Cumberland Valley is at a crossroads. Strong leadership, financial responsibility, and community collaboration are essential to ensuring that our district remains a top choice for families and a place where every student has the opportunity to soar. My goal is to work for the students, with the community and district staff, and alongside fellow board members to create real solutions that move Cumberland Valley forward.  

In my opinion, our three priority issues right now are:

1. Budget and Fiscal Responsibility

2. Restoring Trust and Respect

3. Community and Business Collaboration

1. Budget and Fiscal Responsibility

Managing the district’s budget responsibly is critical to ensuring long-term financial stability while continuing to provide high-quality education. There are too many unknowns in school budgeting to operate without a clear long-term plan. Right now, we are spending into our reserves at an unsustainable rate, and projections show a deficit budget with negative reserves in just two years. This is a concerning trend that requires immediate corrective action and a more strategic financial outlook.

• I will work with administration, the teachers’ association, and local and state leaders to develop a budget that allows Cumberland Valley to serve our diverse student body while maintaining fiscal responsibility.

• We must be proactive, not reactive when it comes to financial planning. If we exceed our budgeted expenses, we need to plan for an even greater increase the following year and take steps to reduce reliance on reserves.

• While Cumberland Valley spends less per student and taxes less than the state average, we also receive less state and federal funding. I will advocate for increased state funding while ensuring that every dollar spent benefits students directly.
  
  

2. Restoring Trust and Respect

The division within our district has made it difficult to move forward productively. The focus must return to what truly matters—our students and their future. Tension at the board level and within the community has slowed progress, created unnecessary distractions, and set a poor example for students. We need leadership that fosters unity, respect, and collaboration.

• I will work alongside fellow board members to restore trust across all stakeholders—community members, teachers and staff, students, and administration.

• Open and honest communication must be the foundation of all board decisions. This includes clear, timely explanations of financial choices, curriculum changes, and policy updates so the public understands not just what decisions are made, but why they are made.

• The board must model respectful debate, transparency in action, and an assumption of good intentions. Disagreements are inevitable, but they should be handled professionally, without hostility or political gamesmanship.

• Community engagement must be strengthened. Public input should not just be acknowledged—it should be valued. I will support more opportunities for meaningful dialogue between the board and the community.
  
  

3. Community and Business Collaboration

Cumberland Valley is experiencing rapid population growth and development. Our schools must adapt accordingly while ensuring that students have access to the best opportunities possible. We cannot rely solely on traditional funding sources. Instead, we need to think creatively and build strategic partnerships to support student programs.

• I will work with local businesses and industry leaders to create internship opportunities, career exploration programs, and direct financial support for student initiatives.

• Strengthening Career and Technical Education (CTE) programs is essential. Not every student plans to attend college immediately after high school. By partnering with trade organizations and local employers, we can provide more hands-on training, apprenticeships, and pathways to employment for students entering the workforce.

• Collaboration with local municipal leaders is key. Instead of just exchanging information after decisions are made, the school district must be an active participant in discussions about community growth. Better coordination will allow for smarter long-term planning related to school capacity, infrastructure, and resources.

• Advocating for equitable school funding at the state level is a priority. Schools are primarily funded by local tax revenue and state allocations, and Cumberland Valley receives less state funding than the average district. I will push for a more equitable distribution of funds so our district can meet the needs of our growing student population.

• Cumberland Valley is facing key challenges that require strong leadership, fiscal responsibility, and collaboration. As a board member, I will prioritize financial stability, restore trust, and strengthen community partnerships to keep our focus where it belongs—on our students' success. By working together, we can ensure Cumberland Valley remains a place where every student thrives. 

Transparency in budgeting is critical to maintaining trust between the Board and the community. I support a thorough and open review of the budget, ensuring that information on expenditures and potential cuts is accessible and clearly communicated to the public. However, it is equally important to evaluate the budget as a whole unit to avoid short-sighted decisions that may seem beneficial in isolation but create unintended consequences elsewhere.

I see the value in breaking the budget into smaller votes for clarity, but I would also caution against a process that unnecessarily delays decision-making or limits the Board’s ability to make strategic, well-informed choices. Transparency should not come at the cost of efficiency. Instead, I believe in providing a clear, full picture of the budget to ensure that programs, staff, and resources are prioritized responsibly.

Additionally, Board members must have access to all necessary financial information and ample time to review, ask questions, and fully understand the implications of budgetary decisions. Rushed or incomplete information can lead to uninformed choices that impact students, staff, and taxpayers.

When budget cuts are necessary, I favor balanced, across-the-board reductions rather than eliminating entire academic programs, ensuring that students continue to have diverse learning opportunities. Ultimately, the budget process should be transparent, well-structured, and focused on sustaining the high-quality education our students deserve.

CVSD is growing by about 200–250 students each year, and expenses like healthcare, cyber charter expenditures and transportation have increased. Though we spend less per student than the county and state average, we receive significantly less state funding. Our current adequacy gap exceeds $30 million, but CV receives $0 toward closing it due to outdated funding formulas.

Bottom line: The state is not providing their share of the funding to support the mandates required by their own regulations.  Current and future school boards, as well as administration, teachers, staff and the community need to advocate for full funding of the adequacy gap.

The School Board has approved a deficit budget for 6 of the last 9 years.  And, actual performance of the district has yielded a loss 4 of those 9 years to the tune of $16.375 million.  This year, budget discussions began with a projected $12 million deficit.  Since that original plan, administration has reduced projected expenditures to provide the board with a $6.4 million deficit budget.  

Bottom line: It appears that the only way to further reduce the proposed budget deficit is to completely eliminate programs and staff positions.  Of course, those types of drastic reductions impact hundreds to thousands of students and the programs and services they value and deserve.  Tough decisions are facing the current and future school boards.

History of the General Fund Balance

• June 2013 - $19,652,631

• June 2014 - $19,642,065

• June 2015 - $26,006,316

• June 2016 - $21,242,180

• June 2017 - $17,240,542

• June 2018 - $20,743,459

• June 2019 - $21,660,157

• June 2020 - $26,339,549

• June 2021 - $26,499,466

• June 2022 - $25,823,006

• June 2023 - $24,881,101

• June 2024 - $17,799,721

• June 2025 - $12,488,057 *Projected

​Cumberland Valley School District (CVSD) is experiencing notable enrollment growth, positioning it as one of the fastest-growing districts in Pennsylvania. As of the 2025 school year, CVSD serves over 10,200 students across 12 school buildings, maintaining a student-teacher ratio of 16:1 and achieving top 10% rankings statewide in academic performance.

This growth reflects the district's strong reputation for academic excellence and community engagement. However, it also presents challenges, particularly in managing resources and infrastructure to accommodate the increasing student population. The district has proactively addressed these challenges by expanding facilities and hiring additional staff to maintain quality education standards.​

Simultaneously, CVSD faces the issue of student migration to charter, cyber, and private schools, a trend affecting many Pennsylvania districts. In the 2022-2023 school year, CVSD spent over $5.2 million on cyber charter school expenditures, marking a 184.9% increase since 2015-2016. This shift impacts school funding and necessitates strategic planning to ensure the district continues to meet the needs of all students.

Addressing these dynamics requires a balanced, bipartisan approach focused on transparency, efficient resource management, and community collaboration. By prioritizing these principles, CVSD can continue to provide high-quality education while adapting to the evolving educational landscape.

Likely, yes. The board has raised taxes moderately each year to keep up with growth and inflation. Specifically, here is the data since the inception of the Act 1 index (state law regulating the rate of school tax increases per year):

• 19 years of Act 1 Index

  • 7 years taxes were raised to the index

  • 7 years taxes were increased, but not to the index allowable rate

  • 1 year taxes were increased beyond the index allowable rate (2024/2025)

  • 3 years taxes were not increased (2006/07, 2007/08, and 2013/14)

  • 1 year taxes were decreased (2011/2012)

Unfortunately, when the district was in stable and healthy financial standing, the school board did not raise taxes to the index.  In those times, they were acting in a fiscally responsible manner, reducing the burden on taxpayers as the district maintained adequate reserve fund balances.   However, that fund balance has been depleted from $26.499 million as of June 2021 to projected $12.488 million for June 2025.  With a projected deficit for 25/26 of $6.44 million, that fund balance could be reduced by more than 50%.

The state has denied CVSD any adequacy funding, stating that we should have been taxing our community to the maximum of the Act 1 index.  However, the Act 1 index limits the ability to reclaim those "losses" over the years.  Essentially, we are being punished for maintaining low taxes during healthy years without a legal means to recover the tax dollars they claim we should have. 

Understanding Cumberland Valley’s Budget Challenges

• Our district spends less per student than any other in our county, in our Intermediate Unit, or among any district in the state with a comparable economic profile.

• We’re adding 200–250 new students each year, healthcare expenses are surging, and inflation is affecting everything from food to fuel.

  • Healthcare expenses have increased by 13%-26% per year for five consecutive years.  The result has been a loss of $3.452 million in that time.

  • Cyber Charter School expenditures have increased 184.9% since 2015-2016.

• Unfortunately, state funding hasn’t kept pace. The state uses what’s called an “adequacy gap” formula—essentially measuring how far below the target per-student spending a district falls. Cumberland Valley’s gap? Over $30 million. According to the state’s own math, that’s how underfunded we are. CV receives $0 in adequacy gap funding. That’s right—zero—despite having a larger gap than the combined total of the next 14 underfunded districts that also receive nothing.

• School boards have approved deficit budgets 6 of the last 9 years and the General Fund Balance has decreased more than $11 million in the past two years (23/24 and anticipated 24/25).

• The administration has already found efficiencies—reassigning roles, consolidating services, and delaying capital projects—but we still face a deficit. Some staffing reductions will occur this year through retirements and attrition, but we must be careful: cutting too deeply would mean larger class sizes, reduced student supports, and fewer opportunities. 

  • Administration began working on the 25/26 budget in October with a projected $12 million deficit. Since then, many versions have been reworked and the administrative team has worked hard to identify reductions to the original budget.  The most recent version projects a $6.44 million deficit.

• A shift in our debt service and borrowing for 25/26 will allow us to gain just over $3 million to improve the General Fund Balance--which buys us an additional year before our projected fund balance is negative.

• The budget big 3--Salary/Wages, Benefits and Debt Services--account for nearly 75% of the total expenditure budget.

So what’s next?
A Fair Funding Conversation Rooted in Transparency and Long-Term Planning

As a school board member, my priorities are clear: 

• Increase transparency around the full budget—not just one section at a time.

• Ensure all board members have access to complete financial information and time to ask questions before making decisions.

• Protect student programs and academic opportunities first—even as we consider spending reductions.

• Collaborate with state lawmakers on both sides of the aisle to fix a flawed funding system.
  
  

We must face these challenges with honesty and a commitment to long-term solutions—not political grandstanding or short-sighted cuts. Our students deserve better. Our community deserves better. And I’m committed to bringing a thoughtful, transparent, and fiscally responsible voice to the table

The Pennsylvania courts found that the way the state has been funding public schools is unconstitutional. Harrisburg lawmakers measured a $4.5 billion gap in state funding that impacts 348 school districts, an average $12.93 million per district. This year they must make the next installment as the second step toward delivering on their promise. This funding proposal also includes other funding increases and savings for all 500 school districts.