Parsippany Focus submitted identical questions to each Parsippany Board of Education candidate. We print all answers verbatim.

1. Board Meeting Attendance
How many Parsippany Board of Education meetings have you attended in person during the past 12 months? What have you learned from attending?

Over the past 12 months, I have attended every Parsippany Board of Education meeting and every committee meeting I was responsible for attending. I have not missed one. In fact, over my nearly 14 years on the Board, I have missed only five Board meetings, all because of illness. I believe showing up is one of the most basic responsibilities of an elected Board member.

For me, being a Board member starts with showing up, being prepared, and doing the work.

2. Understanding the Role
What is the difference between governing the school district and running it? What are three things that should be handled by the superintendent or administration rather than individual Board members?

As a Board member, my responsibility is to help set policy and goals, oversee and approve the budget, approve curriculum, evaluate the superintendent, and make decisions that are in the best interest of our students and the entire district.

An individual Board member does not have the authority to run the district or direct employees. Personnel matters, individual student or parent issues, and the daily operation of our schools are the responsibility of the superintendent and administration through the proper process.

I have always believed a good Board member does their homework, asks the tough questions, provides oversight, and holds superintendent accountable.

Just as important is understanding where my responsibility as a Board member ends and where the administration’s responsibility begins.

3. Three Changes
What are three changes or improvements you would like to see in the district, and why?

The first change I would like to see is stronger long-term financial planning. I believe we need to look beyond one budget year and have a three-to-five-year financial plan so the Board can see potential problems coming and address them before they become a crisis.

Second, I want better planning for enrollment. I look beyond the districtwide number because it doesn’t always tell the whole story. Enrollment may be stable overall while an individual school or grade is growing, especially as new housing comes online.

Third, I want to continue focusing on student achievement. I want to see the data, understand where our students are succeeding and where they are struggling, and ask whether the resources we are spending are producing results.

For me, it comes down to planning ahead, using good information, asking the right questions, and keeping students at the center of the decisions I make as a Board member.

4. Budget & Taxes
The district is facing significant financial challenges. What areas of the budget deserve closer review, and what would you protect from cuts?

The district is facing some tough financial decisions. As a Board member, my job is not to run the district day to day. My responsibility is to ask questions, set priorities as part of the Board, carefully review the budget, and make sure taxpayer dollars are being spent wisely. Some of our biggest cost-health insurance, special education, transportation, and salaries—are difficult to reduce.

My priority is to protect the classroom. Before I support cuts to teachers, successful programs, or services our students need, I want to know that other options have been looked at first. I also understand that we can’t afford everything we may want. Sometimes difficult choices must be made.

For me, it comes down to separating what we need from what we would like to have, protecting what directly benefits our students, and making every taxpayer dollar count.

5. Long-Term Planning
What should the Board do now to prepare for future budgets and avoid addressing financial problems one year at a time?

I believe we need to stop looking at the budget one year at a time. I want to see a realistic three-to-five-year financial plan that allows the Board to identify problems early instead of reacting to them when they become a crisis. One of the challenges I see is that many of our costs can increase faster than the 2% tax levy cap. I don’t believe simply raising taxes is the answer to every increase.

The administration is responsible for developing and managing the budget. My responsibility as a Board member is oversight—to set priorities as part of the Board, ask the tough questions, understand the numbers, and make sure there is a realistic long-term plan before I vote to approve a budget.

I believe good planning gives me more choices and helps avoid last-minute decisions that could hurt students or taxpayers.

6. Enrollment & Development
How should the district prepare for changing enrollment and new housing when planning class sizes, staffing, transportation, and school capacity?

I believe we need to look beyond the districtwide enrollment number. I look at what is happening in individual schools and grade levels because enrollment is constantly changing. The overall number may appear stable while a particular school or grade is growing. I expect the administration to track enrollment, monitor new housing, and recommend changes when needed to staff, transportation, and building needs.

My role as a Board member is oversight. I review the information, ask questions, look at the financial impact, and make sure there is a plan before I vote to approve additional resources.

I understand that no one can predict exactly how many students new housing will bring. But I believe in planning ahead rather than waiting until classrooms are overcrowded or additional staff is needed before addressing the problem.

7. PILOTs & Township Cooperation
What role should the Board of Education have in discussions with the Township about new development and PILOT agreements that may affect the schools?

Over the past four years, I have watched Parsippany approve several residential developments using PILOT agreements. My concern has been what those developments could mean for our schools—additional students, class sizes, staffing, transportation, and ultimately the cost to taxpayers.

I understand that I do not approve development or PILOT agreements as a Board member. Those decisions are made by the Township. But I don’t believe that means I should sit on the sidelines. Political relationships and friendships should never come before doing what is right for Parsippany. If I believe a decision could negatively affect our schools, our Township, or our taxpayers, I will speak up—even when that means disagreeing with people I know, respect, or may otherwise agree with.

I expect the administration to provide enrollment information and projections. My responsibility as a Board member is to review that information, ask questions, attend meetings when necessary, and make sure the impact on our students, schools, and taxpayers is heard. The biggest lesson I have taken from the past four years is simple: the Township and the school district need to communicate and plan together before these decisions are made—not after.

For me, it’s about putting politics aside and doing what I believe is in the best interest of our students, our Township, and the taxpayers who support both.

8. Student Achievement
How should the Board measure student success? What areas of student achievement or opportunity need more attention?

I believe student success is about more than one test score. I want to know whether our students are learning and improving, where they may be struggling, and whether we are preparing them for what comes next. The administration is responsible for setting the district goals, putting programs in place, and measuring the results. The Board sets its own goals that should support the district goals.

My role as a Board member is oversight. I review the results, look at the data, ask questions, and hold the administration accountable for the progress being made. I pay particular attention to students who may be falling behind, special education, and whether all of our students have opportunities to succeed.

For me, it comes down to three simple questions: Are our students learning? Are they improving? Are we preparing them for what comes next?

9. Difficult Decisions
When the Board must make difficult decisions involving taxes, staffing, class sizes, programs, or facilities, what information should guide those decisions?

When I must make a difficult decision, I believe it should be based on facts, not politics or personal opinions. I want clear information from the administration: What will it cost? How will it affect students? What are alternatives? And what will the long-term impact be?

I also look at how one decision can affect something else. Cutting staff can increase class sizes. Cutting a program can reduce opportunities for students. Putting off building repairs can cost taxpayers more later. My responsibility as a Board member is to ask the tough questions, look at the facts, and balance the needs of our students with what taxpayers can afford.

There isn’t always a perfect answer. My job is to make the best decision I can with the information available and keep students at the center of that decision.

10. Transparency & Accountability
What information should the district provide so taxpayers can better understand how their money is being spent and what results it is producing?

I believe taxpayers should be able to understand where their money is going without having to be a school finance expert. I want the district to clearly show what we are spending on our major costs, how those costs are changing from year to year, and why they are changing. But spending is only half of the story. I also want to know what we are getting for that money. Are students improving? Are programs working? Are we getting the results we expected?

As a Board member, my job is to ask those questions and make sure the information is available and understandable to the public. Taxpayers should be able to answer two simple questions: Where is my money going, and what are we getting for it?

11. Experience & Community Service
What professional experience and community service during the past five years have prepared you to serve on the Board of Education?

Over the past 36 years, I’ve had the opportunity to serve Parsippany in several different ways, and each has given me a different perspective. I’ve continued working on the Board of Education, where I’ve dealt with budgets, policy, student achievement, facilities, personnel, and some very difficult decisions.

Professionally, I’ve spent more than 35 years in technology and business, including managing major IT operations and running my own small business. That experience taught me how to manage budgets, solve problems, ask questions, and understand that every dollar matters.

But I also believe you have to be part of the community you serve. I’ve attended Council and Planning Board meetings, spoken up on issues affecting our schools, volunteered in our community, and spent a lot of time simply listening to residents. I don’t just show up for Board meetings or during an election. I showed up for Parsippany. That’s the experience I bring to the Board.

12. Three Years From Now
At the end of your three-year term, what specific results would you want residents to use to judge your effectiveness as a Board member?

My goal has really been the same throughout my years on the Board: leave this district a little better than I found for the next generation of Parsippany students who will walk through our school doors. I’m a product of the Newark, New Jersey public school system of the late 1960s and 1970s. That experience has stayed with me. I understand how important public education can be in a child’s life and how the decisions we make today can affect students for years to come.

At the end of my next three-year term, I want residents to look at whether our students are succeeding, whether the district is on stronger financial footing, whether we planned ahead for enrollment and our facilities, and whether I continued to stand up for students and taxpayers.

I don’t expect every decision I make to please everyone. That’s not the job. Judge me on whether I showed up, did my homework, asked the tough questions, and helped leave our schools better for the next generation than I found them.

Parsippany Focus submitted identical questions to each Parsippany Board of Education candidate. We print all answers verbatim.

1. Board Meeting Attendance
How many Parsippany Board of Education meetings have you attended in person during the past 12 months? What have you learned from attending?

I have attended every board meeting in the past year, in person. During my first term as a board member, I have learned a great deal about how the Board can best provide appropriate oversight, while also learning a great deal about the operations of the district. Especially in the past year, with the start of Dr. Chase’s tenure in October 2025, I’ve learned how different leadership styles and strengths can create new opportunities for improvement in the district.    

2. Understanding the Role
What is the difference between governing the school district and running it? What are three things that should be handled by the superintendent or administration rather than individual Board members?

The Board’s role is to take a “balcony-level” approach to oversight, while also performing core functions like setting policy, approving curriculum, and evaluating the superintendent. Three things that are appropriately the responsibility of the superintendent and administration are: managing personnel below the superintendent level, communication on behalf of the district, and delivering the curriculum.    

3. Three Changes
What are three changes or improvements you would like to see in the district, and why?

I would love to see: 

• Programmatic creativity at the elementary level–such as through the creation of a dual-language immersion magnet program. This could enrich curricular offerings while also creating a way to balance out uneven geographic development in the district. A lower enrollment school could host such a program, drawing students voluntarily from elementary zones that are experiencing population stress from new developments. 
• Support for diverse student activities, at multiple levels: as students’ interests diversify, programs like Robotics, Model UN, and eSports can be fantastic ways to engage students and allow them to flourish, but our current extracurricular models can end up disadvantaging some great programs.
• A more nuanced, progressive approach to special education services, wherein inclusion and success are more thoughtfully engaged for students of all abilities. As part of this, I would like to see the district incorporate parent input at the programmatic level more intentionally.    

4. Budget & Taxes
The district is facing significant financial challenges. What areas of the budget deserve closer review, and what would you protect from cuts?

The entire budget deserves our close attention, but some areas that I think could be opportunities are technology use, grant possibilities, and the ultimate costs of deferred maintenance. I would protect class sizes, as well as currently implemented rich curricular opportunities (such as the STEM, Humanities, and Arts Pathways at the secondary levels), and special education support.  

5. Long-Term Planning
What should the Board do now to prepare for future budgets and avoid addressing financial problems one year at a time?

Long-term planning is challenging because, by law and contract, the district cannot budget based on future student projects, but rather who is in the school on census day in any given year. So even when we know what the challenges will be, there is only so much that can be done. One area that is squarely in the district’s control is facilities management. We should be ensuring that we have a deep knowledge of the state of our facilities and specific plans for proactive maintenance and future needs. This will reduce surprise expenses, allowing for better planning.

6. Enrollment & Development
How should the district prepare for changing enrollment and new housing when planning class sizes, staffing, transportation, and school capacity?

The Board has commissioned capacity studies and demographic projections, which inform our approach to providing an effective education. The expansion at Littleton is directly connected to what we have learned from this approach. I think we should also be attentive to the diverse needs of students coming from new housing, as these developments represent new neighborhoods with their own strengths and challenges. As just one, small example, I live very close to the Campus Drive developments and I see that there is not much safe, usable outdoor space for children connected to those buildings, so I can anticipate needing to ensure that children from there have access to playgrounds and fields.    

7. PILOTs & Township Cooperation
What role should the Board of Education have in discussions with the Township about new development and PILOT agreements that may affect the schools?

The BOE should continue to ensure that the Township understands how development will affect school costs, and how that will translate to tax burden. When a PILOT is passed, the cut of the pie paid for by the rest of the taxpayers is bigger for the potentially generational length of the agreement. The rest of the town ends up subsidizing the developer’s profits. 

8. Student Achievement
How should the Board measure student success? What areas of student achievement or opportunity need more attention?

The Board needs to have a multidimensional view of student success–we need to focus on math and literacy proficiency (and even how proficiency is defined!), as well as whether our students are happy, healthy, confident, and able to chart their path through life. I’d like to see continued emphasis on developing evidence-based measures of success across these fields, which is something I’ve particularly advocated for during my time on the Board.  

9. Difficult Decisions
When the Board must make difficult decisions involving taxes, staffing, class sizes, programs, or facilities, what information should guide those decisions?

The Board should focus on having the fullest picture of the effects of our decisions. No decision is ever between just A or B–it’s about children, families, livelihoods, and our community. Understanding that complexity, no matter the specific information, is key. Holding ourselves to a high standard of knowledge, empathy, and moral leadership is essential in making difficult decisions.   

10. Transparency & Accountability
What information should the district provide so taxpayers can better understand how their money is being spent and what results it is producing?

School funding in New Jersey is astonishingly complex–the more I have learned, the more I have been shocked at how labyrinthine it is. The district should continue to work to educate the public not only as to how our district is spending money, but also how state laws and things like  trends in healthcare and inflation affect our fiscal status. 

11. Experience & Community Service
What professional experience and community service during the past five years have prepared you to serve on the Board of Education?

I am finishing up my first term as a Board Member, and I think I have demonstrated that I am an effective Board Member by my regular advocacy for evidence-based decision-making, a high-level of engagement, and rigorous training. I earned my New Board Member Certification and upon completing my third year of service, and will have completed all requirements to be a Certified Board Member through the New Jersey School Boards Association. 

Further as a career educator, researcher, Girl Scout leader, and parent of a child in the district, I hold many roles that enable me to be an effective representative voice.  

12. Three Years From Now
At the end of your three-year term, what specific results would you want residents to use to judge your effectiveness as a Board member?

I hope that residents are, and will be able to see that I have brought a thoughtful, knowledgeable, caring perspective to the Board. Residents can expect that I will continue to advocate for a rigorous curriculum, fair and supportive workplace, and a positive community culture. Residents will be able to see that I have used my knowledge, experience, and voice to advocate on behalf of our students, families, and teacher community.  

1. Board Meeting Attendance
How many Parsippany Board of Education meetings have you attended in person during the past 12 months? What have you learned from attending?

As I am a current board member, I have attended every meeting. I have learned a tremendous amount this past year while being on the Board of Ed; mainly how to facilitate good communication with fellow board members in order to ask questions that get to the heart of our role in the school district. I’ve learned that while I want to respond to the questions during the public session, the superintendent must answer first. It is up to the board to then follow up accordingly and ensure proper responses. 

2. Understanding the Role
What is the difference between governing the school district and running it? What are three things that should be handled by the superintendent or administration rather than individual Board members?

 Our role as board members is to conduct oversight on the school district and the administration. We provide due diligence on the information we are given; meaning being kept aware of changes or challenges, and continuing to ask relevant questions. We do not direct anything to be done. The Superintendent and administration must handle selecting and writing curriculum, appropriate staffing at all levels, and the operations in each building.

3. Three Changes
What are three changes or improvements you would like to see in the district, and why?

I believe we need to look at our facilities. We have aging buildings that are in need of renovations and upgrades. This is important because students and families taking pride in their schools go a long way in terms of performance and general morale. We also should be offering more vocational training in our high schools. This will enable students to remain at their home school, which saves the district money, while also offering more to our student population. I also think we can improve upon community outreach. We hold board meetings every 2 weeks or so, however, it may be within our purview to hold smaller events so the community can speak freely. This way we show that we are willing to hear from our constituents, and show that we are all truly here for the students, and the betterment of this township. 

4. Budget & Taxes
The district is facing significant financial challenges. What areas of the budget deserve closer review, and what would you protect from cuts?

The administration and finance committee are well versed in the budget. I believe we can take a closer review at some administrative roles that have been created over the last several years to ensure we are functioning as streamlined as possible. We must preserve staff at the classroom level as they are truly the boots on the ground, interacting with the most important part of our schools- the students. We also must maintain our extra curricular programming, specifically in the arts. Well rounded students are proven to succeed!

5. Long-Term Planning
What should the Board do now to prepare for future budgets and avoid addressing financial problems one year at a time?

The Board should continue to conduct oversight on all aspects of the budget; including smart contributions to capital reserves. We should also continue to advocate at the local and state levels for financial support, and demand changes the school funding formula. The Budget is a constant moving target; challenges arise every year and it is important that we have the capability to address current needs while keeping the future in mind. 

6. Enrollment & Development
How should the district prepare for changing enrollment and new housing when planning class sizes, staffing, transportation, and school capacity?

Currently, the district has been monitoring enrollment at each new housing development.  The administration updates numbers frequently in order to remain on top of the constant changes. We can only work with the framework we have, which is why maintaining and upgrading our facilities is imperative in looking ahead and keeping up with the changing landscape of our town.

7. PILOTs & Township Cooperation
What role should the Board of Education have in discussions with the Township about new development and PILOT agreements that may affect the schools?

The Board of Education and the Township need to have open communication with one another. We ultimately are here to serve the public in each of our roles. While the Township needs the economics that PILOT programs provide, they MUST recognize the strain they bring to our schools. If our goal is a safe and stable community, we must work hand in hand.

8. Student Achievement
How should the Board measure student success? What areas of student achievement or opportunity need more attention?

As a Board, we are provided testing data from the state and district level; as well as graduation rates. I do believe we need to look further. We should be conducting round table forums at each school with a variety of students and staff members. This will enable us to hear directly from the sources about what is working, and what they feel they need help with. We should monitor all areas, and look to achievement in literacy, critical thinking skills, as well as the ever changing technology world. The world is evolving, and we need to help our students navigate the landscape with thoughtful programming.

9. Difficult Decisions
When the Board must make difficult decisions involving taxes, staffing, class sizes, programs, or facilities, what information should guide those decisions?

The Board needs to look at a variety of factors to make those decisions. Student well-being does need to be at the forefront. When you keep students at the center of decisions, everything flows from there. For example, if there are staffing or program decisions that need to be made, put yourself in the place of those students. Does that mean class size goes from 20-25, or 25-30? Does this mean a small group loses a program, or are we looking at a broader loss? Are the students safe and are their needs met – if so, that facility change may have to wait. If not, we better address that need now. Obviously, residents, including myself, do not want to keep footing the bill for changes or decisions that are made without logic. I believe in strong public schools – as they become the heartbeat of the community. If we have that in mind, I believe tough decisions can be explained and the population will understand. 

10. Transparency & Accountability
What information should the district provide so taxpayers can better understand how their money is being spent and what results it is producing?

As a Board member during the last budget cycle, we worked extremely hard to educate the public on the budget and issues surrounding it. Continuing to provide updates on our board website; holding community forums; showing exactly what money we had, what the expenses will be, and how we plan to meet that need. We should then provide an additional presentation about 1/2 way through the school year to show any deficiency in the budget, as well as how the targets that were set are being met. The Board should strive to provide as much information as possible to the community. 

11. Experience & Community Service
What professional experience and community service during the past five years have prepared you to serve on the Board of Education?

I was fortunate enough to be appointed to fill a Board vacancy last August. Since then, I have served on the board, attended training, and conferences. Prior to that, I taught 4th and 5th grade at Lake Hiawatha Elementary for 17 years. My background in education is of the utmost importance in preparing me to serve on the Board of Education. I have first hand knowledge of education, and specifically the education in this district. Apart from that, I served on the PTA’s at my children’s school as well as in High School Booster clubs. This allows me to understand the various ways our parents provide help to our schools. Professionally, after stepping away from a career in education, I am now in a corporate role dealing with Human Resources and internal finance of a small business. With this knowledge, I can also bring another perspective to the Board of Education.

12. Three Years From Now
At the end of your three-year term, what specific results would you want residents to use to judge your effectiveness as a Board member?

I want residents to see improvements, or at least thoughtful plans for improvements in our facilities. I would like them to see that we have logical and knowledgeable people asking meaningful questions and holding the administration accountable. I also want residents to see that students are at the center of each and every decision that is made at the Board level.