VOTE411 Voter Guide

I am running to try to see through to successful completion several ongoing projects that are dear to me - consolidation and overhaul of Princeton's Zoning ordinance; design and construction of the new Public Works facility at River Road, and the Firehouse expansion on Witherspoon Street; creation of a Stormwater Utility to ensure Princeton's future resilience in the face of Climate Change; planning for optimal use of the former Westminster Choir College campus; and transition to a more effective municipal transit system in the form of micro-transit on-demand.

My professional experience as an architect leading community-based design processes uniquely qualifies me to engage with the public and my colleagues to find consensus around practical, cost-effective solutions for our facilities needs. My personal qualities as a close listener and analytic thinker allow me to understand the issues facing Council, find solutions, and again build consensus around the end result.

In addition to the specific goals mentioned above, I have priorities which build on my past Council work, focused on fiscal responsibility, traffic safety, historic preservation, prudent land use planning, and support for residents at all life stages. I plan to implement these priorities by continued service on Council's Code Review, Finance and Traffic Safety Committees, on the Planning Board, and as liaison to the Pedestrian and Bicycle Advisory Committee and the Center for Modern Aging. I am also particularly excited about a new relationship I have established with the Parent Teacher Organization Council (PTOC) to work on enhanced safe routes to school in collaboration with the Greater Mercer Transportation Management Association.

Since the first several legal cases have resulted in the complete vindication of the planning process and the validity of the results, I think the ideal outcome would be for the opponents of the plan to accept the decision of the courts and allow the development to move ahead. There is still another round of approvals to be obtained by the developer at the Planning Board and the community will have ample opportunity to voice legitimate concerns and request appropriate revisions to the plans at that time, but the legal wrangling is costing taxpayers (and the opposition) large amounts of money, and the only ones who are benefiting are the lawyers.

I also have to say that I think the project is very thoughtfully designed and will fit in well in the neighborhood. It is similar in scale to the institutional buildings which were formerly on the site, and some of the most desirable neighborhoods in Princeton mix single-family residential and institutional-scale buildings in close proximity. There is no reason to think that this neighborhood will be any less desirable once the project is complete.

I think Council needs to again share the progress which has been made in planning for Westminster in the near future. We did solicit community input in the beginning and it has been guiding the planner working on the project throughout. There was a presentation to Council in November sharing the outcome of the goal-setting and site analysis process. While already available on our YouTube channel and in meeting agenda archives, I think that presentation should be more readily accessible on the municipal website. The next stage will be to share the concept plans for what will go where on the property and I believe that will happen in the near future, once the institutional stakeholders involved are comfortable with the options being considered.

I do think the municipality faces an extremely challenging set of financial realities in the coming years - we have big plans for how to make our great town even better but we also face already extremely high residential property taxes which are decimating our middle class families, and cuts in funding on the federal level. We have to prioritize our investments in Princeton's future and simultaneously find funding sources which do not increase the tax burden on our residents, such as supporting the commercial sector so our businesses become more profitable and thereby shoulder a great share of the tax burden. We can also find ways to derive more revenue from our millions of visitors who come to Princeton annually to enjoy our wonderful historic town. My continuing service on the Finance Committee will enable me to continue to pursue these goals most effectively.

Princeton has always stood out as a community defined by civic energy and people who show up, speak out, and work together to solve problems. That spirit is one of our greatest strengths. But right now, it’s under pressure. Across the country, democratic norms are being tested, public trust is strained, and even here at home we’re seeing lower civic participation than we’re used to.

At the same time, Princeton is facing real local challenges: significant financial constraints, rapid development, and important decisions that will shape our future for decades. Moments like this call for more engagement, not less.

That’s why I’m running. I want to use my proven community leadership skills based on careful listening, collaboration, and inclusiveness to come up with strong solutions for the major challenges the town is facing.

For years, I’ve worked behind the scenes helping lead and transform community organizations like Princeton Little League, supporting campaigns, and building connections across Princeton. Now I want to bring that experience directly to Council, with a focus on increasing civic participation, improving good governance, and strengthening our community.

My campaign reflects that commitment. I’ve been knocking on doors (with a 1,000 door goal-already at 408!), hosting neighborhood gatherings (with a goal of 12-already at 14!), and having real conversations with residents about what matters to them. Those conversations won’t stop after Election Day; they should be the foundation of how we govern. And if elected, I will continue the door knocking and neighborhood gatherings on a monthly basis.

I believe deeply that better decisions come from broader participation. If elected, I’ll push for earlier and more frequent public engagement on major issues from affordable housing to the future of the choir college property to zoning to major redevelopment projects, so that a wide range of residents are shaping our decisions from the beginning.

My top priority, and the area where I believe I bring particular expertise and value, is financial stewardship.

Affordability isn’t just about new housing, it’s about whether people who already live here can afford to stay. For most residents, that comes down to property taxes. And right now, too many people are being priced out of the community they love.

We need a more disciplined, forward-looking approach to managing Princeton’s finances in order to make our annual property tax increases lower.

That starts with better budgeting: beginning the process earlier, tracking revenues and expenses throughout the year, and committing to real medium- and long-term planning. We also need to be more selective about capital spending, including prioritizing essential projects like critical infrastructure and public safety, while being willing to delay less urgent initiatives. And sometimes, we just need to say no to ideas that might be nice to have, but we just can’t afford.

We also have to confront major financial challenges head-on, like the future of the choir college property, which is currently costing taxpayers millions annually. Any long-term plan needs to reflect both community priorities and fiscal reality.

This is where my professional experience comes in as publishing executive of trade and college books in the field of history at W.W. Norton & Company, which I’m proud to say is independent and fully owned by the employees. At Norton, I manage complex, multi-million-dollar projects that require careful planning, coordination, and accountability. That work has given me the tools to make tough decisions, balance competing priorities, and plan for the long term, which is exactly what we need in local government right now. Because W.W. Norton is employee-owned, we spend our pennies very carefully, which is the same way I will treat our dollars here in Princeton.

Growth is needed to create more economic and social diversity in Princeton, but how we grow is a choice. Princeton’s challenge is to evolve in a way that expands opportunity while preserving the character that makes this community special. That means being intentional and managing the overall process and individual projects well from start to finish.

While we create more housing and welcome greater diversity, new development must fit Princeton and maintain our identity as a town-not turn us into a suburban city. That more balanced approach starts with smarter zoning that reflects the scale and identity of our neighborhoods, and a stronger emphasis on redeveloping existing sites rather than overbuilding new ones.

Just as important is protecting the character of our commercial districts. Princeton thrives because of its small, independent businesses. If we don’t address the regulatory and financial barriers they face, we risk losing that identity to chains and homogenization. We need to make it easier for locally owned businesses to succeed.

This is about guiding and managing change effectively. With thoughtful planning, community input, and a willingness to examine unintended consequences, we can grow in a balanced way that strengthens Princeton rather than diluting it.

It pains me deeply to see the sign wars going on in town regarding the Tennent-Roberts-Whiteley sites of the Princeton Theological Seminary. In a time when there is so much national turmoil, I hate to see us fighting this intensely with each other in the community and in ways that are sometimes hurtful. While I wish there was a way to make further changes to the plans to reach a workable compromise and include more affordable units, the parties seem so far apart with their visions. Unless the remaining lawsuits achieve a different outcome or the parties agree to a mediated discussion, it will be time to move ahead with the project.

We need to be more intentional with our efforts to engage the public and share information to make it easier for us to participate in the formal processes that lead to council decisions. There should be content summaries about what will be on the agendas for boards and commissions. We should have town wide meetings on major community changes and developments.

Frustration levels are running high about the Westminster Choir College property. The taking of the property through eminent domain represents a generational financial commitment on the part of the municipality. Yet, in the 16 months since we obtained the property, we have had one survey with one question, one council working session led by consultants, and one recent meeting by the planning commission.

Because of the historical, cultural, geographical, and financial importance of the property, it's imperative that we now have a broader community discussion about the property to hear a wide range of thoughts, ideas, and options for the future. The input that comes from this meeting should meaningfully inform the first draft plan that Princeton Council prepares for the property. Once a draft plan is brought forward, it should be followed up by a council “work session”, where the public will once again have the opportunity to weigh in on the draft plan.

It’s imperative that we have a town wide meeting soon because the annual cost for holding the property will be approximately $2.2 million dollars per year. This amount will increase even more beginning in year four when we have to pay both principal and interest on the bonds we used to cover the cost to obtain the property.

Town residents have wonderful ideas for the property, including revenue generating ideas and public good ideas. They should be heard.

We still can create a broad-based inclusive approach to getting a strong plan in place for this property, and I encourage the council to do so.

While we are heading into tough financial times, which will certainly demand belt tightening, it’s imperative that we don’t lose sight of our most vulnerable community members. The reality is that we have a significant portion of our community that are facing food, housing, health care, and utilities insecurities.

While helping an immigrant family here in town, my family learned firsthand just how difficult it is for people in need to receive services from the county. The crux of the problem is the nearly insurmountable challenges people face completing the application processes for housing, health care and utility costs. The reality is that unless you have someone who is well trained or has experience with completing the application processes, your chances of succeeding on your own are minimal. What I’m proposing is that we launch a new volunteer initiative to train local volunteers and assign them to fellow residents in need to help them successfully complete the application processes and receive the services they need. This would include anyone eligible for support, including immigrants, adults with disabilities, income-qualified residents, and our seniors aging in place. This program would be run in partnership with the Human Services Department, the CARES Commission, and local non-profits who have started to engage in this work, but who already need more volunteers to face the mounting needs of so many people. This program would not cost the community any additional funds, but I have no doubt it would make a huge difference in the quality of life for so many people.

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We love this town. We care about Princeton so much that, sometimes, we disagree through our multi-colored lawn signs and even in the pages of national publications. But if you look past the heated debates, you will find one thing we all strive for: Belonging.

I know what it is like to not belong. I came to this country as a refugee, speaking no English. For a time, I was a citizen of no country at all. But this country and community made room for me. I went from being a refugee to a homeowner, a business owner, and a neighbor. That journey is the American promise, but today, that promise is under attack.

Belonging is not automatic; it is work to create real, physical opportunities. It is the ability of our kids to own a home. It is aging in place without being taxed out. It is a downtown where locally-owned businesses thrive and where students feel connected enough to stay and innovate.

Building a sustainable town requires hard, practical decisions and the trade-offs necessary to treat each other, our environment, and our financial future with respect. It means investing in the infrastructure of connection, from learning and walking to safely biking and parking. Because if you do not feel safe, you do not truly belong.

When we put people first, we can design a Princeton that welcomes you and helps you stay. At this critical moment, as our town begins rewriting land-use ordinances and embarking on major municipal projects, I am choosing to step away from my architecture and planning practice in Princeton to serve on the Town Council. In my professional work, I listen and learn the needs of people to create responsive solutions. I will bring that same expertise to creating practical policies that work. I am running for Town Council to build a future where we all, no matter the sign in your yard, truly belong.

My priorities are both aspirational and practical. I aspire to a fundamental shift in the way our municipal government operates: moving from procedure-centered to citizen-centered and becoming truly fiscally sustainable.

Currently, a resident or business owner trying to get anything done in our town starts by plunging into a Kafkaesque maze of uncertainty. At the same time, municipally run projects repeatedly require taxpayers to pay twice to fix things because there is no clear process. When we waste people’s time and tax dollars, we are literally taxing people out of town and preventing businesses from opening. Most importantly, we are jeopardizing the delivery of services we all value.

I hope that my skills and expertise could be useful on the Code Review, Finance, and Personnel committees. I want to work with my colleagues and municipal staff to rethink our processes from the perspective of the people we serve. What does it look like for a person walking into the municipal building hoping to register a dog, only to be sent home for a check written for fifty cents too much? Or the resident who wanted to build a place for his parents to live with him, but his mother passed away before he could clear the zoning board?

We must also learn from recent mistakes to prevent expensive errors, whether it was building the municipal complex on preserved land or installing a fueling station without review. Can you imagine the things we will have to cut if we make those same mistakes on the scale of the new major projects we are embarking on?

Streamlining these processes will free up resources for the things we truly value: supporting our schools and library, and investing in safe ways to move around town, whether walking, biking, or looking for parking. It enables us to work with Princeton University in a collaborative way as national funding is cut. By fixing our internal structures, we can ensure our major municipal projects are environmentally and fiscally sustainable.

I am optimistic that with the right leadership and a shared vision for our town, this litigation could be resolved with a win-win solution.

I recently read a biography of Louis Brandeis that felt incredibly applicable here. Brandeis, who eventually became a progressive Justice of the U.S. Supreme Court, was often criticized for working with opposing parties to find mutual solutions rather than simply trying to win a lawsuit. He described this approach as being an "attorney to the situation".

I would love to see this attitude applied to the Princeton Theological Seminary dispute. We should stop wasting taxpayer money and staff time on litigation and instead work on a solution where current and future neighbors live side by side. My ideal outcome is a community where current and future residents of market rate and affordable homes enjoy beautiful outdoor spaces together. People will safely walk and bike to work, and 18 wheelers will be diverted back to the highway where they belong.

I believe that all parties, including the town, the seminary, the developer, and the Princeton Coalition for Responsible Development, care deeply for Princeton. We can make the best use of this incredible opportunity. Recently, I helped another local developer and neighbors in Jugtown reach a win-win solution that also began with orange signs and attorneys.

By listening to the neighborhood and applying my knowledge of alternative, efficient building methods that made sense for the builder, we created something truly unique in Princeton: the former opposition ultimately came to support the project at the approving board.

I see no reason why we cannot achieve that same success here.

This will be an incredibly complex project requiring extensive learning, public engagement, and creative decision making. It will involve multiple organizations and a mix of private, charitable, and public funding, with tons of various requirements to be balanced. Often, transparency and community engagement seem lacking because the process is reduced to a consultant presentation, a few opportunities for three minute bursts of public comments, months of silence, and then a final plan presented for a vote.

Because this is a municipal project, we have an opportunity to design the process of community engagement and decision making itself, not just the site.

Step one is to start talking to other towns that have completed major projects like this, whether they were successful or not. Let us invite key players to tell us what went well or what went wrong. For example, could we ask Senator Cory Booker and the developers of the Newark Teachers Village to give a talk about lessons learned from that project? We should also look for other successful projects on this scale involving both public and private entities.

Step two is to create a process for goal setting that includes working through ideas in depth and providing immediate feedback. This includes engagement on trade offs by everyone interested in the site, whether their focus is history, sustainability, housing, music education, schools, open space, or the arts. Let us not just ask what people would like to see in theory, but have a discussion together to find the right balance and ensure financially sustainable results that do not burden the future of our children.

Step three involves testing options and discussing them in public. This almost never happens. No single solution will magically meet every need, so we must be honest about trade offs and expect iterations. I would also err on the side of flexibility and openness to future changes by leaving certain things undecided. If we can agree on major goals and a

As a mother of two high schoolers, I speak often with students and recent graduates. Our young people and their families are facing a crisis of hope. These young people have done everything right, yet the pandemic disrupted their education, AI is shifting the job market, and a housing crisis is stalling their independence. Combined with climate anxiety, the result is a profound and understandable sense of powerlessness.

These amazing young people are looking for connection, fulfillment, and a basic sense that the system works the way it is supposed to. I am not waiting for national change. I am proposing we roll up our sleeves and get to work here at home.

At the local level, we have more power than we realize. Because we control our land and resources, we can create places for connection, creativity, and entrepreneurship if we unlock opportunities that have been stuck. Five people speaking at a Council hearing is a massive turnout. Young people volunteering to join a board or commission would have a huge impact on the decision making process. Fresh perspectives and new ways of seeing things could be the catalyst for passing a law or approving a project that creates something special, rather than continuing the same old paralysis by analysis.

By getting involved, we can all learn how our government works, achieve important sustainability goals, and even meet incredible neighbors who could lead us to jobs and ideas we did not expect. I propose that we empower ourselves by helping others. I welcome your advice and support. I cannot do this alone.