The Board of Education's role is governance, oversight and policy creation. Our five-member team of elected, unpaid, nonpartisan members ensures that our superintendent and business administrator are in step with the district's goals, objectives and policies while adhering to all state regulations.  

Our board consists of professionals with post-graduate degrees in law, finance, education, business administration and communications. We use our skills and experience to support district leadership, ensuring our students, teachers, and staff are positioned to succeed by:

• Providing administrators the flexibility to recruit, unite, and support a diverse, talented teaching staff.

• Equipping teachers with the freedom and resources needed to excel in the classroom.

• Ensuring students feel safe, empowered, and engaged in their learning journeys.

Districts across New Jersey and Essex County have faced severe budget deficits exceeding $10 million, forcing staff and program cuts. These situations are driven largely by increasing healthcare and utility costs. 

By comparison, during my three years on the Board of Education, Verona's budget journey has been far more successful. For this fiscal year we balanced a $47.4 million budget through the following strategic actions:

• Cost Containment: While many districts experienced healthcare cost increases exceeding 30%, Verona's participation in a health benefits consortium contained our increase to under 20%.

• Administrative Efficiency: Key administrators have taken on dual roles to streamline operations while keeping instructional teams fully supported.

• Contract Optimization: The business administrator successfully renegotiated vendor contracts and debt service obligations.

• In-District Special Services: Verona expanded local special education programs, allowing us to keep students in their home district while saving tens of thousands of dollars per student in out-of-district placement costs.

Neverthess, financial pressures persist.  We must prepare Verona prepare for:

• Anticipated cost increases in healthcare, utilities, and transportation.

• Reductions or stagnation in state and federal aid.

• Strategic management of aging facilities and capital repairs through a structured, long-term funding plan.

• Managing district growth alongside municipal development. As new housing develops under PILOT (Payment in Lieu of Taxes) tax abatement structures, school property tax revenue does not automatically scale with enrollment. We must work collaboratively with municipal leaders to address local infrastructure and educational funding needs.