Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Slogan
Putting Students First
As a South Brunswick graduate who walked the halls of our schools from elementary through high school, I know what students need, and I am running to make sure their needs are at the center of every decision. Having graduated from the South Brunswick School District in 2019, I bring a unique perspective to the Board and am running to make sure students’ voices guide decisions, ensuring that policies and programs truly support their learning, growth, and well-being.
Over the past three years, I have served on the South Brunswick Board of Education and have gained invaluable experience in school budgeting, operations, policy, and educational initiatives. I currently serve as the Policy Chair and am an active member of the Education, Finance, and South Brunswick Stakeholders Committees. Through these roles, I have consistently advocated for students, contributing meaningful input to policy and educational discussions that directly impact their education.
Beyond the Board, I am deeply involved in the South Brunswick community. I serve on the South Brunswick Commission on Women, and I previously served on the township Planning Board. Additionally, I serve as Vice President of a consulting and management company, which has given me experience in leadership, strategic planning, and organizational management. These experiences have strengthened my ability to listen, collaborate, and advocate for the needs of our diverse community.
I am committed to continuing to serve with experience, transparency, and a steadfast focus on what matters most, our students.
The South Brunswick School District is at a pivotal moment, and the decisions made now will shape the future of our schools for years to come. With the longevity of the S2 funding formula still uncertain, a new superintendent joining soon, and potential redistricting as new families move into town, it is more important than ever to have an experienced Board guiding the district through these changes while keeping operations stable and uninterrupted.
My priorities align with the district’s goals: ensuring physical safety, prioritizing mental health, maintaining quality education and programs, and securing financial stability. To implement these priorities, the first step is working with the current Board to hire a highly qualified superintendent who prioritizes both the district’s goals and the needs of our families and staff. Together with the new superintendent and administration, the Board will develop plans to address the budget process and potential redistricting. Regarding the budget, I will continue working with the Finance Committee to explore solutions to the challenges posed by the S2 funding formula, while advocating with legislators and the new NJ administration for a sustainable funding system. Additionally, I will continue to work closely with the SB Stakeholders Committee, which is tasked with finding the best possible solution to redistricting, one that is fair, thoughtful, and sustainable for the future.
For mental health and safety, even amid financial pressures, we will prioritize preserving essential resources so students continue to have access to critical services. This ensures every student can learn in a safe, supportive environment while maintaining the high-quality education and programs that make South Brunswick schools strong. Through these efforts, I will continue to advocate for students and families while guiding South Brunswick schools toward a strong and sustainable future.
I believe the components of the school budget that must be protected are safety measures, mental health initiatives, and student programming and extracurricular activities. These areas directly impact students’ daily lives, and our priority must always be to limit disruption to their education and well-being.
In 2022, when the district faced difficult budget decisions, the South Brunswick School District formed a Budget Committee of community members to carefully evaluate priorities and keep families informed throughout the process. Through these meetings, community members consistently identified their top priorities: academics, mental health, safety and security, and extracurricular programs. These are the core areas that must be protected because they are what matter most to our students and families.
Any reductions should come from areas that cause the least disruption to students. Right now, the district is working hard to maintain our current operations with fewer resources. To do this, we must focus on increasing revenues, reducing expenditures, and optimizing the budget. This includes exploring innovative solutions, seeking more grant opportunities, reviewing vendor contracts, and pausing new capital projects where possible.
The most critical part of this work is advocacy. The current S2 funding formula is unsustainable, and South Brunswick, as well as many surrounding districts, will continue to lose funding if nothing changes. The Board and superintendent have been working directly with legislators, and we must continue that effort. Testifying before the Senate and Assembly, maintaining a strong community campaign, and pushing for legislation that creates a fair and sustainable funding system are essential steps.
Protecting what matters most to students while fighting for the funding our district deserves is the only path forward to keep South Brunswick schools strong.
When groups of parents disagree about Board of Education policies, the first step is to ensure that both sides are given fair time to share their perspectives and concerns. It’s important to listen fully and gather all relevant information so that the Board can fully understand the issue. After this, I believe the next crucial step is collaboration, working closely with the full Board and district administration to carefully review the concerns, examine all facts, and evaluate what current policies say about the matter. The Board is ultimately a policy-making body, and decisions must be grounded in policy and what best supports our students, families, and staff. Through open discussion and collective problem-solving, the Board can develop a solution that balances differing viewpoints while keeping students’ best interests at the center.
Just as important as the decision itself is how it’s communicated. Once a decision is reached, we must be transparent and open with all parties, clearly explaining the reasoning behind the Board’s actions and showing how they align with policy and student needs. Maintaining clear, respectful communication helps preserve trust and shows families that their voices were genuinely considered. If needed, the Board should also remain open to revisiting or adjusting decisions as new information emerges. In every step, collaboration, transparency, and a student-centered focus are key to resolving disagreements effectively.
Every student deserves to feel safe and supported at school, regardless of immigration status, national origin, or religion. As an incumbent, I believe the role of schools in situations involving U.S. Immigration and Customs Enforcement (ICE) should be centered on protecting the well-being and rights of students while following all state and federal laws.
If ICE were ever to come to a school, staff and administrators have clear security protocols, developed in line with state law, federal guidance, and NJ Department of Education directives, that ensure the legal rights of students, families, and staff are respected. These protocols are designed to keep students safe while also ensuring the district complies with the law.
It is equally important to be compassionate toward students who may be fearful or impacted by immigration-related issues. Schools should connect those students and families with counseling and support services to help them feel secure and cared for.
Ultimately, schools are not immigration enforcement agencies. Their role is to educate and safeguard students, and any interaction with outside agencies should never compromise a child’s ability to feel safe at school.
I believe our district offers a truly wonderful academic program along with strong vocational and fine arts opportunities. Just recently, the South Brunswick High School Choir was invited to perform at Carnegie Hall, a tremendous honor and privilege for our students. South Brunswick has consistently excelled in arts, music, athletics, and academics, and these achievements are a testament to the dedication of our educators, students, and families.
That said, I would love to see these programs expanded even further. However, years of state funding cuts have limited the district’s ability to build upon its current successes. To make meaningful growth possible, I would advocate for a more sustainable state funding system. With more stable funding, I would love to explore creating early college academic programs, expanding Career and Technical Education (CTE) offerings, and opening additional pathways that equip our students with the skills, opportunities, and confidence they need to thrive in their careers and futures.
By working together as a community to push for fairer funding, we can secure the resources needed to invest more deeply in the arts, vocational training, and academic programs that our district proudly boasts.
As a parent of three and a dedicated member of our township, I am deeply committed to fostering a thriving community by equipping future generations with the essential tools and skills to excel. I firmly believe that education extends beyond textbooks; it is crucial to instill a genuine love for learning and a strong sense of community responsibility in our children.
My extensive background as a process-oriented HR professional has equipped me with vital skills in budgeting, forecasting, leadership, and project management. These experiences, paired with my strong ethical framework and procedural expertise, make me uniquely qualified to serve on the Board of Education. I am driven by a profound commitment to leveraging my skills to build bridges across the community. My goal is to contribute meaningfully to the academic and personal growth of our students, fostering an environment where every child can thrive.
My priorities are threefold:
Firstly, I aim to understand the scope and magnitude of the ongoing efforts in securing a new superintendent. As an HR professional with expertise in identifying the best candidates for specific roles, I believe I can provide a valuable perspective in this process.
Secondly, I seek to gain a comprehensive understanding of the budget allocation guidelines. By leveraging my experience with forecasting and headcount, I can collaborate with the board to optimize the use of funds for maximum impact.
Thirdly, I am eager to collaborate with the board to develop a strategic plan that addresses the expected increase in student enrollment in the near future. By adopting a proactive approach, we can ensure a seamless transition and create a successful educational environment for all children in South Brunswick.
Enhancing the tools and technology for students and teachers is an area I believe can yield significant positive results. Education has evolved beyond the traditional classroom setting, and teaching methods must adapt to meet the needs of today's students. To make a successful impact, we must create an environment that acknowledges how modern students learn best. By doing so, we can foster a more effective and engaging educational experience for everyone involved.
I am dedicated to preserving essential programs whenever possible. Instead of eliminating them, I advocate for a repurposing approach where applicable. By thoroughly reviewing underutilized programs, we can strategically reallocate resources to enhance our educational offerings without sacrificing valuable programs. This strategy allows us to optimize our resources while maintaining the quality of our educational programs.
To effectively resolve any disagreements that may arise while serving as a board member, my approach will be rooted in a steadfast commitment to the oath we take. I will always adhere to the established rules and guidelines, ensuring that my actions remain within the parameters of the Board of Education's role. My intent is to foster collaboration, uphold integrity, and contribute to a respectful and productive environment for all stakeholders.
Given my limited knowledge in this area, I believe that the district should adhere to local and state guidelines and laws to ensure appropriate action is taken based on each situation.
Candidate has not yet responded.
Slogan
Experience, Collaboration, Progress
I am running for the Board of Education to continue my long-standing commitment to the South Brunswick community and its students. Having previously served on the board for nine years, I have a deep understanding of the district's strengths and its challenges. My decision to run is driven by a desire to use my experience to navigate the new landscape of state funding, address the significant student enrollment growth, and ensure our district continues to provide an environment that supports both academic excellence and student wellness. I am dedicated to serving as a link between the community and the board, upholding ethical leadership, and making fiscally responsible decisions that benefit all students and taxpayers.
My qualifications for this position are rooted in a combination of extensive personal involvement and relevant professional skills. As a South Brunswick resident for over 22 years, I am deeply invested in the success of our schools. My nine-year tenure on the Board of Education from 2011 to 2020 provided me with invaluable experience in board governance, policy-making, and district operations. During that time, I helped the district manage budgets through periods of declining state aid and was actively involved in planning for future growth.
Professionally, my role as a Civil Engineer at the New Jersey Department of Transportation has equipped me with a strong background in strategic planning, project management, and budget oversight.
Furthermore, my involvement with various community organizations, such as the Board of Trustee for the Education Foundation of SB and the Township's Park & Recreation and Transportation Advisory Committees, demonstrates my commitment to a holistic approach to community well-being. My certification as a Master Board Member by the NJSBA is a testament to my dedication to continuous professional development and best practices in public education.
Serving on the Board of Education is not about personal ambition; it is about stewardship of the community’s most valuable asset—our children’s education. My priorities reflect that sense of stewardship.
• I will ensure that we manage our finances wisely while preparing for growth.
• I will safeguard integrity and transparency in governance so the community always trusts its Board.
• I will expand supports for student wellness while sustaining the high academic standards that define South Brunswick.
I bring to this task the benefit of experience, the training of a Certified and Master Board Member, the professional skills of an engineer and public servant, and the heart of a parent and community member.
By focusing on these priorities and implementing them with diligence and transparency, I believe we can guide South Brunswick schools into a future that is not only academically excellent but also financially sound, ethically governed, and nurturing for every child.
That is the vision I offer, and the commitment I make, as I seek to serve on the South Brunswick Board of Education.
Components to Protect and Increase
Keeping the core mission of the South Brunswick School District in mind, the following budget areas should be protected and potentially increased.
- Instructional Staff and Academic Programs: The largest single budget component is salaries, making up 57% of the budget. The district has already been forced to cut teachers positions due to budget constraints. Protecting and increasing funding for instructional staff is critical to maintaining academic excellence and managing class sizes, especially with projected student growth.
- Student Wellness and Mental Health Services: The district has increased behavioral staff, academic coaches, and guidance counselors to help students navigate challenges from social media and post-COVID-19 impacts. Given the district's strategic focus on student wellness and Social Emotional Learning (SEL), these support services should be shielded from cuts.
- Facility Maintenance and Capital Projects: With aging infrastructure, timely maintenance is crucial to prevent more significant costs and damage later.
Components to Reduce
Reducing the budget is a strategic challenge that requires careful consideration to avoid impacting the educational experience. The district has already been proactive in reducing non-instructional costs.
- Non-Instructional Costs and Operational Efficiency: The district's current strategy focuses on reducing non-instructional costs, specifically in areas like energy and insurance. This is a sound approach to finding savings without directly harming student programs.
- Non-Essential Administrative Functions: While necessary for a functioning district, a review of administrative and support services could identify areas where redundancies exist or where a shift in responsibilities could lead to savings.
Strategies to Accomplish
Strategic Partnerships with Township, Community and Stakeholder Collaboration, Grant Acquisition, Data-Driven Decision Making.
As a Board of Education member, I believe that listening to the concerns of all parents is the essential first step in any disagreement. However, my approach extends far beyond simply hearing both sides. My goal is not just to manage conflict, but to build a process that fosters understanding, seeks common ground, and results in a resolution that serves the best interests of our students and the entire school community. My experience as a community leader and my certification as a Master Board Member have provided me with the tools and perspective to navigate these complex situations.
• Conflict Resolution Approach: Aims to build understanding, seek common ground, and find resolutions that benefit students and the school community.
• Understanding Disagreements: Involves understanding the underlying values, concerns, and facts driving the conflict.
• Strategies for Deepening Understanding: Include requesting detailed proposals from parents and hosting structured dialogues between parent groups.
• Shared Goal: Remind parents of their shared core mission: the success and well-being of the students.
• Data-Driven Decision Making: Gather objective, third-party information and engage district experts to provide relevant data.
• External Expertise and Best Practices: Consult with external experts for unbiased perspectives and research best practices from successful districts.
• Decision-Making Process: The Board of Education has the final decision-making authority, but should engage in transparent and ethical deliberations, considering all information and data.
• Compromise and Resolution: Seeking a compromise that addresses the concerns of all parties involved is crucial, such as implementing a pilot program to gather data and demonstrate results.
• Transparent Communication: Clearly communicating the final decision, the rationale behind it, and the process followed to the entire community is essential for building trust and maintaining a strong community link.
Public schools exist to educate and nurture every child who walks through their doors. That mission does not come with qualifiers about citizenship or immigration status. In communities as diverse as South Brunswick, where families come from all over the world to seek opportunity, schools play a critical role not just as academic institutions but also as safe havens where children can learn, grow, and thrive free from fear.
Practical Steps I Would Support as a Board Member
1. Adopt/Review Policy on ICE Interactions: Ensure the district has a clear, updated policy that limits cooperation to what is legally required and protects confidentiality.
2. Training for Administrators and Staff: Make sure every principal, secretary, and teacher knows the correct procedures if ICE contacts the school.
3. Communication to Families: Reassure families—through newsletters, forums, and multilingual outreach—that schools are safe spaces and that student data is protected.
4. Collaboration with Community Partners: Build relationships with legal aid and community advocacy organizations that can assist families if concerns arise.
5. Monitor and Review: Regularly review how the policy is working, updating it if federal or state guidelines change.
As a Board member, I would ensure South Brunswick schools remain unwavering in their commitment: every child, regardless of background or status, deserves safety, dignity, and a world-class education.
That is both the legal mandate and the moral responsibility of our schools.
South Brunswick schools already demonstrate strong offerings—with tiered G&T services, a pioneering Computer Science Career Academy, structured special education transitions, and comprehensive arts requirements. The path forward is not about reconstructing the system but amplifying equity, maintaining program integrity, and expanding access.
My top recommendations are:
• Broaden G&T and academy offerings to serve more students and varied interests.
• Deepen Career & Technical Education (CTE) collaborations for both traditionally and differently-abled students.
• Protect fine arts programs and foster innovation through funding partnerships.
By investing in these areas, the district will continue nurturing well-rounded, prepared, and connected students—academically, artistically, and vocationally. A well-balanced portfolio ensures every student can find their lane to thrive.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
