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. 

Cumberland Valley does a great job at estimating the student enrollment growth from year to year.  However, the steady increase of 200-250 students per year is creating quite the struggle for our finances, staffing and facilities.

As all community members know, there is constant construction, remodel, expansion and building occurring to support the nearly 11,000 students across the 12 school buildings in the district.  Administration manages a rotating cycle of renovation to ensure our schools have adequate space to provide the high-quality education we expect from Cumberland Valley schools.

However, we need to improve our strategic planning and partnerships to better collaborate with municipal/township and county leaders to plan for future growth of our communities and schools.  This could include partnership agreements with townships when it comes to permitting and petitioning fees.  Such expenses are not designed to be revenue-generating for municipalities, but rather to cover staffing costs.  It is estimated that CVSD has spent nearly $2.2 million in townships application and permit fees for the two current construction projects with Eagle View Middle School and Green Ridge Elementary.

At the county level, school districts would pay for services from TeenLine Student Assistance Program counselors to evaluate students referred for services through SAP programs, which are mandated by the State Department of Education.  Recently, without warning, Cumberland County eliminated those positions.  So, while this will save expenses from the district, the evaluations still have to be performed according to the mandates, so the workload on school counselors, school psychologists and school social workers just increased.

We have to communicate, collaborate and cooperate better moving forward for the benefit of ALL community members.  As school board director, I will propose regular planning sessions between the boards and identifying a representative to regularly attend township and county meetings to ensure information is accurately shared and transparent.