree or when I feel uncomfortable.
The privilege of self-government is sacred to me. I take it seriously. When I make space for different views, I am honoring an institution that many Americans fought and died to protect.
WHAT SHOULD THE TOWN DO TO ENSURE TIMELY ONGOING MAINTENANCE, REPAIR AND IMPROVEMENTS OF ITS FACILITIES AND GROUNDS, AND HOW SHOULD THIS BE BUDGETED?
We need to treat the town’s facilities and grounds like we would a shared home — with regular attention, good planning, and respect for the people who rely on them. Ongoing maintenance and repairs should be planned well in advance, not left until problems become emergencies. We need a rolling multi-year capital improvement plan that is reviewed and updated annually with public input.
Maintenance schedules should be visible and tied to clear standards for quality and safety. Departments should be encouraged to flag needs early without fear of being seen as wasteful — preventive work saves money in the long run.
Budgeting should prioritize setting aside a predictable percentage of the town’s operating budget into capital reserve funds each year, scaled according to the value and criticality of assets. Pulling from reserves when needed is far better than borrowing for every problem.
Protecting and investing in our shared spaces isn’t a luxury — it’s a basic duty of self-government. It shows we respect the efforts of those who built them, and that we are serious about leaving things better for the next generation.
WHAT AREA OF TOWN SERVICES OR OPERATIONS IS IN MOST NEED OF ADDED INVESTMENT? PLEASE EXPLAIN.
I’m not sure we’re in a position right now to make major new investments. I wish we weren’t in this situation, but we are — and it’s getting tougher by the day.
I can’t dictate what should be prioritized, but it’s a shame that there’s mold and leaking roofs at the high school, or that people can’t gather for a walk at the fairgrounds without worrying about basic amenities.
Long-term, I’d like to see investment in community cohesion — affordable projects like a dog park, or even bigger initiatives like establishing a community housing authority.
I also believe we need creative, practical solutions to costly services. One idea: community-scale composting. If the return on energy and money invested is there, composting could reduce waste costs, support STEM education, create small enterprise opportunities, and help restore green infrastructure.
Of course, funding for these kinds of projects is tight — but the EPA and others have supported them in the past.
We need to study our waste streams, our skills, our surpluses seriously and develop a community-scale strategies that brings cultural, social, and economic benefits, as well as budget savings.
THE TOWN HAS HAD A LOT OF STAFF TURNOVER. HOW CAN THE TOWN HIRE AND RETAIN HIGH QUALITY STAFF?
Kindness and respect are high on my list. Paying people competitively is just practical.
I’ve heard some troubling stories about town officials saying awful things to professional staff, and a deeper issue shows up in attitudes like “people have to prove their worth.” That mindset is impoverished. Public service should not be about extracting value from people — it should be about investing in them.
If we want to attract and retain good people, we need a culture that values professionalism, collaboration, and mutual respect. It comes down to having self-respect and good boundaries. Fortunately, if we don’t have those yet, we will have ample opportunities to develop them in life.
When people feel supported, trusted, and fairly compensated, turnover drops — and the entire community benefits.
WHAT IS ONE SURPRISING THING PEOPLE SHOULD KNOW ABOUT YOU?
One surprising thing about me is that I find deep peace in growing food and working with soil. It reminds me that good leadership, like good farming, is slow, steady, and rooted in care.
