BOE Candidates were asked to respond to the following question, the first in a series of questions BOE Candidates will be asked from BHCW:
“Many residents feel that Dr. Varley did not deserve an early raise or early extension. Many feel the majority of the BOE have not held her accountable for handling of the reconfiguration process, attempt to remove French, inaccuracies provided to the public in connection to the budget and her attempt to marginalize groups of parents who have expressed concerns about her leadership.
What will you do to reassure these residents (mostly parents) that you will not be another rubber stamp for the Superintendent? Would you be open to putting the Superintendent on a Performance Improvement Plan? Are you open to holding the Superintendent PUBLICLY accountable if similar behaviors were to occur again in the future?
Please understand that promises of “better communication” will likely not suffice in responding to the question as that really is, in the mind of many parents, a small part of a collection of concerns.”
Responses are being listed in the order they were recieved. Nine responses were recieved (below). BHCW did not recieve responses from Angela Penna, Douglas Grober, Ayana Joseph or Jodi Cear.
Natasha Joly
“What will you do to reassure these residents (mostly parents) that you will not be another rubber stamp for the Superintendent?
As I have shown in recent BOE meetings, I am not afraid to challenge the administration if something doesn’t seem right. If elected, I’ll continue to push the administration to make well-informed decisions. I think it is important for a BOE member to have an open mind and assess all points of view. Before voting on any agenda item, I will review all of the relevant materials (e.g. research reports, studies, committee meeting minutes) and solicit feedback from all constituents. My public email and video record shows that I will be persistent and thorough.
Would you be open to putting the Superintendent on a Performance Improvement Plan?
I would absolutely be in favor for a performance evaluation/improvement plan for all employees, to the extent one does not exist, including the Superintendent. Any performance evaluation implemented needs to not only assess what goals were achieved but how they were achieved. Was proper due diligence done? Were all stakeholders considered and residual impacts understood? I believe the “how” is just as important as the “what”.
Are you open to holding the Superintendent PUBLICLY accountable if similar behaviors were to occur again in the future?
I am open to holding anyone (including myself) accountable for the actions taken and decisions made within the rules of the BOE. Accountability and honesty are crucial for any organization to succeed.”
Sarah Achenbach
“I’m not sure what I can do to reassure BH residence of my resolve, but I have no interest in being a rubberstamp for the superintendent. I do not believe that is the function of a BOE member, but rather a check in balance for the superintendent and others.
Yes, I would be open to putting the superintendent on a personal improvement plan.
Yes, I am open to holding the superintendent publicly accountable for any of her decisions and/or behaviors that affect the public.”
Gale Bradford
“I received your email titled “Question #1”. There were three questions in your email regarding the BOE responsibilities and the district superintendent.
School board members are elected by the community and their role is to set budget priorities, establish policies, evaluate the outcomes of district and facilities operations, and supervise the superintendent. The district superintendent’s role is to identify needs, provide leadership, supervise staff, and manage the day-to-day operation of the district. The BOE and the superintendent work together. The teachers, staff, students, parents, and administrators complete the process.
Community input is provided to the board of education. As a potential board member, I will listen to comments and/or concerns and I will help to make a group decision by the board for the benefit of our students and district.
I am an alumni of the Berkeley Heights School District, K-12, and I have been a teacher for 35 years in four other states and districts. I have recently retired from the Berkeley Heights School District after 22 years. I have a clear understanding of the responsibilities of the roles.”
Sai Akiri
Thank you for a great question, Berkeley Heights Community Watch.
My actions speak louder than my words. I ran on a platform of transparency,
accountability and bringing a greater focus to the quality of education at Berkeley
Heights Public Schools.
The last couple of years have been challenging for the education system with the
pandemic and remote learning, redistricting, and reconfiguration of elementary schools.
We need leadership which is competent and forthcoming with information.
To answer your questions in one word — YES. Yes, I will hold the superintendent
accountable. We were told by our superintendent at a public board meeting that she
had approval for reconfiguration from executive county superintendent. But couldn’t
provide any evidence to that fact. During redistricting in 2021 district violated NJ state
bidding law N.J.A.C. 6A:26-4.8(a) and educational adequacy, see Dept of Education’s
OFAC finding and corrective action plan.
The board evaluates superintendents’ performance through an annual appraisal
process. Performance is evaluated against the district goals. I have provided feedback
this year that our district goals need to have quantifiable metrics. Especially geared
towards federal and state proficiency levels for public schools.
One key component of superintendents’ role is clear, concise, and timely
communication. It’s a fundamental function of superintendent’s job. Many in the
community have expressed concerns for the last three years that communication from
the superintendent is abysmal and perplexing. Leaders inspire accountability through
their ability to accept responsibility. As seen in multiple instances our district leadership
continues to deflect and not take accountability.
I have been and am currently fulfilling my pre-election promises to work the BOE
system towards transparency and accountability. I am working to change the decades
long culture of withholding information and stonewalling parents and residents (exact
words by a few at the NJSBA and DOE).
- I have worked hard to read every line item of our board meeting agendas,
attachments with updates to hundreds of policies. - I have reviewed all bills, especially the legal bills and capital reserve transfers.
- Moreover, I have worked strenuously to have an open public review of this year’s
district budget, as well as easy to access public townhalls to discuss our 5 year
strategic plan and it’s key elements, such as the DEI plan and substance abuse
policies. - I have asked for clarity on metrics in our strategic plan and have been requesting
for a strategic planning committee meeting since March. Even after multiple
requests we are yet have a single meeting this year for strategic planning
committee. - I wanted a holistic overview of our world languages program and current
enrollment numbers before eliminating French. - I have requested for information on COVID relief ESSER funds received by our
district and how we spent them to be posted on BHPS district website. - I have asked for equitable experiences for all students, especially at our
elementary schools. For example, classroom sizes at grades 3-5 at Hughes
compared to Mountain Park and field trips planned last school year.
My record on the board is for all to see.
Our cost per pupil has been steadily going up over the years to approximately $24K per student with a $60Million budget while our enrollment numbers and proficiency scores have been dropping. We need to bring back the focus to quality of education and academic rigor in our schools.
As always these are my thoughts and opinions as an individual and do not represent the opinion of the Berkeley Heights Board of Education.
Thank you for this opportunity!
Neil Hemann
“Thanks for the opportunity to speak. In response to your question, I have this to offer.Wrt to the reconfiguration I was in support of the move to full-day kindergarten. BH was an oddity in that we did not have full-day. Even in my casual conversations over the years with other parents, I never encountered the opinion that a half-day program was “better.” It was also, unfortunately, never going to occur without a portion of resident’s – mainly those that lived within reasonable walking distance to the schools – being opposed. But the far greater portion of town residents do not live within that quarter-ish mile radius that (I think) most people would consider a walkable distance for grade school children. I reject the notion that, somehow, the town’s character has been irrevocably changed for the worse as a result. Could the change management have been handled better? Judging by the amount of rancor it caused, probably, but the change needed to come and it will soon, if it had not already, become the new normal. Where we live now, walking to school is not an option and as such I remained out of the argument, instead deferring to other parents with a greater vested interest. However, our former home was very close to Mountain Park – my daughter bemoans her inability to walk to school as here sister did to this day. But even in that situation, I 100% believe that this was, and is, an improvement to our school system. The short-term privilege I had by virtue of living nearby was not outweighed by the overall benefit the town gained.
Wrt to French, the district has a limited amount of money to budget for teachers. As a district we should seek to maximize the value we provide to the student body and community at large. Simply having been included previously, is not a critically justifiable reason to continue including it, or any language, in that light. The program was being dropped, as I understand it, due to a lack of participation – which resulted in an unjustifiable expense in maintaining a qualified instructor. I am not anti-French -just as I am not anti-Latin, or anti-German – which were also dropped in years past due to lack of participation. The district should focus its efforts and money on serving the greatest number of students. However, in the end, the French program has been restored through the persuasion of interested students/parents and some creative arrangements with teachers. In my mind, the overall process was a success. I hold no subject sacred. Change will occur over time to the curriculum – lack of demand among the student body for an offered elective being a significant driver.
Wrt to Dr. Varley’s raise/extension I feel that this matter is simply an extension of people’s opinion of her – for good or bad. I can likely find equal numbers for or against it as I go about town – and as such I have no comment on it. I personally have no opinion, good or bad (though many of both can be found) of her performance at this time and will remain entirely objective until (should I join the board) have the opportunity to work with her myself. I consider all else heresay. I am neither an enemy, or staunch ally, of Dr. Varley at this time and look to evaluate matters and help guide the district with the simple goal of
making it a better place for our children.
Wrt to performance plans, accountability and etc – though public facing, the position of superintendent is a hired position, not an elected one. As a matter of professionalism and good leadership, I categorically reject the notion of “public” accountability as the question seems to imply. That, however, does not mean “unaccountable.” The school board employs the superintendent to run the district, and as such is answerable to it. The school board, as the community’s representatives, is charged with guiding and forming an advisory partnership with the superintendent, both of whom have the goal of maintaining high quality education for our children. As in our own organizations, an adversarial relationship will never have good results. Its far better to come to agreements about the goals we share and how to achieve them. In places where we disagree, there is always room for discussion, advisement and finding the middle path. Just as I would not expect Dr. Varley to know the fine details of my job, I nor the majority of the other members of the board, are not career educator/school administrators. I do not, nor should we presume to know the minutiae hers. We as a school board and community, have an obligation and a duty to work with the people we have chosen and help them bring about the organization we desire. A failed relationship is rarely ever a one-sided situation.
I am an emphatic believer in collaborative leadership and have seen how toxic attitudes, on any side, can ruin that process. In my own job I strive to create productive teams that can both disagree and progress. I am not afraid of a difficult or impassioned discussion, but I expect it to be (mutually) respectful. I take objectivity seriously. I work hard to be aware of and evaluate both my own biases and the perspective from which differing opinions originate. Finally, while I am undeniably new this process, and the fine details surrounding the issues the board will need to grapple with. I look forward to the chance help our school continue to perform and continuously improve the education we provide out children.”
Margit “Erika” Pedraza
” Thank you for including me on question #1.
I feel this is a very important topic given the many challenges we’ve faced over the past 2 years. I do believe that we need to have the Superintendent create a list of measurable goals that she plans to achieve annually. These goals should include strategic and professional development goals that are then reviewed and approved by the Board of Education members to ensure they align with the district’s goals and needs. These goals would then be translated into quarterly objectives which could then be measured to determine if they have been achieved. This is similar to what any other employee would need to do when their employer has set them up on a Professional Development Plan. For full transparency, these quarterly objectives and related key results could be provided as part of an update during BOE meetings. This would enforce accountability and provide parents with information on the progress made by the Superintendent each quarter. It would also give visibility on where goals have not been met.
With regard to your rubber stamping question, I think it is important for all BOE members and parents to be provided with complete details on changes that will impact students and teachers at least 72 hours prior to a BOE meeting. Then, at the BOE meeting, I would request that all details of changes be reviewed and allow BOE members and parents alike to ask questions and get answers to all concerns. This would create an environment where information is fully transparent and available for me to make informed and educated decisions.”
Dipti Khanna
“Thank you for your question. As a parent of 2 children in the Berkeley Heights district and another one in the Union County Vocational schools, my primary concern is to get the school district to focus on academics and student achievement.
The focus starts with the Superintendent being held accountable to how the district performs on student achievement, effective stakeholder management and communication and making sure that all decisions and actions drive value towards the students and residents.
As an example, our district needs to make sure that district communication is clear and timely, and that parents are not blindsided by decisions shared at the last minute. They need to make it easier to access information than making parents and residents jump through hoops to get data from the district.
Another example is the amount of energy and money spent on attorney fees and the transparency around why this is required or what value does that drive for the students?
Over the past 2 years our school district has seen a significant churn in the district administration as well as our schools with the reconfiguration and redistricting. All throughout that time, there was little information shared that could justify the basis of such a huge change. I feel that our Board of Education missed several opportunities to engage and collaborate with parents throughout that process.
Most parents were left frustrated at the end of the process and that has eroded trust in the administration. The significant number of teacher retirements during this period is also going to introduce a big change for the students and their learning in the next few years.
The Board of Education has the responsibility to provide oversight and steer the district towards better engagement with the students and residents.
If elected to the Board of Education, I will not rubber stamp decisions or proposals from the district administration without fully examining the merits and data surrounding the proposal.
My campaign for the BOE is based on an emphasis on academics and accountability and I appreciate the opportunity to share my thoughts.
May I request to pls add the following link from a BOE meeting from June 2021 asking for more information on the decision making process of the district administration.”
“
Herb Waddell
“Here are my answers to your Questions
First, I don’t know Dr. Varley, or to my knowledge, anyone else with influence in the Berkeley Heights School system, except for two Members of the Board, Mrs. Akiri and Dr. Foregger. They, and others who know me, can attest that I am not and never will be a “rubber stamp” for anyone.
I have been closely following Board actions since redistricting was pushed through during a pandemic. Redistricting has had the greatest impact on local schools and the youngest students. Our schools should be a safe and loving place.
An early raise and extension for Dr. Varley appears to be an egregious example of the Board ignoring the rules. Did the Board get something in return, e.g., regarding reconfiguration?
If Dr. Varley did not follow the law relating to the reconfiguration, she should be held accountable legally and publicly. If Dr. Varley provided inaccurate material information to the public her motivation should be determined – was it a careless error, or malicious act? If intentional, she should be held accountable publicly.
When members of the public disagree with actions and opinions of the Superintendent or Board, they should be listened to politely and their opinions should be seriously considered. The election process and the courts provide the means to replace or punish elected and administrative servants who don’t do what the public wants.”
Todd Najarian
“Many residents feel that Dr. Varley did not deserve an early raise or early extension.
Many feel the majority of the BOE have not held her accountable for handling of the
reconfiguration process, attempt to remove French, inaccuracies provided to the public
in connection to the budget and her attempt to marginalize groups of parents who have
expressed concerns about her leadership.What will you do to reassure these residents (mostly parents) that you will not be another rubber stamp for the Superintendent?
I believe that a Board’s responsibility is to establish goals and policies, then
execute the power it’s given to demand accountability. I believe our Board has
engaged in too much direct involvement of a “management function” of the
district rather than enforce accountability with oversight. The almost unanimous
voting by the majority board on almost all matters is more than concerning.
Would you be open to putting the Superintendent on a Performance Improvement
Plan?
I would look to understand the criteria that is being evaluated to decide if
appropriate, while also considering the views of other board members. This is not
a sole decision.
If I feel appropriate, I am willing to seek all options to use oversight for
improvement.
Are you open to holding the Superintendent PUBLICLY accountable if similar behaviors
were to occur again in the future?
My opinion of a Board is to provide oversight and hold the administration
accountable. As elected by our community there is no reason this should not be
done publicly.
I personally have great concern that the Superintendent is unable to nor has
publicly taken personal accountability for the metrics the public has continued to
highlight as MAJOR CONCERNS that our district is and continues dropping
locally as well as in the national rankings Year Over Year during her tenure.“
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