1. Educators and the community want clarity about how funds are prioritized and spent. How will you ensure transparency in the district’s budgeting process, and what specific steps would you take to make financial decisions more accessible to both staff and the public?

While all our meetings and workshops on the annual budget are public, it likely does not feel that way to stakeholders. While we publish all notices in accordance with the Freedom of Information Act, they are often generic in nature and very few, if any, attend. We must do a better job informing staff and the public about the importance of participating, learning and understanding the important decisions that are being discussed. While I am obsessive about responding to every call, text or email I get from constituents and interested parties, I am going to be more vocal if reelected about engaging others to participate in our workshops and posting pertinent financials online as a follow-up. The technology exists to provide a level of transparency that will inspire confidence in our board rather than suspicion.

In addition, we need to rethink and improve the way our monthly finance report is presented. Too often it is shown on the screen at our monthly meeting, few questions are asked and in less than a minute we move-on to the next topic. Educational budgeting is fluid. There will always be forces that require us to react during the course of the fiscal and school year. That being said, we collectively need to do a better job of digging deeper into the reasons and impact such changes may have as the months progress. People’s livelihoods and our student’s education is impacted by decisions made by central office responding to fluctuations in budget. We must do a better job at knowing the details, explaining the ramifications and informing those on the front lines. Our financial oversight role is ripe for improvement, and no better time than now.

2. Many of our buildings are decades old and not designed for current instructional or safety needs. What action steps will you take to address aging school facilities and ensure that every student learns in a safe, accessible, and modern environment?

There are many valid reasons why we paused action on our Long Term School Facilities Planning Committee (LTSFPC). While we had an early and big win with the renovation of Naugatuck High School, economic challenges presented significant obstacles to continuing implementation in the mid to late 2010’s. The LTSFPC was created to avoid reacting to situations in our buildings, finances and enrollment well in advance. Sadly that did not happen last year when we were forced to closed Salem School.

The time has never been better to revisit this plan, much of which remains valid today. Mayor Hess and his team are advancing economic development on many fronts at a rapid pace. Examples of this are downtown redevelopment, Amazon, a third industrial park and acquisition of the old Peter Paul/Hershey site. Our tax base will greatly benefit from this but our schools need to keep pace. The time to begin the plan for a two campus, 5-8 intermediate/middle school at the Cross Street site is primed to renew. Acquiring the Hershey property will allow for additional land to be added our adjacent school campus and present an opportunity to finally begin the next phase the plan.

In addition, the assumption of school facility maintenance by the municipal government is welcome news. Through this partnership we have already begun to see results, and were able to partner with an energy company that will produce much needed improvements at several of our buildings with no cost to the district.

3. Collective bargaining plays a central role in maintaining fair working conditions and stable schools. How do you view the role of the teachers’ association in shaping district decisions, and what approach would you take to ensure negotiations are fair, collaborative, and solutions-focused?

During my tenure as mayor, I never formed a standing or ad-hoc committee without including a representative from a collective bargaining unit. While we may not always agree, the voice and engagement of NTL is a critical part of decision-making, dialogue and collaboration. We need to foster a district culture that encourages free expression, professional growth and making our teachers feel part of something special.

I am proud and honored to be Blessed with an amazing daughter as one of your members. While she represents a fourth generation educator in her family, she chose Naugatuck for a reason. Our family believes in the amazing talent, community spirit and tender hearts of your members. Ensuring a seat at the table, maintaining open dialogue and fostering a sense of ownership for Naugatuck teachers will always drive my decision-making as a board member.

4. Sustained investment in people and programs directly impacts student success. How will you advocate for adequate funding for public education, and how will you decide which priorities deserve protection if the district faces a budget shortfall?

We were all forced to address this question during the last budget process. When forced to make less than ideal cuts to our district, I have prioritized the areas which will have the greatest impact on learning and reflect the greatest needs of our district. Those include math and literacy instruction, a safe and orderly school climate, behavioral and emotional health, and core subject matter. 

I have been involved in multiple roles with twelve annual budgets through my time in local government. I have consistently and vocally supported protecting our educational budget during each one, even when some of those decisions were unpopular in our community. While we may never have as many resources as we would like, investing in our children is the most important job we have as a community. 

5. Accountability ensures that every initiative improves student learning and staff support. How will you evaluate whether district programs and leadership decisions are effective, and what data or feedback will guide your decisions about continuing, changing, or ending an initiative?

This is something I mentioned a few weeks ago. There are so many wonderful initiatives happening in our district that I do not believe we as board members completely understand. We see data at a monthly meeting, listen to a report, celebrate a success, but do not fully comprehend much of the data and educational philosophy behind many initiatives. While we should not interfere with or micromanage the role of educational leaders, we as board members need to have a better understanding of key programs and strategies being implemented in our schools.

If reelected, I plan to propose periodic workshops for board members to delve deeper into the challenges facing educating our students, what we are doing as a district to address them, and whether or not there is consensus if they are working. I could not imagine this process not involving our teachers. Analyzing data is an important part of analyzing and assessing, but hearing directly from those implementing is just as important.

6. Retaining great educators requires more than pay; it’s also about respect, voice, and working conditions. What will you do as a board member to improve morale, elevate the teaching profession, and ensure educators feel valued and supported in this district?

First, I will continue to be an accessible and active listener. While board members cannot deal directly with members of collective bargaining units, there is no prohibition against feedback and constructive dialogue. There should never be a culture of fear that discourages people who work for our district from expressing their opinions and observations to board members. While I respect the chain of command and going through the proper channels, I think central office has not created a healthy climate of encouraging expression from and dialogue with those on the front lines of education.

Second, to do your very difficult and demanding job you must feel supported and respected. I realize and respect that there are times when union work is required, but I know that the loyalty of the overwhelming majority of your membership starts and ends with our students, their families and this community. I know this because I see it, feel it and have been Blessed to faithfully entrust our own children to you over many years. If you are one of those special teachers, I will always have your back.