BERKELEY HEIGHTS 2022 BOE ELECTION- CANDIDATE RESPONSES TO QUESTION 4

This is the last in a series of questions BHCW posed to BHCW Candidates. We received responses from Gale Bradford, Natasha Joly, Neil Hemman, Doug Grober, Sai Akiri and Dipti Khanna,.

We would like to thank all the Candidates who responded to our questions throughout this series- taking the risk of putting their thoughts in writing for the public to scrutinize. These were not easy questions and a Candidate’s willingness to respond to them should factor into every voter’s thinking.

Here are questions and the Candidate responses (listed in order they were recieved):

“These questions come from residents and connect to probably the most critical responsibility a BOE Member has:

(1) What qualifications do you hold to manage a 60 million dollar budget?

(2) If you were given a marker and the ability to do so, what is one thing you could change about the Budget?  (name more than one if you want)?

(3) What would you do to bring order and cohesion back to the BOE while simultaneously trying to initiate the changes you have discussed thus far?”

Gale Bradford

(1) What qualifications do you hold to manage a 60 million dollar budget?

The school budget is collaborative and not the responsibility of an individual board member. The budget is the district’s financial plan and is a reflection of all the needs of the district. The responsibilities of the school board is to discuss these needs and to set the parameters for developing the budget. As a former district employee, I have insight into these needs. The superintendent and other staff draft a budget that meets the board’s goals and student’s needs while complying with state regulations and staying within Berkeley Heights’ financial resources. The board has a Finance/Facilities Committee composed of several members. The BOE should hold budget hearings with the public. After a final public hearing, the board adopts the budget and the superintendent is responsible for administering it. The BOE provides financial oversight by a monthly review of the bills and expenditures.

(2) If you were given a marker and the ability to do so, what is one thing you could change about the Budget? (name more than one if you want)?

I believe that district resources should be channeled to the students and to the professional staff. Building facilities and classrooms should be well-maintained and safe environments. Every building and classroom, with the guidance of the staff, should provide each student with a feeling of safety and security. Teachers should have the materials, technology, support, and time to deliver a well-planned curriculum to students. Curriculum purchasing decisions should be based on current best practice research and teacher input with adequate professional development training and time to integrate new material into a schedule. I believe the district should actively recruit the highest caliber and character of individuals to work with students. The district should mentor, support, and retain highly qualified individuals. Compensation for employees should be financially and professionally rewarding.

(3) What would you do to bring order and cohesion back to the BOE while simultaneously trying to initiate the changes you have discussed thus far?

Kindness and respect within our school community is key to successful achievement of our goals. I believe in the resilience and the commitment of our Berkeley Heights community. I believe in the active engagement of the community that supports and that adds to the educational goals that we want for all our children. School boards guide our schools to the ultimate goal of an exemplary education for all students and a strong platform for these students to continue their life aspirations. School board members only have authority when the majority of members vote on something. Despite strong feelings on an issue, one or two board members cannot enact new policies, they must convince a majority of the other board members to see things their way and vote during the public meetings. I believe that I can be a positive influence and work collaboratively as a board member. I am an educational leader and a dedicated community resident. I am asking for your vote.

Natasha Joly

(1) What qualifications do you hold to manage a 60 million dollar budget?

My education and career are in the areas of economics, finance, and math. I received an MBA from NYU Stern School of Business. In my professional career, I deliver projects with budgets that may be lower than the budget requested. We are often asked to work with stakeholders to make difficult decisions to achieve the maximum benefit with available funding. I’ve heard comments from the community that some candidates want to treat education as a business. While our schools and educational programs are certainly not-for-profit businesses, there are many similarities. We must work within the confines of a budget, salaries are typically the largest expense, and you continuously evaluate if you’re using your resources efficiently. You must understand if the programs you’re funding are successful or not.

In addition to my academic and professional achievements, I’m detail oriented, and I will make sure to understand every line in the budget. I also believe we should only look to taxpayers for additional funding as a last resort.

(2) If you were given a marker and the ability to do so, what is one thing you could change about the Budget?  (name more than one if you want)?

Overall, I’d want to reduce, where possible, expenses that do not directly flow to the classrooms. We’ve spoken quite a bit about the need to keep in check administrative costs and legal fees. I would like to see the detailed budget presented to the public with notes at the account level explaining any significant changes. I understand that I still have a lot to learn about the budget process and what comprises each line item. If elected to the BOE, I will push for the detailed budget to be made available to Board members with ample time for review as well flexibility as where the budget can be reviewed (not just the business administrator’s office). 

The detailed budget I’ve reviewed is the 2022-2023 Preliminary Budget compared to 2020-2021 Audited Budget and the 2021-2022 Revised Budget. The 2022-2023 preliminary budget does not include the 85k banked. At the account level, there are several items that saw significant increases over a 2-year period (2020-2021 vs 2022-2023)

1. Administrative Salaries increased 130K 
2. Instr. Staff Training Serv. increased 88K  
3. Misc. Purch Serv (400-500) [Other than 530 & 585] increased 47K
   1. There are quite a few line items for purchased services and other purchased services that I would like to understand. This is just one of them. 
4. Custodial Salaries increased 147K
5. Contract. Serv. (Spl. Ed. Students)-ESCs & CTSAs increased 343K (this line item is the category of transportation)

I would obviously not want to cross off any critical spend but I would like to understand the drivers of the increases. 

(3) What would you do to bring order and cohesion back to the BOE while simultaneously trying to initiate the changes you have discussed thus far?

I would continue to do what I have been doing as a parent and as a candidate. I would do my research and would engage one on one to explain my position. It’s best practice to vet all controversial decisions prior to meetings so the meetings can be civil, and the stakeholders are presented with full information. That would require transparency from the administration as well as lead time to access and review any necessary information. 

I will continue to ask questions respectfully and listen to parents, teachers, and kids. I think the relationship with community can improve significantly with a few relatively easy steps. For example, we can allow participation via Zoom (given equipment was already purchased) and we can publish correspondence that used to be read at meetings. After several Zoom sessions, we can see if can increase time for public comment from 3 minutes per person. 

The key to bringing back order is to abide by the rules and avoid any appearance of impropriety. Desire for order and cohesion does not mean relinquishing accountability. If we all commit to transparency, accountability, honesty, and mutual respect we can eliminate the noise and reshape the BOE into a productive organization for the benefit of our kids and schools.

Neil Hemann

(1)   What qualifications do you hold to manage a sixty-million-dollar budget?

The primary qualification, in my mind, is a profound sense of responsibility to the owners of the money – which, in this case, is the public.   I am not trained as an accountant, or comptroller, and do not present myself as one. I am an engineer, and as such, have been involved with smaller, high-paced projects – typically in the twenty-five-million-dollar range. My function was not only to stay within my budget but, in conjunction with the rest of my team, to ensure money was being spent wisely and to the greatest benefit of the project. 

These skills are the same, no matter what the size of the project. An observant and analytical mindset, the willingness to question line-items, combined with the ability to understand explanations, are attributes that I bring to the table.   Importantly, proper fiscal responsibility is a team effort and large budgets should never be without checks, balances and oversight being built into the system.  My strong commitment to the transparency of the BOE’s actions and engagement with the public are core values to my desire to be a member of the board.

(2)   If you were given a marker and the ability to do so, what is one thing you could change about the Budget? 

More than anything, I’d like to see money allocated to maintaining, and expanding, the extra help/tutoring sessions that were offered after school in the previous, and again this, academic year. While they have been especially needed to make-up for proficiency gaps that became apparent after pandemic shutdowns, these should be continued; I strongly feel that all students should have access to supplemental instruction without it becoming de-facto means tests.  Basic success in our public-school programs should not be dependent on the financial ability to out-hire.

(3)   What would you do to bring order and cohesion back to the BOE while simultaneously trying to initiate the changes you have discussed thus far?

In the many conversations I have had with parents, the recurring theme is the wish for the BOE to stop its infighting and focus on the task of overseeing the district. “Management” and “leadership” while not mutually exclusive, are very different skills, and not automatically possessed in equal measure. Most of my career has been spent in positions of leadership, whether as an engineering officer on ocean-going ships, or on the floor of thousand-foot dry docks, a large portion of my function was shaping the attitudes and responses of those around me. The best way to lead is from the front, and crucially, by example.

As we have unfortunately seen, a house divided will not stand, and I consider building trust amongst myself and all the sitting members of the BOE, regardless of our personal opinions, a job requirement and essential to being an effective member of the board.  Order and cohesion come from mutual respect, and for our given task of governance. I have a long track record of, and pride myself in, being a person able to work amicably with a variety of personalities. 

My goal would be to have strong – but transparent – rules of order that allow for vigorous, yet structured, debate when necessary and a commitment from all members that differences do not spill to personal animosity outside of the meeting or into the public sphere. Like any deliberative/parliamentary body I would work to initiate changes not through force of will but by coalition building and the garnering of public support.

Doug Grober

1) What qualifications do you hold to manage a 60 million dollar budget?

First, it’s a trick question because as a board member we do NOT manage the district or budget, but we oversee how it is being managed. 

However, I work in a corporate finance group conducting predictive analytics using financial data to help forecast the business plans and trigger p&ls that involve the same volume of money. So I do believe I have some skills that can contribute. 

(2) If you were given a marker and the ability to do so, what is one thing you could change about the Budget?  (name more than one if you want)?

Dedicate a percentage of the annual budget to either eliminate or help cut down the ancillary costs that are placed on the lap of parents. Eg, busing, school supplies, activity fees. 

(3) What would you do to bring order and cohesion back to the BOE while simultaneously trying to initiate the changes you have discussed thus far?

Initially focus on common sense issues everyone will care the same about which by default are the most important anyway eg. learning gap, ela/math scores, the basics of learning and improving the school! That way you gain traction as a group. Then start to confront the more divisive issues. 

Sai Akiri

(1) What qualifications do you hold to manage a 60 million dollar budget?

I have lived and worked on three continents, and we have made Berkeley Heights our home for the past nine years. I have a diverse background graduated as a dentist, and am a certified project manager with global experience in strategy and planning for 20 years. I understand the importance of quality education, which enabled me to compete successfully for global jobs early on. We need to prepare our children to be able to compete globally.

As a Program Manager with 22 years of global project management experience in strategy and planning, I manage global teams and multi-million dollar program budgets and enlist approvals from diverse stakeholders. Communication and collaboration are key to successfully managing and delivering complex projects, and I will bring that skill set to build consensus amongst parents, teachers, and administrators. The skills accumulated in my 22 years as a certified project manager will greatly serve the Board of Education. I will be dedicated to ensuring that our schools run efficiently and effectively and that our children get a world-class education that equips them for their futures.

We have a great district, but one should always strive to improve.

(2) If you were given a marker and the ability to do so, what is one thing you could change about the Budget? (name more than one if you want)?

My goal is to bring transparency and accountability to our budgeting process. I have written about our budget process early this year. I would change how we communicate and release the preliminary budget to our residents. Currently, we have one public meeting to seek any public feedback on our preliminary budget.

As every elected representative, a board member has a fiduciary responsibility to the constituents of our community.  

From my experience this year, reviewing every line item of the agenda along with attachments and bills I was reminded many times, of the concept of “Trust but verify”. It is very critical that our annual budget process be communicated to the public. We need town halls that allow public participation in person and via zoom to discuss our preliminary budget.

Our community expects us to do the due diligence, deliberate publicly, and then vote on our budget.

We, as elected representatives, need to be open and transparent with how we conduct board business. The last couple of years have been challenging for the education system with the pandemic and remote learning, redistricting, and reconfiguration of elementary schools.

According to the most recently available financial statements, we have about $2 million in capital reserves and about $10.9 million in general fund balance. The most recent teacher settlement was 3.2% per year for the next four years of the contract. Given that about 80% of the budget is salaries and benefits, a substantial part is immune for four years to whatever the inflation rate is. With prudent management of the other expenses, we should be fine for the foreseeable future.

Our cost per pupil has been steadily increasing over the years to approximately $24K per student with a $60Million budget while our enrollment numbers, rankings, and

proficiency scores have been dropping. Given our spending dollars, we are far from the appropriate academic achievement level and have become very top-heavy.

We must bring back the focus to the quality of education and academic rigor in our schools.

We need leadership that is competent and forthcoming with information. 

I believe we can provide a world-class education to all children and be a model district for children with special needs by being more fiscally responsible with the 60 Million Dollar budget our District is entrusted with.

(3) What would you do to bring order and cohesion back to the BOE while simultaneously trying to initiate the changes you have discussed thus far?

The motto I teach my child and try to follow is treating others how I like to be treated. We can all have differing opinions, but we can agree to disagree with basic etiquette. 

Our goal is to ensure our schools provide quality education: Not everyone will agree with options, as I have experienced this year, but we need to be cordial and maintain basic etiquette in public and closed-door executive sessions. One way to handle differences is by taking a community-based approach.

You can follow my page to learn more.  

As always these are my thoughts and opinions as an individual and do not represent the opinion of the Berkeley Heights Board of

Education. Although I am a Berkeley Heights School Board member, I am not authorized to speak on behalf of the Board.

Dipti Khanna

(1) What qualifications do you hold to manage a 60 million dollar budget?

I am running for a three-year term in the upcoming November election, and I will be the strongest advocate of the students of Berkeley Heights and put their interests above everything else. I grew up in India and graduated from Mumbai University with a Bachelor’s degree in Electronics Engineering. I am an Enterprise Solution Architect in a multinational consulting firm, and the core of my job is to understand business problems and craft solutions that drive value for our clients. I lead multi-disciplinary teams to bring every part of the solution together meaningfully and manage multiple stakeholders. My education and training have prepared me to learn and adapt. My travels and experiences have given me an appreciation for different cultures and diverse viewpoints.

I am an engineer by training and a problem solver at work. In my professional experience, the question that I ask myself every single day is – how does this decision or activity drive value for the client?

I would apply the same principle when looking at school budget and asking how we can maximize the value and impact on the students, their education and experience inside and outside the classrooms.

(2) If you were given a marker and the ability to do so, what is one thing you could change about the Budget?  (name more than one if you want)?

The dictionary lists the definition of the word “goal” as “the object of a person’s ambition or effort; an aim or desired result.”

“Budget” is “the amount of money needed or available for a purpose.”

A school district defines the goals to set its ambition for the students and then decides to put in the required effort to achieve the desired result.

The goals shared in the 9/22 BOE meeting are a series of actions the district intends to take, but no specific, measurable goals are attached to these actions.

School districts around Berkeley Heights seem to be approaching the issue in a slightly different way. For example, New Providence appears to have a set of goals tied to a time horizon with a little more detail and something actionable. Summit publishes an end-of-year update on district goals to keep their community informed of the progress. Millburn defines board goals that are distinct from district goals that provide an insight into the priorities of the Board.

I would encourage our school district to integrate budget process to the specific and measurable goals to ensure that our tax dollars are channeled towards the district goals. The district could provide more transparency and engage the residents through the budgeting process.

What could it look like if the Berkeley Heights BOE decided to set its own goals? Based on the mounting legal bills of the school district, the Board could consider setting a goal for itself on how to prudently manage our tax dollars.

Managing a budget needs to take a holistic approach – taking into account the district goals, priorities and having a contingency plan for surprises that might arise during the course of the year.

(3) What would you do to bring order and cohesion back to the BOE while simultaneously trying to initiate the changes you have discussed thus far?

Our district needs to improve in the way it engages and communicates with the parent and resident community. I believe that transparent, effective and timely communication goes a long way in establishing a trust based relationship. I do not view differences as criticism. I might disagree on a viewpoint, and I will be civil when doing so.

Being transparent means, we might not always agree on everything, but I would be honest and open in my interactions, negotiating with shared interests in mind instead of positions and acknowledging issues and addressing them together. I believe that parents and residents asking questions should not be marginalized or criticized and ridiculed.

The Berkeley Heights Board of Education needs fresh ideas, a different perspective, and to dedicate our tax dollars to improve the quality of education and student experience.

Thank you for the opportunity to share my thoughts and ideas.

Related Articles:

BERKELEY HEIGHTS 2022 BOE ELECTION- CANDIDATE RESPONSES TO QUESTION 3

BERKELEY HEIGHTS 2022 BOE ELECTION- CANDIDATE RESPONSES TO QUESTION 2

BERKELEY HEIGHTS 2022 BOE ELECTION- CANDIDATE RESPONSES TO QUESTION 1