A steady hand through change: Mark Dockser reflects on six years of service on the Reading Select Board

Apr 29

(5-7 minute read)

For Mark Dockser, public service has never been a question of if - only how. After nearly 25 years in Town Meeting and nine years on Finance Committee, Dockser transitioned to the Select Board with a deep understanding of Reading’s inner workings and a clear motivation: to keep the town moving forward.

“I like being engaged. I like understanding what’s going on, and talking to others about how to help,” he said. “After hitting the term limit on the Finance Committee, the Select Board felt like the natural next step. I wanted to use my experience to help shape the future.”

Progress through purpose

Dockser’s six-year tenure on the Select Board included no shortage of highs and lows. Among his proudest accomplishments is the transformation of Lot 5 near the Town Forest, a space he described as now safer, more welcoming, and well-used. “It’s a great town asset. I would’ve loved to do more, but even this much already serves the community well,” he said.

Another major milestone was navigating the town through the COVID-19 pandemic. “That was the biggest challenge,” he reflects. “We had to ensure emergency services and core operations could keep running safely. [Fire Chief] Greg Burns led the effort, and the staff across departments stepped up in incredible ways.”

Despite the tangible wins, Dockser doesn’t shy away from acknowledging the toll of rising political polarization. “As the broader world has become more divided, it’s harder to collaborate. People can come in with strong opinions - and not always in constructive ways,” he noted. “But I’ve always focused on staying even-keeled and helping push the board forward.”

The power - and limitations - of process

Dockser emphasized the value of consistency and transparency in board operations. “Our decision-making process usually works best when we take the time - bring something up one meeting, vote on it the next,” he said. Still, he acknowledged there were times when discussions became drawn out or gridlocked, often fueled by interpersonal dynamics rather than policy.

The Open Meeting Law, he added, while critical for transparency, poses challenges for board collaboration. “You can only speak with one other member outside of a public meeting. That makes real-time collaboration tough.”

Leadership turnover, shifting priorities, and intense public feedback also added to the complexity. Dockser hopes the next board will renew its focus on shared goals - and perhaps, revisit the idea of a retreat to rebuild trust and communication.

On community engagement: room to grow

When it comes to engaging residents, Dockser is candid about the board’s limitations. “We tried office hours, forums - but that’s tough. Sometimes if one or two people showed up, that was considered a big turnout,” he said. “People are busy. They want to know things are running smoothly. But we need to figure out better ways to invite participation.”

He sees promise in upcoming efforts like the Reading Center for Active Living (ReCAL) project, which he believes could become a true hub for civic life. “It could be a game-changer for how we gather, talk, and learn from each other. A gathering place that reflects who Reading is and where it’s going.”

A call for strategic thinking

Looking ahead, Dockser believes the town must embrace long-term planning more deliberately. He’s been advocating for years for an updated master plan and clearer capital spending priorities - with more public involvement in both.

“Right now, a lot of big decisions come down to a yes/no vote at Town Meeting. We need more structured conversations earlier in the process,” he said. “Other communities have capital planning committees or regular forums focused on the future. I’d love to see Reading do more of that.”

He also pointed to infrastructure costs, tiered water rates, and transportation as major topics for the board to watch - and emphasized the importance of continued collaboration with the RMLD and other town departments.

A personal impact - and continued involvement

Dockser’s even-keeled approach and experience with town finances helped steady the board during moments of tension and transition. He cites the water tower project, COVID response, and progress on the Killam School and ReCAL projects as major highlights.

Though he’s stepping away from the Select Board, Dockser plans to stay active - particularly in Town Meeting and supporting ReCAL’s development. “I’m not going away,” he said. “I just won’t be logging 1,000 hours a year anymore.”

For new board members, he offers this advice: “Learn the finances. Talk to staff. Be your own person. Think before you speak - and always ask how you can help the community move forward.”

As Dockser’s term concludes, he leaves behind not only accomplishments, but a model for steady, thoughtful service. His legacy is a town shaped by thoughtful leadership, careful planning, and a deep belief in Reading’s potential.