The League of Women Voters of the Princeton Area is a nonpartisan, non-profit volunteer organization which works to promote active, informed participation of all citizens in their government. The League provide nonpartisan information on public issues, and takes action on issues after member study and consensus. In publishing this material, the League neither endorses nor rejects the views of any candidate quoted.
All candidate information in this guide was compiled from candidates' responses to questionnaires. Replies are printed in the candidates' own words, without editing or verification. Due to space limitation, the candidates were given a word limit for replies. Incumbents are indicated by an asterisk (*).
Reprinting of this guide in part or in whole is not permissible without written permission of the League of Women Voters of the Princeton Area.
Copyright 2000 by the League of Women Voters of the Princeton Area
The League of Women Voters of the
Princeton Area submitted the following five questions to all candidates
for Montgomery Township School Board:
1. Which aspects of our school district do you view as most successful?
Which do you view as most in need of change?
2. Montgomery's Board of Education has been unsuccessful in finding a site for the proposed new school. What are your specific suggestions for action to solve this problem?
3. How would you delineate the roles of the School Board and the Superintendent? What are the key prerequisites for an effective working relationship between the School Board and the Superintendent?
4. What do you see as the role of the Board in dealing with
our state legislators and what are the main topics we should be
addressing with them?
5. Montgomery is one of the fastest growing school districts in
the state. Besides facilities issues, please comment on what the
implications of this growth are and ideas that you have about
how best to manage and handle the consequences of this growth.
Go to Montgomery School Board Candidates:Candidates for
David C. Demme
Age: 45
Address: 91 Ridgeview Drive, Belle Mead, New Jersey 08502
Years in School District: 5
Occupation: Consultant, Management and Environmental Engineering,
Licensed Professional Engineer
Education: MBA, University of Connecticut; BS Engineering,
Cornell University
Children: Two children currently attending Montgomery Middle
School
Significant Community Activities: Montgomery/Rocky Hill
Rotary Club (Club Secretary, Chairperson - Annual 4-H Fair Fundraiser,
Assistant Chairperson - Annual Raffle); Montgomery School District
Ad Hoc School Facilities Committee; BSA Troop 46 Committee Member;
Coach, Montgomery Baseball League
1. Clearly, the most successful aspects of our school district
are the scholastic achievements of our students and the associated
involvement of our adult community of teachers, parents and community
volunteers. Our district has been successful in providing an excellent
education at a reasonable cost, as attested by the district's
relatively low cost per student ratio.
Communication between the school district and its stakeholders,
most importantly, parents and taxpayers, needs improvement. For
example, the school district should be taking advantage of technology
to improve and increase the efficient transfer of information
between itself and the community. The School Board and Superintendent
need to encourage community input at School Board meetings and
through other avenues such as the web site and e-mail. Community
members who attend School Board meetings with comments of praise,
inquiry or criticism should feel respected for their input.
2. The most affordable and appropriate sites for a new high school
are controlled by the state. The School Board needs to find creative
ways of encouraging the state to make property available. Most
of the discussions regarding the search for a new school site
have been held in closed session. The community at large is therefore
unaware of the extent of the effort that the district has made
to secure a site. My first priority will be to thoroughly review
all available information regarding the district's search for
a site. If the school district has not conducted a comprehensive
site identification study I will request that such a study be
initiated.
3. Some of the School Board's most important tasks are to adopt
district wide policies and programs, review and recommend an annual
budget, approve expenditures, hire administrators, and generally
represent the community regarding educational issues. The Superintendent
is the educational leader who establishes a vision and goals for
the district. The Superintendent is responsible for all operational
aspects of the school district; all employees report to him either
directly or through subordinates.
Open communication, cooperation, mutual respect and team building
between the School Board and Superintendent form the foundation
for an effective working relationship. Although these qualities
are fundamental for most good working relationships, it is essential
these qualities exist in the relationship between School Board
and Superintendent. The essence of the work at hand is directed
at our community's children. The Board/Superintendent relationship
must reflect what we strive to teach our children - open communication,
cooperation, respect and team building.
4. The role of the School Board in dealing with our state legislators
is to encourage support of legislation and state policies that
further the objectives of our school district. Recently board
members have been working with our state legislators to convince
the State to allow the school district to purchase the McCorkle
Training School site for use as the site for a new high school.
This is a good example of important and appropriate interaction
between the Board and legislators.
5. Enrollment growth and sustained excellence can and must go
hand in hand. Growth represents both an opportunity and a challenge
for the school district. Growth provides the opportunity for the
district to expand its academic and extracurricular programs.
Our school district is known for its excellent special needs programs
and advanced placement courses, and this must not change. As we
grow, we need to continue to provide the support and curriculum
necessary to allow all our students to reach their full potential.
The associated challenge is to deliver added curriculum and activities
in a timely fashion. I intend to apply my 23 years of business
management experience to meet this challenge. I am committed to
making sure that the quality of our educational system does not
decline as we grow.
Growth need not translate into inefficiency. I am also committed
to providing cost-effective education. As a management consultant,
my primary focus is to assist public organizations to provide
improved service at reduced costs. If elected, I plan to use my
engineering experience to assure the community that our new facilities
are cost effective. I plan to use my business management and financial
analysis skills to assure the community that we maintain our scholastic
excellence without overburdening the taxpayers.
Return to School Board Candidates from Montgomery -2 year term
Isabell M. Goodfriend
Age: 50
Address: 71 Brandywine Road, Skillman, New Jersey 08558
Years in School District: 6
Occupation: E.S.C. teacher for learning differences; Substitute
teacher in Montgomery Township School; Student teacher at Orchard
Road School; 27 year connection with the Montgomery Township School
District.
Education: BA from Rider University in Elementary Education.
Children: Ryan, age 9, 4th grade Orchard Hill School; Jennifer
Lyn, age 17, Junior Montgomery HS; and Steven, age 20, Montgomery
HS graduate.
Significant Community Activities: Jump Rope for Heart;
Opera Music Theater International; Assisted in the Orchard Hill
Elementary Plays; Chaperoned for Recreation Department Ski Trips,
school dance, High School Cross Country team and Track team parties;
CCD teacher; Assisted in a pilot summer school program and Girl
School Leader.
1. Montgomery provides a good course of selection for honor
students:
Special needs programs are also in place.
- Program results, with the amount of funds spent are respectably
good
- Success of academic H.S. levels are high
- Excellent committee teaching staff
Areas in which to focus:
- More curriculum choices for core group of students in H.S.
- Upgrade primary level reading programs
- 4-6 grade Math foundation strengthened for a more comprehensive
teaching delivery, additional in depth training to ensure consistency
of instruction
-Need to have a transition focus to enlarge co-curricular framework
from a small school organization to be more representative of
a larger school district. Serving greater levels of students.
2. Should establish a "Site-Search Committee" comprised of Township Council members, parents, administrators, and teachers. This committee would report to the board on its findings and recommendations encompassing a comprehensive and time efficient action to gain maximum results. Other possibilities to provide a cost effective educational plan to meet growth, can and should be revisited for all possible alternatives.
3. The school board sets the polices and the school goals for
district success. The role of the superintendent is to provide
ideas, plans and programs for running the school system, effectively
and implementing board policies and goals. The superintendent
should be an educational leader, whose focus is on achieving district
goals, to maximize the educational delivery system and report
to the board.
The role of the school board is to study the proposals of the
superintendent and make a judgment to ascertain which proposals
are appropriate. The school board reports to the community with
their focus directed on humanity and the life-long learning continuum
for students, staff and community.
Key prerequisites:
1. Good two-way communication.
2. Trust and confidence in each other.
3. Mutual respect-even in divergent ideas.
4. Willingness to compromise on issues, being forthright in the
giving and sharing of perspectives.
4. The board of education's duty in every district is to relay
its school's goals and needs to the state legislators, and at
the same time adhering to state mandates.
Main topics to address:
1. State mandated learning standards and their assessment and
evaluation.
2. Funding (per-pupil expenditures).
3. Seeking monies for new school buildings.
4. Seeking assistance for school related anti-violence programs.
5. Implications of growth:
1. Need for not only adequate school facilities, but to maintain
smaller class size.
2. Attract and maintain excellent teachers. Making a conscientious
effort to improve focus for working relationships and continued
professional growth.
3. Providing appropriate curricula.
4. Providing an educational facility that can benefit and be used
by the entire community.
To manage and handle the consequences:
1. Establish community based committees.
2. Appoint someone to act as a liaison between the Board and Township
Council.
3. Open two way lines of communication with the community.
4. Provide a supervisor of curriculum that builds and communicates
professional growth as her focus and priority aspiring to reach
district's goals.
5. Provide an excellent personnel department charged with maintaining
good working relations representative of a large school staff.
Return to School Board Candidates from Montgomery
-2 year term
Matthew Bastardi
Age: 42
Address: 71 Bronson Way, Skillman
Years in School District: 10 years
Occupation: Office of the State Treasurer
Education: Bachelor Degree in Geography, University of
Delaware 1980
Children: 3 (ages 7 1/2, 6, 3 1/2)
Significant Community Activities: School District Technology
Infrastructure Committee; Volunteer Youth Basketball Coach, Princeton
YMCA; Vice President, Montgomery Youth Football and Cheerleading
Association.
1. I believe that dollar for dollar, the taxpayers of Montgomery
are seeing their children receive as fine a public education as
can be had in the State of New Jersey. This is the result of several
factors not the least of which are (i) high expectations of parents;
(ii) highly motivated and industrious students and (iii) quality
teachers and administrators. The District's attention to the details
of education and the pursuit of excellence has resulted in its
distinguished status in public education in New Jersey. However,
the District can improve by offering more co-curricular activities
for students, particularly at the high school level. Interscholastic
athletic activities and "clubs" enhance the educational
experience and provide important college admissions credentials.
Additionally, the District must improve communications with the
townspeople. As a member of the Board, I will push for the District
to make a more proactive public outreach particularly on issues
that will have a significant financial impact on taxpayers. By
working harder to involve more people in these process, we will
build a stronger feeling of community in Montgomery.
2. Land is a scarce resource in Montgomery and large tract land
options are limited. If the options currently under consideration
are not feasible, other approaches must be considered. Such other
approaches may involve smaller sites that may be suitable for
a multistory building in conjunction with reconfiguring the use
of current facilities. The upshot is there is no simple land solution
for the District needs. The School Board and the Township Committee
must communicate and work cooperatively to find suitable ground
for a new school.
3. The function of the School Board is to develop educational
goals and objectives and strategies and standards to ensure the
students in the district receive a first rate quality education.
The Superintendent's role is on the front line and is responsible
for overseeing the curriculum of all grade levels. The Superintendent
is the education CEO for the District. The Superintendent is an
advisor to the Board and must act to accomplish the educational
goals by stating how those goals will be met and executing an
activity that will achieve the desired results. The Superintendent
must monitor/evaluate and when possible, quantify the effectiveness
of the academic programs. Finally, the Superintendent is accountable
for the District's progress. The Board and Superintendent must
communicate, cooperate and work as a team toward the ultimate
objective of educating our children.
4. Our state legislators have ultimate say over how education
is funded both in terms of the necessary programs and facilities.
The current reliance on local property taxes as the funding source
has produced mixed results in the eyes of many. On one hand, this
reliance causes property taxes to rise each year as increases
for enrollment and needed programs evolve. On the other hand,
it has put pressure on schools to curtail costs in the best interest
of the taxpayer. The Board must actively engage our local representatives
to fund education needs through sources that do not unfairly place
the burden on a select number of taxpayers. In many Montgomery
families (mine included), both parents are working to make ends
meet. Also, after a lifetime of hard work in creating the firm
foundation in this town, seniors should not see their life savings
vanish in paying the tax bill. We must press our legislators to
address the inequities in the existing funding scenario so as
to relieve the burden on the taxpayer.
5. The growth we are experiencing will cause us to spend more
money in all areas of the budget. Transportation, educational
materials, special education, energy related and administrative
costs will increase as growth continues. Since our growth is largely
tied to subdivision approvals, we need to do long range collaborative
planning and forecasting with the appropriate township planning
offices on a regular basis to ensure accurate information is available
for use in projecting the District's future needs. A joint group
of town committee and school board members must solve these problems
well in advance of the point where they cause us to exceed the
capacity of existing facilities. Within the schools themselves,
we need to look closely at technology related solutions such as
video conferencing which may prove to be cost effective in alleviating
overcrowded classrooms.
Return to School Board Candidates from Montgomery Township-3year term
Susan Carter*
Age: 50
Address: 35 DeHart Drive, Belle Mead, NJ 08502
Years in School District: 6
Occupation: Homemaker
Education: BA in English, Stanford University; MA in Teaching,
Harvard
University
Children: Kimberly, 25; Laura, 23; Thomas, 21; Samuel,
18 (graduating
this year). I also have a son-in-law and will soon have a grandchild!
Significant Community Activities: I served in the New Hampshire
State Legislature from 1988 to 1994 during which time I served
on the Education committee and chaired subcommittees dealing with
special education, choice in education, and the statewide educational
assessment program. I was also chairman of the House Continuing
Education Committee. In New Jersey, I have served on the NJ School
Boards Association Legislative Committee and have been treasurer
and vice president of the Somerset County School Boards Association.
I currently serve as the treasurer of the Somerset County Educational
Services Commission and as a member of the Somerset County Professional
Development Board. I am on the fund raising committee for the
Mary Jacobs Library. I am also a merit badge counselor for the
Boy Scouts of America.
1. The Montgomery Township School District has many strengths.
We have maintained a high quality of education during a time of
incredible growth.Technology is being effectively integrated into
the classroom. Class offerings are being expanded and enhanced.
Staff training is a top
priority. Students are being well prepared for higher education
in demanding settings, and special needs students are receiving
excellent support.
A major concern for me is the amount of stress our students feel.
We need to help our children learn and achieve, while lowering
the pressure they feel. We live in an age where technology can
be used to individualize teaching and learning so that we can
adapt our programs to augment the strengths of individuals. Class
size is an important variable in this regard; we must ensure that
appropriate student-teacher ratios are maintained. Communication
is another issue we need to address more effectively. The input
of community members, parents, and students is absolutely vital.
We need to not only get information out to the community, but
also provide effective ways for community concerns to be heard
and addressed.
.
2. Finding a site for the new high school is not as easy as it
appears, but I believe the township committee and the board both
understand that finding land for the new high school is an important
issue for the entire community. Working as partners, the two bodies
have attempted to negotiate with the state to secure property
at the McCorkle Training Center and the former North Princeton
Developmental Center. In addition, we are reexamining all available
land in order to determine the best possible site and move forward
with the high school referendum. Through continued cooperation
and community involvement this issue should be resolved.
3. It is the school board's responsibility to establish policy
and the superintendent's responsibility to run the district in
keeping with that policy. The superintendent is the professional
whose opinion should be seriously considered. The board, however,
is asked to vote not just on
policy but on all instructional and non-instructional items. The
board is accountable to the community and should, therefore, take
its oversight responsibility very seriously.
The key prerequisites for an effective working relationship between
the school board and the superintendent are trust and communication.
The board must have confidence in the administrator's abilities
and faith in his/her commitment to lead the district according
to board policy. The superintendent and board must have open communication
for this trust to
exist. The board must also be prepared for each meeting.
4. Having served as a state legislator in another state for six
years, I can attest that personal contact from the school board
members in a legislator's district is a powerful tool. Legislators
need to know how the bills they are considering will affect the
real people they represent. There are many topics we should be
addressing with our legislators. Funding, of course, is the major
concern; the strain this puts on all communities is incredible.
Special education funding is also a concern; special education
costs continue to escalate with very little support from the state
and federal governments. Providing for the education of special-needs
students is mandated, as it should be, but without greater financial
support from the state, quality education for other students is
at risk. The matter of building costs is also vitally important.
Educational specifications make building schools much more costly
than other construction, and all districts are affected. The statewide
assessment program -- particularly problems associated with the
fourth grade test-- is another issue that needs attention.
5. There are advantages and disadvantages to the growth of our
township. The greater diversity of our community is very positive.
The increased numbers of students make it possible to expand class
offerings. Attracting and keeping qualified teachers is a significant
challenge, as is maintaining a sense of community within the schools.
The size of our schools makes this difficult. The schools need
to be organized in such a way that a child does not feel alienated
because he/she does not feel important. Class size is one of the
most critical factors; having adequate counseling and nursing
services also is important.
Return to School Board Candidates from Montgomery Township-3year term
Reginald Luke*
Age: 56 yr.
Address: 90 Adams Drive, Belle Mead NJ 08502
Years in School District: 16
Occupation: Dean of Science, Mathematics and Health Technologies,
Middlesex County College, Edison NJ
Education: BS, Gonzaga University, 1966; Ph.D. in Mathematics,
Rutgers University, 1971; MS in Statistics, Rutgers University,
1975.
Children: Three, Shih-ming Luke, Westminster Choir College
of Rider University; Shih-bing Luke, Brandeis University; Shih-ling
Luke, Montgomery Middle School, 6th grade. Ming and Bing are both
graduates of MHS.
Significant Community Activities: Montgomery Board of Education
member since 1988, serving as President of the Board, 1992-97;
Member, NJ Statewide Systemic Initiative Executive Board, 1997;
Member, Middlesex County Professional Development Board, 1999.
1. The Montgomery School District has a strong and solid curriculum,
caring and creative teachers, competent and effective administration,
and aspiring and achieving students. In this setting, students
perform exceptionally well on state tests, such as one of the
highest total High School Proficiency Test scores in the state.
District SAT scores are rising, and accomplishments in mathematics,
science, arts and athletics are numerous. For example, science
teams from the Montgomery high school and the middle school again
both won the statewide Science Olympiad competitions this March
with the right to represent NJ this year at the national level.
In technology, 675 state of the art computers were purchased within
the last two years for classroom and laboratory use and integration
into the curriculum. All of this has been accomplished with a
per pupil expenditure ($7,411) significantly less than the state
average ($8,487). The challenge is to maintain this quality of
cost-effective education in light of the over 400 additional students
that have annually continued to enter the district, representing
double digits enrollment increases over the last six years. While
the key is the securing of new classroom and core facilities,
the challenge is to maintain the high quality of education and
to expand music, art, technology and athletic activities for the
increasing diverse student population.
2. Finding a 100 acre parcel of land in Montgomery Township suitable for a high school site has been of paramount importance for the school district. Ongoing surveys of land have encountered sites with wetlands, gas pipeline encroachment, commercial zoning, the lack of sewer linkages and difficult terrain. Presently the most viable possibilities are portions of the North Princeton Developmental Center and the McCorkle Training Center. Securing these state properties requires the constant cooperation of and liaison with the Montgomery Township Council and the local Economic Development Authority. Unfortunately, the Board of Education does not have a sitting representative on this EDA committee. The community needs to make a cogent and strong case to these authorities that the life of the community and the education of its youth will be seriously impacted if a viable high school site is not immediately. The school district has already had to develop emergency plans for trailers for classroom and office use for the next several years.
3. The chief roles of the school board are to hire the district superintendent, when needed, to set education policy and to oversee the general direction of the district schools. The main functions of the superintendent are to manage the school district effectively and efficiently, to maintain a safe and nurturing district environment and to promote the progressive and effective delivery of education. The key prerequisite for a good working relationship between board and superintendent is trust and communications. Attempts on the part of the board to micromanage district operations belie the trust a board has in its chief operating officer. In turn, the superintendent must continuously get input and counsel from his chief advisors, the elected board of education. Hence, constant communications between board and superintendent is of utmost importance. Constant dialogue and feedback, written reports and email, and the occasional board retreats provide various modes for the exchange of viewpoints and the resolution of differences.
4. Working with state legislators has been crucial in the district's search for a high school site. If some of the sites are state properties being considered for divestiture, then the support of local legislators is important and critical for expediting the political processes. Of equal importance is the passage of the school construction bill presently in the NJ State assemblies. Any funding support the state can offer for the district provides more property tax relief for local residents.
5. With increased student enrollment has come the unprecedented
need for new teachers, support staff, and supervisors. Reasonable
class sizes are a must for students to receive the proper attention,
guidance and instruction. Last year, for example, the district
had to hire over 60 new personnel, and this coming year 47 additional
hires are being budgeted for. Thankfully the administration has
been tapping energetic, knowledgeable and competent personnel.
However, assimilating new staff into the district has created
a prodigious project in orientation, staff development and evaluations.
It is crucial that the newly hired are trained in district initiatives,
programs and philosophy. Having more students requires additional
scholastic, extracurricular and athletic opportunities. Thus,
more Advanced Placement courses, more student clubs and activities,
and more sports, such as lacrosse and football, have become necessary.
The challenge in Montgomery continues to be maintaining high quality
education at an affordable cost.
Return to School Board Candidates from Montgomery
Township-3year term
Richard Specht
Age: 45
Address: 187 North Street, Belle Mead, NJ 08502
Years in School District: 19
Occupation: Founding Partner and Software Product Manager,
Princeton Softech, Inc.
Education: B.S. Computer Science (Engineering), Washington
University, St. Louis, 1976
Children: Alison (4th Grade), Katie (2nd Grade), both at
Orchard Hill
Elementary School
Significant Community Activities: Recipient, PTA Founders
Day award for contribution to the schools, 2000; Editor, OHES
PTA Newsletter, 1999-Present; Webmaster, OHES PTA Website, 1998-Present;
Member, Montgomery Township School Technology Committee, 1997-Present;
Co-Chair, Citizens for the Budget and Referendum, 1996-1997; Member,
Ad-Hoc School Facilities Committee, 1996; Treasurer, REFUSE (Organization
which helped defeat placing a county dump in Montgomery Township),
1986-1987
1. The school district has been most successful in delivering
a quality education while keeping spending significantly below
the state average. This has been especially challenging given
the overwhelming enrollment growth the district has encountered.
The Board should do a better job of proactively informing and
involving the community in school issues. It needs to solicit
and be receptive to public recommendations on topics such as the
high school referendum and curriculum changes. This two-way communication
will be even more critical (and challenging) if the Superintendent
leaves. I have been active in communicating school matters to
the community through newsletters and web sites and will work
to ensure that all residents are informed concerning what needs
to be done and that all questions are thoroughly answered.
2. Resolving the school facilities impasse is the most critical
action the Board needs to take. The first step is to quickly get
a final determination whether or not the state will accept the
district's offer to acquire the McCorkle Training School. Hopefully,
a positive result will be achieved
prior to the election. If we are unsuccessful, the district needs
to work closely with the Township Committee (and staff) to reevaluate
all existing properties, prioritize all possible sites and develop
a consensus for action. Determining the school site is only the
beginning, however. For this project to be successful, the district
needs to work with the community to develop a comprehensive plan
for the new school and the grade alignment for the district. It
is also important that the district provide appropriate interim
facilities so that students in the Middle and High School do not
suffer because of overcrowding. Having been involved in district
enrollment and facilities issues for a number of years, I believe
I can help bring this issue to a conclusion.
3. The Board is responsible for setting district policies, providing
oversight on district operations, and evaluating the Superintendent's
and the district's performance. The Superintendent's job is to
implement Board policies, administer school operations and provide
advice to the Board. To achieve an effective working relationship,
the Board Members and the Superintendent need to have an honest
respect for each other. When disagreements, no matter how contentious,
occur, a decision still needs to be made and then all parties
need to move forward. The Board and Superintendent need to set
goals which are specific, objective, and measurable and need to
ensure that the goals are met within the planned timeframes. Dedication
and hard work are required. My active participation in the schools
and frequent attendance at board meetings demonstrates my commitment.
4. In addition to working directly with our legislators to resolve
the McCorkle issue, the Board can seek assistance in funding school
facilities construction for districts like Montgomery, which are
encountering such unprecedented growth. This can range from providing
zero-interest or low-cost loans for building projects to enacting
Impact Fees legislation that was not passed in the last legislative
session. We need to ensure that the educational needs of our children
are advocated and protected. State mandates, which can dramatically
impact the workload in the classroom and the cost to the taxpayer,
need to be analyzed to ensure they are appropriate, especially
when there is no state aid to fund these programs. We can work
with other school districts and organizations such as the New
Jersey School Boards Association and the Garden State Coalition.
We also need to work with our township government to advocate
our common interests.
5. Dramatic growth presents a wide array of challenges. These
include:
1. Finding, hiring, mentoring, evaluating, supervising, and retaining
excellent teachers they deliver the "product"
to the students.
2. Ensuring that class sizes (at the end of the year as well as
the beginning) are small enough to allow the teachers to be effective.
3. Providing sufficient educational and extra-curricular programs
so that all students are challenged and have opportunities to
participate and learn.
4. Effectively utilizing technology (when appropriate) in the
classroom and district operations. As a founding partner and product
manager of a local software company that has grown from 8 to over
260 employees, I believe my business, management, analytical and
technical skills would be an asset to the board in addressing
these challenges.
Return to School Board Candidates from Montgomery Township-3year term
