1. Construction of high schools

The management of large scale construction projects will be a major focus for the next four years.  The goal is to construct two facilities that will be able to deliver outstanding programming for all students and meet not only the present but also the future needs of our students and community.  The School Board Directors will need to set goals and priorities, provide oversight and direction.  I understand the importance of maintaining open, clear, and timely communications with District staff, contractors, and the community.  I have worked on teams responsible for the construction and operation of large projects for Fortune 500 companies.  My knowledge and experience will help the Board perform its role to ensure that these projects are completed in a manner that does not compromise the needs of our children and our community. 

2. Educational Programs

Our excellent educational programs and teachers define our school district.  Many families move to Lower Merion and Narberth because of the high caliber of our public schools.  In order to preserve our community’s commitment to high quality education that meets the needs of our diverse student population, you need to elect people that passionate and committed to the concept of providing outstanding educational opportunities to all students.  Our School District must continue to:  (i) offer a diverse curriculum, (ii) provide training and mentoring for our teachers, and (iii) create a working environment that attracts qualified, motivated, and innovative teachers.  I have spent the past seven years immersed in a wide range of programs and activities in the Lower Merion School District.  It has given me valuable insight about the District’s needs and offerings.  My extensive knowledge and experience will help the Board perform its role to ensure we make the right choices so that our children can develop to their potential, compete in a technological and global world and continue the tradition of excellence that this community expects.

3. Achievement Gap

We must reach out to the families and students impacted by the Achievement Gap.  Our District and communities need to develop strategies and partner together to determine what the specific needs are and explore ideas on how to best address them.  This effort requires an increase in both formal and informal communications between Board members, District staff, and community leaders.  By opening communications, offering additional programs where necessary and talking with other districts that are successfully addressing their gap, I know that our District can begin to move forward and become one of the leaders in addressing this issue.

4. Redistricting

The population of our two high schools will need to be modified by September 2009 when Harriton opens its new doors.  To be successful, this project will demand a community wide effort, in which data analysis and communication are essential.  We must elect School Board Directors who will work closely with our community.

5. Budget

We are now in a time where the State limits the annual percentage increase of the school district’s budget via legislation entitled Act 1.  This will require the new Board to be diligent in its budget review process and make thoughtful and informed choices regarding funding.  As elected officials, we have a responsibility to ensure that our tax dollars are spent efficiently in accordance with our mission and goals.  This will involve oversight, periodic reviews, and assessments.  We need to elect School Board Directors that are committed to both quality programming and facilities, not either/or.  I am committed to both while at the same time being diligent to ensure that our tax dollars are spent effectively and efficiently.